Business Canvas Model

This document provides an overview of the Business Canvas Model, including its components, digital technologies used, objectives, challenges, theoretical concepts, and potential strategies. It discusses the creation of the model, its core features, and the activities it outlines. The document also explores the components of digital technologies used by the client, their objectives and challenges, and potential strategies for improvement.

Running head: BUSINESS CANVAS MODEL 1
BUSINESS CANVAS MODEL

BUSINESS CANVAS MODEL 2
Table of Contents
Introduction.................................................................................................................................................3
The Business Model Canvas........................................................................................................................3
Components of digital technologies used by the Client...............................................................................4
Client’s objective(s)/challenges...................................................................................................................5
Objectives................................................................................................................................................5
Challenges...............................................................................................................................................5
Theoretical concepts....................................................................................................................................5
List of potential strategies/tactics/action......................................................................................................5

BUSINESS CANVAS MODEL 3
Introduction
Business canvas model is the creation of Alexander OsterWalder, which was associated with the
earlier works of Business Model Ontology. The strategic management tool is used to showcase
the certain elements for the existing business models. In simpler terms the vale proposition of the
firs, the infrastructure, the revenue streams and the customers and finances are outline din the
table format. The core feature of the business canvas model is to illustrate the activities through
the potential trade off (Joyce and Paquin, 2016).
The Business Model Canvas
Key Partners
?
 Products
manufact
ures
 Raw
material
holders
 Parlors
 Spas
 MNC’s
Key Activities
 Managing the
demand of the
customers is one of
the key activities of
the Metta Therapies
 Effectively dealing
with suppliers,
employees, and
customers.
 Catering to the
customers with
various activities
 Thai massage, yoga,
healing, meditation
and training (Dudin,
Kucuri, Fedorova, I.,
Dzusova and
Namitulina, 2015).
Value
Proposition
 Reiki
Treatmen
t $ 60 per
customer
per week.
 Launch of
Reiki
Training
Courses
 Types of
Degrees
 1sy
degree:
$250 pp
 2nd
Degree
$450 pp
Customer
Relationships
Word of mouth,
paid search,
referrals from
retired people and
the office workers
and merchants
 Newsletter to
the customers
 A frame
outside the
clinic
 Wellbeing
events
Customer
Segments
 Office
worker
 Retired
people
 Skilled
trades
people
 Age
group
(31-50)
years
 Male
46%
 Female
54%

BUSINESS CANVAS MODEL 4
 Master
degree :
$300 pp
Key Resources
List of the customers
Channels
 Google Posts
 Website
 Twitter
 Instagram
 Notice board
 Hoardings
Cost Structure
 The most important cost is the cost of advertising
 The key activities that are expensive are
treatment services such as Thai Yoga massage
 The key resources that are expensive are beauty
kits and hampers.
Revenue Streams
 Customers are willing to pay for
home delivery services
 Healing and Meditation services
 Training and Workshop courses
Components of digital technologies used by the Client
The digital marketing technology used by the Metta Therapies is of wide coverage. The company
is not restricted to just website, it has stretched itself to twitter, Facebook, Instagram. On
Facebook the handle of the Metta therapies is @mettamassageandholistics and on twitter
@Metta Therapies (Tiffany, Peterson & Barrow, 2012).
The digital medium can be said to be one of the major assistance for the mettatherapies. Though
the local boards and hoarding would have attracted many customers but with the help of the
digital medium the center achieved 78 likes on the Facebook, 101 followers on Instagram and 16
followers on the Twitter which are low yet progressive (Dudin, et a 2015).

BUSINESS CANVAS MODEL 5
Client’s objective(s)/challenges
Objectives
 The major objectives of the center are to increase the number of the customers and to
cater more people to enhance their level of service.
 The objective of increasing 1 client per week while keeping the Massage Therapy at the
steady and apex level is one of the core necessity
 Not only this, the center also wishes to cover the 75% of occupancy of Reiki Training
courses for the year 2019 and the 2020 (Ovans, 2015).
 Creation of the Reiki Community is again the serious objective for the services such as
meditation and healing.
Challenges
 Reiki is not known to many of the customers and some of them are really unfamiliar with
the healing modality.
 The customers demand the scientific proof for the healing treatment procedures and
theories (Dijkman, Sprenkels, Peeters and Janssen, 2015).
 At times the practice of the spirituality is mixed with the thoughts and the ideologies of
the religion.
 Practitioners training, integrity and the commitment can be a big time question.
Theoretical concepts
The theoretical concepts that can be applied are majorly related to the coursework of the training
and the development of the one who adopts the course. The concepts are often declared through
the medium of the book, pamphlets, newsletter and the frames (Dijkman, Sprenkels, Peeters and
Janssen, 2015). Moreover the concepts shall be made understood to the customer so that they can
avail the services without any hesitations or doubts.
List of potential strategies/tactics/action
 The potential strategies that could improve the situation of the Reiki center is by
introducing the new spas and the therapy services with the extra service of the home
delivery.

BUSINESS CANVAS MODEL 6
 The appointments shall be booked via digital media or over calls.
 For creating core awareness the camps can be held to educate the need and the
importance of the healing and meditation.
 The cost shall be reduced for those who have opted for the membership wither on the
monthly basis or yearly basis (Dijkman, Sprenkels, Peeters and Janssen, 2015).

BUSINESS CANVAS MODEL 7
References
Dijkman, R.M., Sprenkels, B., Peeters, T. and Janssen, A., 2015. Business models for the
Internet of Things. International Journal of Information Management, 35(6), pp.672-678.
Dudin, M., Kucuri, G., Fedorova, I., Dzusova, S. and Namitulina, A., 2015. The innovative
business model canvas in the system of effective budgeting. Asian Social Science, 11(7), pp.290-
296.
Dudin, M.N., Lyasnikov, N.V.E., Leont'eva, L.S., Reshetov, K.J.E. and Sidorenko, V.N., 2015.
Business model canvas as a basis for the competitive advantage of enterprise structures in the
industrial agriculture. Biosciences Biotechnology Research Asia, 12(1), pp.887-894.
Joyce, A. and Paquin, R.L., 2016. The triple layered business model canvas: A tool to design
more sustainable business models. Journal of Cleaner Production, 135, pp.1474-1486.
Ovans, A., 2015. What is a business model. Retrieved July, 5, p.2016.
Tiffany, P., Peterson, S.D., & Barrow, C. (2012) Business Plans For Dummies 3rd ed. U.S: John
Wiley & Sons.