combined class presentations (not valid)
TRANSCRIPT
Mamma’s LavandariaBusiness Model 2.0
Sofia ZubkovaAnastasiia Pleshkova
Diogo CardosoSteffen Rilling
2
• Business Model 1.0• Hypothesis Testing• Business Model 2.0• To Do’s• Appendix
Agenda
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Business Model 1.0
4
Business-man
Students
Money saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Collecting boxes at public places
Telephone
Postmen
Additional Services (Monograms, Perfume)
Loyalty scheme
Laundry Service
Advertisement Extra
Services
Laundry & Facility Staff
Laundry Pick-Up stations
Distribution
Cleaning MarketingSuppliers of cleaning products and machines
Post
Perfume Company
External Laundry
Staff Salary
Advertisement Outsourc
ing
Distribution
BoxesService
Time saving
Business Model 1.0
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Hypothesis Testing
6
HYPOTHESIS CATEGORY
Students value a laundry service because they don't want to take care of this chorus
Businessmen prefer a time-saving rather than a traditional laundry service
Customers value the time-saving aspect of our laundry service
Customers value our personalized box to put their clothes inside
CTT will be able to provide us the service of pick-up and delivery of the clothes
We are able to operate with an own distribution service and realise economies of scale by delivering it to one laundry
Perfume companies pay us a fee, putting perfume testers in the boxes (advertise)
Customers are willing to pay a price premium for a pick-up laundry service
Outsourcing our laundry services is the most economical way for us to provide the service
Social media and word-of-mouth will be enough to marketing our service
Our personalized box would cost below 5 Euro to provide to our customers
The additional business generated by not charging a fee for the box will outweigh the costs for the box
Revenue Streams
Customer Segment
Value Proposition
Customer Relationship
Channels
Channels
Revenue Streams
Customer Segment
Key Resources
Key activities
Cost Structure
Cost Structure
Overview of Hypotheses
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
7
Hypothesis & Validation (1)
24%
76%
Survey
value less than 7 value more than 7
25%
75%
Interview
no need for laundry need for laundry
Action:- Hypothesis validated- Clearer definition of
customer segment: Non-local Students
Hypothesis:Students value a laundry service because they don't want to take care of this chorus
Test:Interview: 35 students; need for laundry?Survey: students; value the service
Validation:Interview: 60% of students have this needSurvey: 60% of students rate 7 or higher
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
8
Hypothesis & Validation (3)
21%
79%
Survey
value less than 7 value more than 7
17%
83%
Interview
no need for laundry need for laundry
Action:- Hypothesis validated
Hypothesis:Customers value the time-saving aspect of our laundry service
Test:Interview: 50 potential customer; yes/noSurvey: potential customer; value the service
Validation:Interview: 60% of customers value a time-saving laundry serviceSurvey: 60% of customers value time-saving service 7 or higher
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
9
Hypothesis & Validation (4)
47%53%
Survey
value less than 7 value more than 7
Action:- Hypothesis invalidated- Change box to either bag or
no transport medium
Hypothesis:Customers value our personalized box to put their clothes inside
Test:Survey: pot. customer; value the boxLanding Page:Compare Conversion Rates with/without Box
Validation:Survey: 60% of customers value our personalized box 7 or higherLanding Page: Conversion Rate With Box > Without Box
Without Boxes With Boxes
6.2%
4.9%
CR Land. Pages
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
10
Hypothesis & Validation (6)
Action:- Hypothesis invalidated- Build up network of
laundries to deliver laundry
Hypothesis:We are able to operate with an own distribution service and realise economies of scale by delivering it to one laundry
Test:Wizard of Oz (Bring clothes either to own laundry or bring it to many laundries)
Validation:Track time and costsEconomies of Scale > Costs to deliver to one laundry
Prices lower if we pick up and deliver to closest laundry
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
11
Hypothesis & Validation (8)
10%
30%
20%
15%
12%12%
Survey
0 <0.50€ <1.00€ <1.50€ <2.00€>2.00€
15%
85%
Interview
pay no premium pay premium
Action:- Hypothesis validated- However less than expected
(surveys)!
