This report analyses the business model of Foodora, an online food delivery service in Australia, using the nine building blocks of the Business Model Canvas. It also discusses critical success factors, downside risks, and potential business model changes.
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Running head: BUSINESS MODEL CANVAS OF FOODORA BUSINESS MODEL CANVAS OF FOODORA Name of the Student Name of the University Author Note
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1 BUSINESS MODEL CANVAS OF FOODORA Executive Summary This report is built on the study of the business model of Foodora which is an organization that functions in Australia. The company mainly provides food delivery based services to the customers of the country. The main aim of the firm is to create the services that are based on providing best food to the consumers. The business model of the organization has been analysed in report with the help of the nine building blocks which help in the successful operations of Foodora.
2 BUSINESS MODEL CANVAS OF FOODORA Table of Contents I. Introduction.................................................................................................................3 II. Business model..........................................................................................................3 A. Building blocks.....................................................................................................3 1. Customer segments............................................................................................3 2. Key partners.......................................................................................................3 3. Value proposition...............................................................................................4 4. Key activities......................................................................................................4 5. Channels.............................................................................................................4 6. Revenues Streams..............................................................................................4 7. Cost structure.....................................................................................................5 8. Key resources.....................................................................................................5 9. Customer relationships.......................................................................................5 B. Interrelationships...................................................................................................5 C. Critical success factors..........................................................................................6 D. Downside risks......................................................................................................7 E. Business model changes........................................................................................7 III. Conclusion................................................................................................................8 IV. Recommendations....................................................................................................8 References......................................................................................................................9 Appendices...................................................................................................................11 Appendix 1...............................................................................................................11 Appendix 2...............................................................................................................12
3 BUSINESS MODEL CANVAS OF FOODORA I. Introduction Foodora GmbH is an organization which has its origin in Berlin and offers delivery of food based on the orders which are received on an online basis. The organization mainly offers meals from more than 9000 restaurants which have been selected from all over the world. The Foodora app is used by the customers and the corporate platform so that they are abletobrowsethelocalrestaurants,placetheordersandfurthertracktheorders (Foodora.com., 2018). The organization was established in the year 2014. The food based delivery app was founded in the year 2014. The operations of the company are mainly based on the ways by which the app can be used in an effective manner by the customers. The nine building blocks of Foodora will be analysed in the report. The interrelationships of the blocks are also analysed in the report based on which the risks of business operations have been discussed (Foodora.com., 2018). II. Business model A. Building blocks 1. Customer segments The customer segments of the food delivery app mainly consist of the corporate customers or the normal consumers. The customers of the app also include the students and the different working professionals all over the country. The people who like the food to be delivered at the comfort of their home have been an important part of the customer segment. Australia Sex50% male and 50% female Income£40,000 Average transaction speed20 to 60
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4 BUSINESS MODEL CANVAS OF FOODORA Other characteristicsUsers of credit cards and home owners Table 1 – Source – Created by author 2. Key partners The key partners of the Foodora food delivery app are those who are able to provide the raw materials to the company for products that it offers to the customers. The associates in this case are mainly, the restaurants, delivery associates and the technology vendors as well. These associates help the organization to develop its products in an active manner (Aversa et al., 2015). Customer typeNew CustomersExisting customers Delivery partners15%10% Restaurants12%5% Table 2 – Source – Created by author 3. Value proposition The main value proposition of the Foodora food delivery app is related to the taste, quality, hygiene, speed of the services, consistency and accessibility that it offers to the consumers. The lesser rates which are delivered for the food products and high quality of services are an important part of the value proposition of the Foodora app (Fritscher & Pigneur, 2014). 4. Key activities The most important activities which are performed by the food delivery app in order to fulfil the demands and needs of the customers include, home deliveries, marketing activities of the company and bulk orders. These activities of Foodora food delivery app are able to provide the services which are to be delivered to the consumers (Dudin et al., 2015).
