Wash Me - Business Model Canvas 1.0
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This document outlines the business model canvas for a laundry delivery service. It targets companies and young professionals aged 25-35 by offering convenience, fast service, and reliability through an app. The service reaches customers through word of mouth, social media, web advertising, and a direct B2B approach. It focuses on automated pickup times and services contracts through the app but also offers personal assistance. Revenue comes from direct payment, monthly fees for companies, and ads on the app. Key resources include employees, drivers, vehicles, and a clean, easy app. Important activities are IT, marketing, outsourced laundry, and 24/7 support. Key partners include laundry services, private drivers, and insurance companies. Major costs are salaries,
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Pricing for goods is easy and straight forward, while for services it is complicated, may be controlled by several authorities, varies with time, place, people, etc.
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9th presentation f
The document contains financial projections and analyses for a business over a 5 year period, including income statements, balance sheets, and cash flow statements. The income statement projects increasing revenues but losses in the first two years turning to profits in years 3-5. Projected balance sheets show growing assets and liabilities. The cash flow statement forecasts an initial negative cash flow turning positive by the end of the projection period.
8th presentation f
The presentation summarizes the goals, strategic tasks, and tactical tasks of various departments within the company, including the CEO, Marketing, Customer and Quality Management, Finance, and Logistics departments. It then provides process maps and diagrams of the company's value chain, key partners, resources, and hypotheses regarding the target customer segment.
7th presentation
The document discusses the company Wash Me's channels and revenues. It shows that 55% of customers are acquired through Facebook and 21% through Ad Words. It also found that social media is where customers spend most of their time. The company believes bundles will increase demand and plans to make money by charging 1.8 euros per shirt, with the goal of a 0.5 euro margin per piece. It considers both cost-based and value-based pricing around 1-1.6 euros per piece.
5th presentation
This document summarizes research findings from interviews and surveys about laundry services. It includes:
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4th presentation
The document discusses consumer analysis of a business and hostel segment. It provides results from interviews on return policies and express delivery options. Feedback suggests offering delivery to offices, bundling items, and providing nighttime pick-up and delivery. Some respondents did not like the company name.
3rd presentation
This document discusses a business plan for a laundry delivery service in Lisbon and Porto, Portugal. It includes a table of contents, market sizing forecasts for years 1-5 in both cities, notes on competitors in the area including their offerings and business models, and a SWOT analysis noting strengths such as a simple app design and premium services, but also weaknesses like lack of partnerships with laundries and cultural habits around laundry. The major competitor identified is 5àSec, which operates in malls and provides specialized fabric treatments in addition to basic laundry services.
1st presentation
The Business Model Canvas is a strategic management template for developing new or documenting existing business models. It suggests that business models can be described through nine basic building blocks including value proposition, customer segments, customer relationships, distribution channels, key resources, key activities, key partnerships, cost structure, and revenue streams.
Hypothesis forms
The document outlines 17 hypotheses about a laundry service business model and its customer segments. Each hypothesis is accompanied by a proposed test (such as interviews, surveys, or meetings), along with a threshold for validation such as a percentage of positive responses. The hypotheses cover beliefs about customer preferences and pricing, potential partnerships with existing laundries, driver and pricing models, marketing channels, and customer transportation habits.
Hypothesis forms
The document outlines 19 hypotheses for a laundry service business model. Each hypothesis states a belief about customers, partners or costs, along with the test performed and validation results from surveys, interviews or meetings. The hypotheses cover topics like customer preferences, partner agreements, pricing, demand drivers and target customer characteristics. Validation results ranged from 50-60% of responses supporting the hypotheses.
Costs
The document outlines several cost structures for an IT startup including having an in-house IT department, renting a web server to store new database information, renting an office space that includes internet access and guidance, paying co-founders salaries starting in year 3, costs associated with renting delivery vans like rent and gas or outsourcing distribution, paying a laundry service to clean customer clothing, and potentially hiring part-time employees to handle distribution if it is not outsourced.
Org. structure
The organizational structure includes a CEO (André Pereira), and departments for Marketing (Catarina Roleta), Customer and Quality Management (Ines Star), Finance (Eduardo Luizi), and Logistics (Felix Wagner). Each department head has goals and strategic and tactical tasks, such as the CEO's goals of bringing the company's vision to life and developing an efficient tech system, and the Marketing head's goals of uncovering customer needs and increasing brand awareness.