Hypothesis:Customers are willing to pay a price premium for a pick-up laundry service
Test:Interview: 50 interviews; pay premium?Survey: pot. customer; range premiumLanding Page: Email subscription
Validation:Interview: 60% of customers willing to paySurvey: 60% of customers willing to payLanding Page: 10 clients in two weeks
Landing Page11 Emails in 1 ½ weeks
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
12
Hypothesis Category ValidationStudents value a laundry service because they don't want to take care of this chorus
Businessmen prefer a time-saving rather than a traditional laundry service
Customers value the time-saving aspect of our laundry service
Customers value our personalized box to put their clothes inside
CTT will be able to provide us the service of pick-up and delivery of the clothes
We are able to operate with an own distribution service and realise economies of scale by delivering it to one laundryPerfume companies pay us a fee, putting perfume testers in the boxes (advertise)
Customers are willing to pay a price premium for a pick-up laundry service
Outsourcing our laundry services is the most economical way for us to provide the service
Social media and word-of-mouth will be enough to marketing our service
Our personalized box would cost below 5 Euro to provide to our customers
The additional business generated by not charging a fee for the box will outweigh the costs for the box
Revenue Streams
Customer Segment
Value Proposition
Customer Relationship
Channels
Channels
Revenue Streams
Customer Segment
Key Resources
Key activities
Cost Structure
Cost Structure
?
?
Checklist Hypotheses
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Business Model 2.0
14
Business-man
Students
Money saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Collecting boxes at public places
Telephone
Postmen
Additional Services (Monograms, Perfume)
Loyalty scheme
Laundry Service
Advertisement Extra
Services
Laundry & Facility Staff
Laundry Pick-Up stations
Distribution
Cleaning MarketingSuppliers of cleaning products and machines
Post
Perfume Company
External Laundry
Staff Salary
Advertisement Outsourc
ing
Distribution
BoxesService
Time saving
Business Model 1.0 Recap
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Time saving
Money saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Collecting boxes at public places
Telephone
Postmen
Additional Services (Monograms, Perfume)
Loyalty scheme
Laundry Service
Advertisement
Extra Services
Laundry & Facility Staff
Laundry Pick-Up stations
Distribution
Cleaning MarketingSuppliers of cleaning products and machines
Post
Staff Salary
Advertisement Outsourc
ing
Distribution
Monitor Service
Urban Workers
Non-local Students
Recycle Bags
Network of Local Laundries
Perfume Company
15
Business Model 2.0 Construction
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
16
Urban Workers
Non-local Students
Time saving
Money saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Collecting boxes at public places
Telephone
Postmen
Additional Services (Monograms, Perfume)
Loyalty scheme
Laundry Service
Advertisement
Extra Services
Laundry & Facility Staff
Laundry Pick-Up stations
Distribution
Cleaning MarketingSuppliers of cleaning products and machines
Post
Perfume Company
Network of Local Laundries
Outsourcing
Distribution
Recycle Bags
Staff Salary
Advertisement
Monitor Service
Business Model 2.0 Construction
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
17
Urban Workers
Non-local Students
Time saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Telephone
Additional Services (Monograms, Perfume)
Loyalty scheme
Advertisement
Extra Services
Distribution
MarketingPerfume Company
Outsourcing
Distribution
Recycle Bags
Staff Salary
Advertisement
Monitor Service
Premium Service
Distribution System
Distribution Fee
Network of Local Laundries
Business Model 2.0 Construction
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Urban Workers
Non-local Students
Time saving
High quality
Eco-friendly
Overcome boundaries
Own distribution
Application & Website
Telephone
Additional Services (Monograms, Perfume)
Loyalty scheme
Advertisement
Extra Services
Distribution
MarketingPerfume Company
Outsourcing
Distribution
Recycle Bags
Staff Salary
Advertisement
Monitor Service
Premium Service
Distribution System
Distribution Fee
Network of Local Laundries
18
Business Model 2.0
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
To Do’s
20
Hypothesis
Test
Validation
Most of our Revenue Streams are coming from the transactions of our delivery/pick-up services
Create an Order Form on our Website and test if we can get actual orders
As a first trial, get 10 orders in two weeks
Revenue Streams
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
21
Hypothesis
Test
Validation
We can get additional Revenue Streams from advertisement fees (perfume testers, …)
Contact perfume/cosmetic company and see if they are interested
They are interested in advertise in our services
Revenue Streams
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
22
Revenue Streams
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
23
Laundry Price Base Consumer Perception of Premium Fee
Price Model
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
24
Hypothesis
Test
Validation
The number of local laundries is enough to find at least one partner that is going to work with us in every district
Interview with Laundries
Finding at least one in every district
Key Partners
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
25
Key Partners
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
There are at least 400 laundries in Lisbon
The area of Lisbon – 83.8 km2
26
Hypothesis
Test
Validation