5 BUSINESS MODEL CANVAS OF FOODORA 5. Channels The diverse channels of Foodora app which play a significant part in services of the company include, the mobile app, call centres, mobile devices, internet services, print media andwordmouthbasedadvertisingchannels.Thechannelsareessentialtoprovide appropriate services to the customers (Ghezzi et al., 2015). 6. Revenues Streams The most significant revenue streams that plan an important part in the proper operations of Foodora food delivery app are related to the methods by which the company can progress in a sustainable manner. The main revenue of the firm is gained from the deliveries of food that are provided to the consumers. The fees that are paid by the restaurants based on various services is also a portion of the revenue streams (Gonçalves & da Silva, 2017). 7. Cost structure The cost structure of the company is thereby built on the salary that is provided to the delivery staff, the license based fees and the transportation based activities. The costs of the corporation based on the channel costs are an important part of the cost structure that is created by the Foodora food delivery app (Joyce & Paquin, 2016). 8. Key resources The major resources of Foodora food delivery app are thereby related to the physical infrastructure and IT infrastructure of the company. The restaurants which are a part of the partnership based activities of the company act as an important resource which helps in providing the orders to the customers (Plenter et al., 2017).
6 BUSINESS MODEL CANVAS OF FOODORA 9. Customer relationships The relations which are developed with the consumers play an important part in the successful operations of the companies. Foodora food delivery app is able to function in the food industry in an active way with the personal help which is delivered to them. The computerization related activities of the company are also significant for efficient services that can be delivered to the consumers with great speed (Toro-Jarrín, Ponce-Jaramillo & Güemes-Castorena, 2016). Social media plays an important role in the ways by which the firm is able to maintain relationships with the customers. B. Interrelationships The building blocks of the business model canvas are interconnected with each other which is supportive for effective services and products that are provided to the customers. The partners of Foodora food delivery app are helpful in providing the suitable services and products to the consumers. The actions which are executed by the company are significant aspects which affect diverse consumer segments of the firm. Value proposition of the organization is important for Foodora food delivery app to assist the consumers in an active manner. The distribution channels of Foodora are able to create customer relationships which prove to be effective in nature (Vargas, Calva & Camacho, 2015). The cost based structure of Foodora helps in determining the products and services that can provided to the customers. The costs can be helpful in determining volume of incomes which need to be grown by the organization in order to function in the food industry in a sustainable way. C. Critical success factors The aspects which have been cooperative for Foodora for gaining success in the industry are based on the formation of an active delivery model which is essential across diverse channels. The dependable experience which has been delivered by the app to the consumers have played a significant in providing appropriate food products to consumers of
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7 BUSINESS MODEL CANVAS OF FOODORA Foodora. The company has become capable of gaining various capabilities of shaping the market which has been helpful for Foodora so that the company can lead the food delivery industry. The company has developed new and inventive ways of delighting the consumers and providing effortless experiences (Zolnowski & Böhmann, 2014). The accomplishment of Foodora is built on the ways by which the organization is able tointerrupttheindustrywiththehelpofitsinventiveservices.Theapplicationof technologieshas been the most significantactionthat hasbeen a reason behind the achievement of Foodora food delivery app. The company has created effective partnerships with different restaurants all over the world so that the best quality food can be provided to the customers in an effective manner. Innovation and technology has been able to act as a critical success factor for the Foodora food delivery app (Vargas, Calva & Camacho, 2015). D. Downside risks The main danger that can be confronted by Foodora is built on the methods by which the organization is able to increase the trust of the consumers in the area of its processes. The food delivery based services that are delivered to the consumers are entirely based on the efficiency related issues. The information of the consumers need to be kept safe by the organization so that they are able to assist them in an active way. The low efficiency related threats which are faced by the company can lead to a lack of consumers for the company in the industry of food delivery (Zolnowski & Böhmann, 2014). The consumers can be safe from the problems which can be confronted by them in the diverse procedures. The service based value requires to be maintained successfully by Foodora in order to preserve its successful place in the food industry. The food delivery industry has faced many issues due to the entry of new organizations within the market and the similar services that are provided by them. The company will thereby need to lessen these threats in order to function in the food delivery industry.
8 BUSINESS MODEL CANVAS OF FOODORA E. Business model changes The variations that are required to be implemented in the business model largely contains, the variations in the number of associates of the company and expand its channels as well. The associations which are formed by Foodora food delivery app requires to be adequately active so that the new customers can be attracted towards the company in an operative way. The app based services of the company requires to be developed so that the consumers are capable to receive extra services and their demands can be satisfied as well. The evaluations which are delivered by the consumers on the app of Foodora can act as an active basis of data for the company in order to develop the service and the product that are offered as well (Toro-Jarrín, Ponce-Jaramillo & Güemes-Castorena, 2016). The marketing related activities of Foodora food delivery app need to be developed so that the organization is able to create more awareness about its services and products among the consumers. III. Conclusion The analysis in the report can thereby be settled by asserting that building blocks of the business model of Foodora food delivery able was able to portray that the company requires to enhance its processes which can help the app to maintain its position in the food industry. The organization has to moderate the threats which are being confronted in the market so that it is able to operate in a lucrative manner in the food market. The organization can thereby develop the business model in a way which will be helpful in giving tough competition to other organizations which provide delivery related services in the Australian industry. IV. Recommendations Enhancement of the facilities which delivered to consumers. Trying to understand the changes that have taken place in the external environment.
