So in our last lectures we talked about value proposition, customer segments, distribution channels, customer relationships get, keeping and growing customers.

We talked about value proposition, we talked about customer segments, we talked about channels, but today we're going to focus on customer relationships.

That's our value proposition in a prize.

Each country has a unique value proposition.

Notice by the way, while they were working on value proposition, they also had some hypothesis about the customer segments.

So as we said, understanding these 3 components of value proposition work together with understanding the 3 components of customer segments.

In value proposition, what was the product cost?

So let's take a look at value proposition.

The value proposition says, Hey, it's not about your ideal product, it's about solving a problem or a need for a customer.

We've talked about value props, customer segments, channels, customer relationships, revenue streams.

Let's take a look at some value proposition examples.

On today's lecture, we're going to cover value proposition.

Lifetime value is the customer lifetime value from beginning to end, and just as a note, remember customer acquisition costs acquired over here, needs to be less than customer lifetime value.

Customer lifetime value is exactly what is says.

It's great to strategize and think about who customer segments are and value proposition and channel, but remember all you're doing is writing down hypotheses.

We've already talked about value propositions, customer segments, distribution channels, customer relationships, and revenue streams.

And this is a key idea, value proposition and customer segments are the first two things you tend to work on with the business model canvas.

Understand that this relationship between what you're building, the value proposition, and the customer is what makes startups succeed or fail on day one right there.

Where the product goes and see the box labeled value proposition.

You need to understand which are part of your value proposition.

But today, we're going to talk about the first box, value proposition.

Let's take a look at the first piece called the value proposition.

And their value proposition, as even they realized later, was pretty unclear.

So today, while we're talking about value proposition, value proposition works hand in hand with who your customers are, which we'll be talking about in the next lecture.

lifetime value needs to be greater than customer acquisition cost.

What we're really hoping for is that we could influence and affect this tipping point by our customer strategies, our value proposition, and our get, keep, and grow strategies.

The value proposition answers the question what are you building and for who?

Customer. Customer ?

So lifetime value needs to be greater than customer acquisition cost.

The value proposition for a company that's selling services is kind of the same.

A proposition?

As was simulated, the value proposition includes all the features of your product but also the pains and gains you're solving for the customer segment and that's where the market goes.

But what you need to look at is the customer lifetime value.

As we said earlier, you know now your customer segment's perception of the value of your value prop.

Now value proposition is a fancy word for what product or service are you building.

It's not all about your technology. Your technology is just part of the value proposition.

What's your proposition?

A journalistic proposition.

And in value proposition, the goal of this is to find out that minimum viable product.

You just need to ask what are core services that are part of your value proposition.

We've talked about value props, customer segments, channels, customer relationships, revenue streams, partners, resources, and activities, and now we get to cost structure.

Customer!

Customer!

Customer?

Customer,