Creating our own distribution system is more profitable than being mediators between clients and laundries with their own delivery service
Perform Wizard of Oz for each way
Calculate costs
Key Resources
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
27
Process Description
Source: Copyright Fábrica de Startups
CUSTOMER
OURTEAM
LAUNDRY
Place an order
Receive an order
Pick up the order
Cleaning & Washing
Add. service
Pick up the fulfilled order and make quality control
Receive made order
Fulfill add. service
Yes
No
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
28
Value Chain
Support Activities
Main Activities
Firm InfrastructureDelivery System (Cars and Laundy Bags)
marg
in
margin
Human ResourcesCarriers/drivers; Incentives to be on time; Trainings for CR
AccountingCosts and Revenues Tracking; Exploration of Revenue Sources
IT Support SystemWebsite; App; Social Media; Tracking system;
Customer Development
Interviews;Surveys;Landing Pages;Website;Demo App;
Marketing
Website;Social Media;Other targetactivities;Word ofMouth;
Sales
Pick up andDelivery;Subscription;Advertise-ment fromThird Parties;
SupportQuality check;ComplainBox
Operations
Pick up and Delivery;Additional Service;Interact /wlaundry
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
29
Strategic level
Organisation
Operational level
Organizational level
Executive Management
Customer Relationship management
Promotion managers
Development manager
Logistic management
Pickup & Delivery Drivers
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
30
Organisation
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Executive managemen
t
Sales
Costumer Relationship
Logistics
Pick-up and Delivery
HR
Recruiting
Training
IT support
App/website maintenance
Marketing
Promotion
Advertising
Financial affairs
Accounting
Quality Control
31
Types of partners
• Local Laundries• Perfume company• Leasing company• Supplier for bags• IT Partner• Partnership with laundry pick up service in
another country
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
Appendix
33
Hypothesis & Validation (2)
21%
79%
Survey
value less than 7 value more than 7
40%
60%
Interview
no need for laundry need for laundry
Action:- Hypothesis validated- Clearer definition of
customer segment: Urban Working People
Hypothesis:Businessmen prefer a time-saving rather than a traditional laundry service
Test:Interview: 15 businessmen; need for time-saving laundry?Survey: businessman; value the service
Validation:Interview: 60% of businessmen have this need for time-saving laundrySurvey: 60% of businessmen rate time-saving service 7 or higher
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
34
Hypothesis & Validation (5)
Action:- Hypothesis invalidated- Change from CTT distribution
system to build up own pick-up and delivery
Hypothesis:CTT will be able to provide us the service of pick-up and delivery of the clothes
Test:Contact CTT
Validation:CTT is interested in being our partner
CTT – Marco Nobre
Academic Support department is not
interested in a cooperation
(IPO + Core Business)
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
35
Hypothesis & Validation (7)
Action:- Hypothesis not yet validated - But look for other companies
to generate advertisement revenues
Hypothesis:Perfume companies pay us a fee, putting perfume testers in the boxes (advertise)
Test:Contact established with Sales department of Oriflame
Validation:Oriflame is interested to put testers into box/bag in return of an advertisement fee
Natália Santos
?
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
36
Hypothesis & Validation (9)
Action:- Hypothesis Validated
Hypothesis:Outsourcing our laundry services is the most economical way for us to provide the service
Test:Compare costs of outsourcing with costs of having our own laundry service
Validation:Outsourcing costs > costs having own laundry service
Laundry Equipments cost more 200.000€
Very High Start up Costs
Initial Stage with no
Economies of Scale
Interested Local Laundries
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
37
Hypothesis & Validation (10)
17%
83%
Facebook Likes
Likes achieved Likes missing
2%
98%
Survey
no recommendationrecommendation
Action:- Hypothesis not yet validated- Promote Facebook page
Hypothesis:Social media and word-of-mouth will be enough to marketing our service
Test:Survey: pot. customer; recommend our serviceSocial Media: Facebook page
Validation:Survey: 80% of customers recommend our serviceSocial Media: 200 Likes in 4 weeks
?
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
38
Hypothesis & Validation (11)
to t10
0.5
1
1.5
2
2.5Economies of Scale
Material Print
55%
45%
Cost Calculation
Box Printing
Action:- Hypothesis validated
Hypothesis:Our personalized box would cost below 5 Euro to provide to our customers
Test:Internet research: materialsInterview: plasticboxshop.co.uk
Validation:Total Costs below 5 Euro
Results:1,2 euro per plastic box1 euro per design & printing
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
39
Hypothesis & Validation (12)
50%50%
Visitors
Without box fee With box fee
Action:- Hypothesis validated
Hypothesis:The additional business generated by not charging a fee for the box will outweigh the costs for the box
Test:A/B Test: Landing Page with/without Box
Validation:Subscriptions without fee for box twice as high as subscriptions with fee for boxDifference multiplied with average revenue
Free 5 Euros
8%
2%
CR Land. Pages Boxes
Results:
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
40
Creation of an App
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
41
Order Process (Customer)
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix
42
Order Process (Company)
Business Model 1.0
HypothesisTesting
Business Model 2.0 To Do’s Appendix