All value is perceived value.

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

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.

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

lifetime value needs to be greater than customer acquisition cost.

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

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.

Choose your frame of reference and the perceived value and therefore the actual value is completely tranformed.

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.

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

What name do we give the relationship between the value proposition and the customer segment?

What we re really trying to understand first is what value is the customer paying for.

Because if you think about it, you've been working hard on value prop, and you've been working hard on customer segments and customer acquisition and activation and channel.

And by the way, not only how much does my customer acquisition cost but what's their lifetime value?

I brought you a customer. Customer?

The order is customer discovery, customer validation, customer creation and company building.

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

Customer

Customer!

Customer!

Customer?

Customer,

Customer...

Customer.....

Customer.

But, actually, it's suddenly come to me after years working in the business, that what we create in advertising, which is intangible value you might call it perceived value, you might call it badge value, subjective value, intangible value of some kind gets rather a bad rap.

But, actually, it's suddenly come to me after years working in the business, that what we create in advertising, which is intangible value you might call it perceived value, you might call it badge value, subjective value, intangible value of some kind gets rather a bad rap.

Customer centric relationship management (CCRM) CCRM is a style of customer relationship management that focuses on customer preferences instead of customer leverage.

Once you have verified the lamps are working correctly go back to setting 238 and change the value to ten or whatever value the customer would like for this setting

I think uses an analogy which is probably the best justification and explanation for the value of marketing, the value of perceived value and the fact that we should actually treat it as being absolutely equivalent to any other kind of value.

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

Nevertheless, income from this source provides a reliable, overall measure of the perceived value of the College to its clients.

The customer is happy, because the customer is God.

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.

Hey... Customer...

A customer?

Another customer.

Slim customer.

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

And so you could see multiple customer segments, multiple value props, multiple revenue streams this is a somewhat complex multi sided market.

You know revenue streams basically ask the question what value is the customer paying for and then actually as you think about what's the strategy of how long I'm going to capture that value.

Improve customer cooperation.