PSL Business Model Canvas Transport Space

Business Model Canvas for CarryMore transport company

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PSL Business Model Canvas Transport Space

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Business Model Canvas for CarryMore transport company
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  1. The Business Model Canvas Template

    Slide 1 - The Business Model Canvas Template

    • Designed for: CarryMore Plc
    • Designed by: Paul Lidbetter
    • Date: 16th April
    • Version: V1
  2. Key Partners

    Slide 2 - Key Partners

    • MSFT are partners in the development of the model, algorithms and solutions to accelerate time to market, minimize risk and create scalable solutions that integrate with other providers of technical solutions and data.
    • MSFT are a supplier of flexible cloud services who take on the service continuity risk, but have the opportunity to create a growing cloud service revenue stream
    • Telco/GPS providers for lorry to business comms
    • Consulting/Dev resources to manage basic on line web portal services
    • Any organization that needs to ship freight whether as an emergency or needs an overflow capability.
    • 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
  3. Key Activities

    Slide 3 - Key Activities

    • Access and capture in real time the spare load space/weight in order to schedule opportunities for pick up
    • On line access to customers and partners who may wish to use the spare space and/or be notified of available space
    • Analytics and ML to optimize space, routes with customer requests that minimize additional fuel/time and maximize profit.
    • Customer segmentation and pricing structure in real time based on available space, and customer level of urgency.
    • Operate cloud services to enable scale and pay for useage.
    • What key activities do our value propositions require?
    • Our distribution channels?
    • Customer relationships?
    • Revenue streams?
    • Categories
    • Production
    • Problem solving
    • Platform/network
  4. Value Propositions

    Slide 4 - Value Propositions

    • Lower Co2
    • Increasing margins and revenue
    • Higher asset utilization and ROA
    • Differentiation of services based on real time data to meet customer needs
    • real time demands higher pricing
    • Known demands but scheduled at a time that enables lower pricing ( delay decision)
    • Leverage cameras and sensors for added security of lorries and loads
    • Leverage sensors and integration with GPS, Maps
    • Service can be provided internationally as global access to wider markets and organisations.
    • 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
  5. Customer Relationships

    Slide 5 - Customer Relationships

    • Relationships remain the same but additional services are provided to meet urgent demands at a premium price or provide loads at a lower cost in situations where the space would not be utilised ( customer choice of risk)
    • New relationships with distributors, other delivery services that need overflow capabilities etc such as UBS/Fed Ex for example.
    • Need to provide on line service access and customer readiness/support to enable self services
    • Automated billing
    • Possible auctioning of spare capacity
    • 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?
    • Examples
    • Personal assistance
    • Dedicated personal assistance
    • Self-service
    • Automated services
    • Communities
    • Co-creation
  6. Customer Segments

    Slide 6 - Customer Segments

    • Existing customers
    • New services, retention
    • New customers
    • take advantage of real time access to spare capacity
    • For whom are we creating value?
    • Who are our most important customers?
    • Mass market
    • Niche market
    • Segmented
    • Diversified
    • Multi-sided platform
  7. Key Resources

    Slide 7 - Key Resources

    • On line real time access and notification service for customers to enable visibility of space capacity and booking
    • Real time solution to calculate and optimise spare load/size/weight and appropriate route, cost and pricing
    • Physical sensors on lorries, GPS/Radio comms
    • User and driver training
    • Investment and operational costs for cloud services/Maintenance
    • Customer investment to access real time solutions and mobile platform
    • 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
  8. Channels

    Slide 8 - Channels

    • Existing channels, direct mail, comms
    • On Line comms through business portal
    • Advertising to industry of new services and value proposition
    • Create scenarios that demonstrate the business model process, and value
    • How to access, use on line service
    • Billing, pricing structure
    • Feedback, Support
    • Incentives
    • Surveys to gather feedback and improve the service and identify new services
    • 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?
    • Channel phases
    • Awareness
    • How do we raise awareness about our company’s products and services?
    • Evaluation
    • How do we help customers evaluate our organization’s value proposition?
    • Purchase
    • How do we allow customers to purchase specific products and services?
    • Delivery
    • How do we deliver a value proposition to customers?
    • After sales
    • How do we provide post-purchase customer support?
  9. Cost Structure

    Slide 9 - Cost Structure

    • Initial Business investment enables new revenue/margin growth based on scalable operational costs that are pay as you go thereby reducing financial risk
    • Operational costs
    • Radio traffic from lorries
    • Cloud services, web site, analytics, ML based on scale
    • Support services for customers
    • Support/enhancements
    • One off Investments
    • Lorry sensors/GPS/Radio
    • On line web site development
    • Solution/Algorithms
    • Training
    • Launch advertising/promotions
    • 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
  10. Revenue Streams

    Slide 10 - Revenue Streams

    • New revenue from previously un used load space, assume 20% increase
    • Increased margin as full loads carried with almost the same resources/cost base and/or added price premium for urgent delivery.
    • Could develop dynamic pricing algorithm based on JIT decision making by Business and Customers
    • Brokerage fees for operating across partner organisations
    • Value added services could be provided based on increasing information and data available
    • Lorry can provide real ETA to customer
    • Customer can advise of change of delibery location for suitable charge
    • 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
  11. Slide 11

    • Designed by: Business Model Foundry AG
    • The makers of Business Model Generation and Strategyzer
    • This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.