Well, remember this was to acquire a customer.

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

And when you hear the phrase product market fit, just simply visualize the canvass and go,

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

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

You cater an event where the cost to you was 200

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

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

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?

That's your job as the facilitator and coach.

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

You know how many times I studied that damn manifest?

The pivot was a term that my best student ever Eric Reese coined when he noticed the arrow between customer validation and customer discovery, and he actually gave it a name, which I think is incredibly accurate.

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.

This last step is growing customers for the web mobile channels.

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

And in any event, Vale told me when he came aboard that he was here to identify and arrest one of the passengers.

Instead of pricing based on cost,

Many companies have huge databases of customer information.

So in the last lecture, you remember the business model canvas, all the 9 components of a startup.

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

I have no idea where my husband is.

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

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.

Get is how you actually acquire customers and get them to purchase your product.

So the answer is for the linked in, there are two sides to this market.

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

It's a big idea.

Apple is one of the few, truly cares.

We've got customers.

Who do you do that for?

Defense department's largest contractor.

He's not the client.

So one of the interesting equations for every startup is that

That was the customer acquisition cost, CAC, here.

So let's follow our Jersey Square team and see what they did with customer segments.

The answer is simple math.

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

We will take it to the potential customers.

Next, they got out of the building again.

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

Here's your client list.

And the fourth phase in customer discovery is you verify your pivot.

This is what I called the you should be so lucky to have this problem part of the funnel, and that's how you grow the customers you have.

How do you know which one to use?