But they're asking us a first time, a new customer.

What we now know is that the founders need to run what's called the customer development team.

It's a big idea.

An optional piece of software is something called launchpad central at www.launchpadcentral.com.

That's how much a regular customer would have to pay.

For new customers, the store offers a one time discount of 3.

Our scientists have done things which nobody has ever done before.

It's not true.

The thing to remember that the goal is not to draw on the canvas.

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

Hopefully it will open your mind to a new artist a new genre of music

There are still no limits.

Now if you remember we started here on the left. We didn't earn and paid media.

In customer relationships all the get keep grow metrics, some of which we talked about, some of which you'll discover, what were the customer acquistion costs?

Cultivate the wilderness.

The newcomers cultivated the immense wilderness.

We started doing research on your old client,Carol Gentry.

Mining settlement.

Wasps.

And in this class, we're going to be talking about the first two steps, customer discovery, customer validation, the pivots that connect them, and then a few that are lucky.

So those are the 2 goals

Because no one, and that was a constant problem...

I mean how do they hear of our products, how do they know about you, and as we'll see later one of the interesting things is there are some customers that are users like in Google

So what we could do if we wanted to make this a little bit fancier, we could say that a new customer would pay and then we can say that's y, so y is equal to 0.29x minus 3 if x is greater than 10, if the guy or the gal orders more than 10 photos.

One of the really interesting developments about this class is this whole customer development process.

By now, you're intimately familiar with the business model canvass.

They've got so much sunk in it that it's very difficult for them to spot emerging new markets.

So on day one, these were their initial hypothesis coming into the class.

And when you finally, finally think you do have something that matches customer needs, you get to the next step, which is customer validation.

I have told you how to treat customers.

This search for the business model.

Once you find this repeatable and scalable business model then you go into the execution phase of customer development, and that's about creating end user demand and scale called customer creation and then building the organizations to actually build your company for scale by transitioning from customer development into a functional organization that's oriented for constant and rapid execution.

Terraformers.

And since the enthusiastic new d a has Put all my competitors out of business..

What are the costs of jerseys and warehousing and shipping and cleaning,

But just understand that in new markets of course you don't get out and ask people what features they need.

What's most important to us when we make a video is what the customer sees.

They could tell you that I want bigger, faster, cheaper status quo.

They've been raised as Americans, understand themselves to be part of this country.

Thanks for clearing the runway, ma'am.

Why do you want to think about keeping customers is that customers are a lot more expensive to acquire over here than they are to keep.

So now they're looking at industrial enzyme manufacturers, their key activities are R amp D, and production support is their next change.

So the goal of the class is twofold.

And then in Phase 4 you're going to verify or repeat, and you're going to see if you're ready to start scaling sales and marketing spending in customer creation, which is the most expensive part of a startup.

We have to find a new market for these products.