Wash Me - Key Activities and Structure
The document outlines the organizational structure and goals of a company that provides laundry services. It identifies the CEO, Andre Pereira, and heads of Marketing, Customer Quality Management, Finance, and Logistics. Each department has strategic and tactical goals. For example, the Marketing department aims to uncover customer needs and increase brand awareness through research and messaging. The Finance department targets 15% yearly profit growth and cost reductions. Process maps show the steps individuals and companies take to place orders and have laundry picked up and delivered.
Wash Me - Hypothesis 4th Iteration
This document discusses validating a hypothesis through a series of steps. It begins with an initial hypothesis represented in blue, green, red, orange and purple. The hypothesis is then changed based on new information and further validated, resulting in a validated hypothesis.
Wash Me - Hypothesis 4th Iteration
This document discusses business model validation and contains sections on hypotheses, a color guide for key business model components, a 4th iteration of a hypothesis, and a rejected hypothesis. The color guide identifies blue for customer segments, green for key partners, red for cost structure, orange for revenue streams, and purple for key resources.
Wash Me - 1st Hypothesis Iteration
This document outlines a validation process for testing hypotheses. It presents an initial hypothesis and impact matrix to evaluate 11 hypotheses based on the potential impact if invalid and the probability of being invalid. The impact and probability are rated on a scale from very low to very high. The document aims to iteratively test and refine an initial hypothesis through validating additional hypotheses.
Wash Me - 1st Set of Hypothesis
This document discusses a validation series for a business model hypothesis. It provides a color guide for key elements of the business model canvas, including customer segments in blue, key partners in green, cost structure in red, revenue streams in orange, and key resources in purple. The document then indicates a first set of hypotheses to test.
Wash Me - 2nd Hypothesis Iteration
This document outlines different hypotheses being tested and evaluated. It includes a color guide for different business model canvas components and shows an impact matrix to assess the probability and impact of invalidity for various hypotheses under consideration. The impact matrix scores how important each hypothesis is based on the chance it might be wrong and the effect of it being incorrect.
Wash Me - 1st Results
The document summarizes the results of validating several hypotheses for a laundry service business model. Surveys and interviews were conducted to test 11 hypotheses. The metrics show that hypotheses 1 through 4 and 11 (H1, H2, H3, H4, H11) were validated as people expressed a willingness to pay for laundry pickup and delivery within 48 hours. However, hypotheses 5 through 7, 9, 10, and 12 (H5, H6, H7, H9, H10, H12) were not validated and deemed to be high risk or invalid.
Wash Me - Business Model Expansion
The document discusses various external forces that could affect a laundry service business called Wash Me. It analyzes market forces like demographic trends among young professionals, key technology trends like increased 4G adoption and drone delivery, industry competitors like 5àSec and local laundromats, and macroeconomic factors such as low interest rates and a tourism boom in Portugal. The business aims to differentiate itself through a convenient mobile app and home pickup/delivery model.
Wash me ideation process
The document outlines several ideas that were generated based on things that annoyed the team. The ideas included an app called "Skype for Musicians" that would allow musicians to jam together remotely, an "Urgency App" to reduce waiting times at hospitals by providing estimated wait times and connecting patients to freelance doctors, and an app linking laundry service providers with customers called "Wash Me". The document discusses the pros and cons of each idea before concluding that "Wash Me" was selected as the most viable option for the team to pursue given its independence and ability to adapt to project deadlines.
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Wash Me - Business Model Canvas 1.0
- 2. Customer Segments: Companies Business Professionals (aged 25 to 35) For whom are we creating value? Who are our most important customers?
- 3. Value Propositions: Convenience Freshing Time Saving Fast Services Reliability Employee Satisfaction What value do we deliver?
- 4. Channels: Word of Mouth Social Media Web Advertising App Direct B2B approach How are we reaching our customers?
- 5. Customer Relationships: Not Personal - Controlled through the app Automated Pick Up times Services Contract Co-Creation Personal Assistance Good-Will What type of relationship does each of our Customer Segments expect us to establish?
- 6. Revenue Streams: Direct Payment Monthly Fees for companies Ads on the App How will they pay? For what value?
- 7. Key Resources: Employees Drivers and Vehicles Clean and Easy App Smart and Efficient Logistics Service What resources are key to deliver our value proposition?
- 8. Key Activities: IT Engineering Marketing Laundry Outsourcing 24h Service Support What Key Activities do our Value Propositions require?
- 9. Key Partners: Laundry Services Private Drivers Insurance Companies Who are our Key Partners? What Key Activities do partners perform?
- 10. Cost Structure: HR – Salaries Private Drivers Laundries Insurance What are the most important costs? Which Key Resources/Activities are most expensive?