CCRM adds value by engaging customers in individual, interactive relationships.

And what do great customers do, great feeling customers?

Customers often value a good more when its price goes up.

You need to make sure your team is learning about who are those right customers, what are the right value propositions, what is the right revenue model.

Positioning is driven by the product and how much value customers place on its features.

What is it my customers are paying for?

What are the main customers of the future?

And therefore, also, on lifetime value, how do you reduce churn and attrition in keeping customers?

And product market fit just simply says what is the match between what you are building and what customers need and want, and who are those customers.

You have at least two customers segments and you have two value props and attending revenue streams.

Original suppliers are those that provide products, services, and information that add value for customers and other stakeholders.

The banks themselves established what in effect were their own substitute markets, which allowed their customers and themselves to price instruments that would otherwise have been impossible to value.

What value does it have? It has no value.

And in a factory, this is actually relatively straightforward. Value is the stuff that we make. The customers want.

So archetypes really helped us understand our customers, they value prop, the revenue and some of our pricing tactics.

Assume 3.7 of these 4,025 customers actually converted from acquired customers to activated customers, so the question for this quiz is calculate what was the customer acquisition cost per customer.

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.

How many customers can they call on it at what price?

Show the kids what bad customers or bad employees look like.

Because I've been out talking to these customers for weeks or months, and I know that they actually value my feature set, my value proposition, more than my competitor's.

Customers.

Customers.

Of what value is that?

What does have fictional value?

So let's talk about what it means to be seen as customers.

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

The pains are what could we solve for these customers that they hate?

What is the Dollar s Sustainable Value?

What is the value of x?

What is the value of DE.

What is it that they value?

What is the value of y?

What is the value of z?

What is the value of B?

What do you think they value?

And instead, what do we value?

And what is its value today?

So what are we going to do? We gonna train customers? You know, what are we gonna do?

Customers take and pay for only what they want from this array of dishes.

The market includes where your customers are and what problems you're solving for them.

But we really want teams to understand, what you can do to keep customers

What we now know is that no business plan survives first contact with customers.

What were the conversion rates? What was the lifetime value?

Customers can name the market. Customers want or need better performance.

This can take on some value, depending on what the value of x is.