And for web, mobile or cloud, we were getting you into the funnel on the bottom.

And so they figure out how to sell existing customers more products.

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

So let's follow our Jersey Square team down and see what they've done for customer relationships.

Now we finally come to the last part of the business model canvas.

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

Here we're seeing the path and it's better for us to go it along together.

The answers are get, keep, and grow are the three parts of customer relationships.

Customer relationships is kind of a fourth piece, and customer relationship has a really interesting interaction with these other three pieces.

Do we want them to be the same?

Once I understand who my archetypes or persona is, the next thing I want to figure out is how do I get them in to this funnel.

And in that whole idea, how do we configure the relationship between our body and the space?

We build and maintain relationships with others.

So from not even knowing the meaning, you're beginning to construct some characterization of the relationship between Hamlet and Polonius, which was not good.

So again let's use our Jersey Square team as an example of what customer relationships might

And in Chicago, we will endorse a proposal to support a strong and sustainable long term Afghan force.

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

However, object 3D is designed for another purpose that is extremely useful.

So what you need to understand is what type of relationships you need to have with them.

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

Let's see, let me complete this delta right here.

I think about trying to rework and re engage the lines on this graph in a more productive way.

We're going to find lots more proceduresà   both today and through the rest of the course.

They strive constantly to improve customer relations.

You can see how the vibrations get larger and smaller, depending on how you move.

Nobody wants the U.S. monetary authority to check their relationship, to monitor their relationship with their clientele.

Just as a reminder, what the teams will be starting with in Week 1 is filling out the business model canvas and getting out of the building and testing their hypotheses about the value proposition, customer segments, and channel.

We all work on little laptops and try to move desks to change the way we think.

And the goal of all this is to actually define the customer persona or archetype, which is just a fancy way for saying

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.

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

It may have jeopardized short term sales, but it builds lasting, long term loyalty based on shared values.

Let's take a look at now the web mobile funnel.

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

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.

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?

Again, your CAC declines. The idea is what can you do to make this very efficient?

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

So, while the goal in value prop is to figure out the MVP, yes, we il see later the goal in customer segments is to figure out who and what the archetype of the customer is.

It's exactly the same idea we might want to offer loyalty programs, contests and events, blogs, RSS and email, or social media all designed to engage customers.

We have recently accepted a client who is VampireAmerican.

So light is, of course, for social interaction also to create relationships with all the features around us.

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.

So, if we take a look at the Jersey² team was worrying about, it's what most start ups worry about on day 1, is does my value prop match my customer segment, and do I have product market fit?

What is the competition? What are they charging?