9 BUSINESS MODEL CANVAS OF FOODORA The development the food delivery industry of Australia can be helpful for the organization to rise its productivity. Aiming to offer finest facilities to the consumers so that they can be attracted towards the app in an effective manner. The creation of loyal customer base is important for the ways by which the company remains in the topmost position.
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10 BUSINESS MODEL CANVAS OF FOODORA References Aversa, P., Haefliger, S., Rossi, A., & Baden-Fuller, C. (2015). From business model to businessmodelling:Modularityandmanipulation.InBusinessmodelsand modelling(pp. 151-185). Emerald Group Publishing Limited. Dudin, M., Kucuri, G., Fedorova, I., Dzusova, S., & Namitulina, A. (2015). The innovative business model canvas in the system of effective budgeting. Foodora.com. (2018).foodora delivery service | We deliver, you enjoy!. [online] Available at: https://www.foodora.com/ [Accessed 31 Jul. 2018]. Fritscher, B., & Pigneur, Y. (2014, July). Visualizing business model evolution with the business model canvas: Concept and tool. InBusiness Informatics (CBI), 2014 IEEE 16th Conference on(Vol. 1, pp. 151-158). IEEE. Fritscher, B., & Pigneur, Y. (2015, July). Extending the Business Model Canvas: A Dynamic Perspective. InProc. International Symposium on Business Modeling and Software Design(Vol. 5, pp. 86-96). Ghezzi, A., Cavallaro, A., Rangone, A., & Balocco, R. (2015, April). A Comparative Study on the Impact of Business Model Design & Lean Startup Approach versus Traditional Business Plan on Mobile Startups Performance. InICEIS (3)(pp. 196-203). Gonçalves, R. F., & da Silva, M. T. (2017, March). System Thinking and Business Model CanvasforCollaborativeBusinessModelsDesign.InAdvancesinProduction Management Systems. Initiatives for a Sustainable World: IFIP WG 5.7 International Conference,APMS2016,IguassuFalls,Brazil,September3-7,2016,Revised Selected Papers(Vol. 488, p. 461). Springer.
11 BUSINESS MODEL CANVAS OF FOODORA Joyce, A., & Paquin, R. L. (2016). The triple layered business model canvas: A tool to design more sustainable business models.Journal of Cleaner Production,135, 1474- 1486. Plenter, F., Fielt, E., Hoffen, M., Chasin, F., & Rosemann, M. (2017). Repainting the business model canvas for peer-to-peer sharing and collaborative consumption. Toro-Jarrín, M. A., Ponce-Jaramillo, I. E., & Güemes-Castorena, D. (2016). Methodology for the of building process integration of Business Model Canvas and Technological Roadmap.Technological Forecasting and Social Change,110, 213-225. Vargas, I. S., Calva, A. L. G., & Camacho, J. H. (2015). Business model canvas.Ciencia Huasteca Boletín Científico de la Escuela Superior de Huejutla,3(5). Zolnowski,A.,&Böhmann,T.(2014).Formativeevaluationofbusinessmodel representations-The service business model canvas.
12 BUSINESS MODEL CANVAS OF FOODORA Appendices Appendix 1 Key Partners Partners in delivery. Vendors providing technology. Social media. Restaurants . Key Activities Providing delivery to the customers. Providing bulk corporate orders. Value Proposition Price Taste Quality Convenience Consistency Accessibility Customer Relationships Service provided to customers. Connectivit y through social media. Customer Segments Corporate customers. Students. Working professional . Key Resources Delivery staff. Restaurant owners. Channels Mobile applications Social media based activities. Cost Structure Costs related on the channels of the organization. Expenses based on salary provided to the delivery staff. Revenue Streams Income related to the orders provided. Income gained from the restaurants.
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