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Business Model Canvas

Key Partners

Key Activities

Value Propositions

Customer Relationships

Customer Segments

Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?

MOTIVATIONS FOR PARTNERSHIPS: Optimization and economy, Reduction of risk and uncertainty, Acquisition of particular resources and activities

What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams?

CATEGORIES:

Production, Problem Solving, Platform/Network

What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying?

CHARACTERISTICS: Newness, Performance, Customization, “Getting the Job Done”, Design, Brand/Status, Price, Cost Reduction, Risk Reduction, Accessibility, Convenience/Usability

What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they?

For whom are we creating value? Who are our most important customers? Is our customer base a Mass Market, Niche Market, Segmented, Diversified, Multi-sided Platform

Key Resources

Channels

What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships Revenue Streams?

TYPES OF RESOURCES: Physical, Intellectual (brand patents, copyrights, data), Human, Financial

Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?

Cost Structure

Revenue Streams

What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?

IS YOUR BUSINESS MORE: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing), Value Driven (focused on value creation, premium value proposition).

SAMPLE CHARACTERISTICS: Fixed Costs (salaries, rents, utilities), Variable costs, Economies of scale, Economies of scope

For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?

TYPES: Asset sale, Usage fee, Subscription Fees, Lending/Renting/Leasing, Licensing, Brokerage fees, Advertising

FIXED PRICING: List Price, Product feature dependent, Customer segment dependent, Volume dependent

DYNAMIC PRICING: Negotiation (bargaining), Yield Management, Real-time-Market

I will deal with the Samsung company to avoid physical ordering products from their stores and embrace automation (Tien, 2019).

The key partners include electronic payment systems providers, CRM providers, web providers, and investors.

Communicate the value of the company’s products through electronic. Updating the company’s webs to minimize data breaches and manage the clients’ and suppliers’ complaints more effectively through emerging technologies.

Request for order through a single click on the internet. It will make it easier to find new suppliers through its website. Embracing automation where clients’ information will be analyzed and real-time data provided on demand. It will Enhance adaptability and flexibility in finding new suppliers.

Additionally, the new suppliers will have a chance of reaching the company more efficiently. Implementation of automation in the company’s website will certify the recurrent paying systems.

The availability of more digitalized online communication platforms through the company’s website will enhance interaction rather than on phones and emails (Khattak, Arshad, Ahmed, Jabbar, Sharif & Khalid, 2019). The website is less prone to cyber-attacks than email, which can be hacked through phishing attacks.

It involves online buyers motivated to reduce the cost and time used to order a product from the Samsung Company.

The resources needed include stock management control software, servers, stable internet connections, and the development of servers rooms that are less vulnerable to physical and network threats.

Three main channels will be implemented and including the development of a website, app, and social media platforms.

The cost structure will consider main implementation categories, including client service and payment costs and the development of technological offices. The Web/app support and the company’s logistics include transportation and labor.

Through technological implementation, the cost of purchasing orders will reduce. The company will get more revenue from annual and monthly subscriptions. The advertisement cost will decrease since the company will shift from personal sales and TV and radio advertisements to app and web page advertisements.

References

Tien, N. H. (2019). International distribution policy comparative analysis between Samsung and apple. International Journal of marketing management and sales research, 2020(1), 2.

Khattak, H. A., Arshad, H., Ahmed, G., Jabbar, S., Sharif, A. M., & Khalid, S. (2019). Utilization and load balancing in fog servers for health applications. EURASIP Journal on Wireless Communications and Networking, 2019(1), 1-12.

Designed by: The Business Model Foundry (www.businessmodelgeneration.com/canvas). Word implementation by: Neos Chronos Limited (https://neoschronos.com). License: CC BY-SA 3.0