Analyzing the Business Canvas Model of Yume Food Company

This report analyzes the different interrelationships between the building blocks of the business canvas model of Yume Food Company and provides solutions for its overall success.

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note

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Executive Summary
The report has been able to analyze the different kinds of interrelationship between the nine
building blocks of the business canvas model of Yume Food Company. The major approach of
the BCM is to understand the issues which can affect the growth of the business, however with
the business model changes; the solutions have been provided which will be beneficial for the
overall success of the firm such as:
 Proper introduction of the new and heavy discount offers which will be offered to the
customers who makes the maximum purchase of the food items
 There can be inclusion of flexibility that will be beneficial for the overall purchasing
power of the customers in the market

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Table of Contents
I. Introduction..................................................................................................................................4
II. Business model...........................................................................................................................4
A. Building blocks.......................................................................................................................4
1. Customer segments..............................................................................................................5
2. Key partners.........................................................................................................................5
3. Value proposition.................................................................................................................5
4. Key activities.......................................................................................................................5
5. Channels..............................................................................................................................6
6. Revenue streams..................................................................................................................6
7. Cost structure.......................................................................................................................6
8. Key resources.......................................................................................................................6
9. Customer relationships........................................................................................................7
B. Interrelationships.....................................................................................................................7
C. Critical success factors............................................................................................................8
D. Downside risks........................................................................................................................8
E. Business model changes..........................................................................................................8
III. Conclusion.................................................................................................................................9
IV. Recommendations.....................................................................................................................9
References......................................................................................................................................10

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Appendix 1- Table 1- Business Canvas Model of Yume Food.....................................................13
Appendix 2- Table 2- Financial Aspects of Yume Food...............................................................13

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I. Introduction
Yume Food is described as one of the marketplaces which helps in connecting the
businesses which have a premium kind of surplus or excess kind of produce with the other kinds
of businesses who can utilize the same. Yume Food was created in such a manner which helped
in minimizing the amount of the food items which were wasted in the commercial food sector.
The main aim and purpose of the respective organization is to connect with the different kinds of
wholesale suppliers with the quantity surplus food items which will be helpful in enjoying easy
as well as quick process of buying. The company was founded in the year 2014 by the food
rescue veteran Katy Barfield after she witnessed the amount of the food which was wasted
(Yume Food.com, 2019).
II. Business model
The main aspect which can be learnt from the business model of the company Yume
Food is to understand the different kinds of strategies which can be helpful for providing the
food to the different needy people who are present in the Australian economy. The major aspect
is to supply the surplus quality and huge quantity food items to the different people which are
wasted from the commercial food sector.
A. Building blocks
The nine building blocks of the company will be helpful in improving the different
operations as well as analyze the different kinds of relationships between one another as it will
be helpful for the overall growth of the company in comparison to the other competitors present
in the market.

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1. Customer segments
The major customer segments are the different needy individuals present in the economy
as it will be one of the most niche segments of customers who are in need of food and it will be
beneficial for the growth of the company in an appropriate manner (Yang et al., 2017).
Moreover, the company focuses mainly on all types of individuals both male and female who are
willing to eat in need for food.
2. Key partners
The different suppliers of the food along with delivery companies or the food delivery
vans can be the major key partners of the company which will be beneficial for the company to
meet the different needs of the customers in an efficient manner (Visnjic, Wiengarten & Neely,
2016). The main aspect which is followed is the quantity and quality of the food items that will
be playing major role in meeting the needs for the people who are in need for the food.
3. Value proposition
The major value proposition of the Yume Food is managing the problem of the different
kinds of individuals who are in need of food. Moreover, the main value which is possessed by
the company is inclusive of the different kinds of applications such as food delivery man who
will be serving the needy people with the food (Taran, Boer & Lindgren, 2015).
4. Key activities
The major key activities of the company Yume Good is inclusive of the proper and
accurate development of the application of the organization which will be beneficial in solving
the different kinds of problems of the people who are in constant need of food (Noe et al., 2017).

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There can be inclusion of proper planning as well as rewarding the customers who will be
providing the needy with food which will improve the process and gain competitiveness.
5. Channels
The channels which are included in the company Yume Food is inclusive of mobile
application, online website along with partnerships with the different corporations that can be
helpful for providing and delivering as well as notifying the different individuals in analyzing the
requirements of the food items and serve accordingly as well (Saebi & Foss, 2015).
6. Revenue streams
The revenue streams includes the different kinds of aspects such as subscription of the
customers who will be interested in the respective aspect along with account of the company that
will provide the company to become more profitable and progressive in managing the overall
satisfaction of the needy individuals (Rayna & Striukova, 2016).
7. Cost structure
The cost structure of the company Yume Food is inclusive of the different costs related to
the variables such as packaging of the food, marketing along with advertising of the different
food items which can be provided to the customers and gain competitiveness (Planing, 2015).
Moreover, there will be inclusion of the fixed aspects such as rental for the kitchen related
services as well as application or the official website of the company which is required to be
considered (Martins, Rindova & Greenbaum, 2015).
8. Key resources
The key resources which are included in the respective organization is inclusive of the
different kinds of financing as well as the other infrastructural aspects such as official website,

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kitchen and list of the different corporations wherein the partnership can be done as it will be
beneficial for the overall growth of the company (Linder & Williander, 2017). The delivery force
is the most essential aspects which should be considered which will be helpful in managing
activities.
9. Customer relationships
There can be different offerings on a free trial basis which will be helpful in managing
the needs of the customers who are needy (Kim & Min, 2015). Moreover, the rewards can be
kept into consideration which will be beneficial in improving the scenario.
B. Interrelationships
From the nine building blocks of the business canvas model, it can be identified that
proper relationship is essential which will be beneficial for the overall growth of the firm (França
et al., 2017). In case of the key partners, it can be analyzed that the food suppliers are the main
targets who are required to be managed which will be effective for the business operations.
Moreover, the key activities include serving the needs for the business through the proper
development of the websites and applications which will be beneficial for the overall growth of
the firm in charity related services (Foss & Saebi, 2017). The partner and customer relationship
are the major aspects which should be identified as it plays a major role.
Furthermore, the value proposition is inclusive of providing the individuals with healthy
and huge quantity of food that will be appropriate for meeting their hunger needs (Evans et al.,
2017). The relationships with the customers include the different kinds of trials and rewards for
the ones who will subscribe and provide the food to the ones who are needy.

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The key resources along with channels are inclusive of financing along with mobile
applications which can be helpful in managing the demands of the customers who are needy. The
cost structure of the company helps in analyzing the different needs for managing the services
such as the infrastructure of kitchen along with packaging aspects which are the variables.
Lastly, the revenue streams include the subscription as well as the company account as these are
the most appropriate aspects for gaining competitive advantage (Cortimiglia, Ghezzi & Frank,
2016).
C. Critical success factors
The major critical success factors of the company Yume Food are as follows:
 To provide the needy individuals with the surplus food which are good in quality as it
will be helpful in meeting the different demands and gain popularity in the market
(Clauss, 2017)
 Moreover, the company tries to reward the customers who are able to meet the criteria for
serving the needy people and gain more competitiveness (Christensen, Bartman & Van
Bever, 2016)
D. Downside risks
There are different kinds of risks included in the respective Yume Food business which is
inclusive of the presence of the other competitors in the market who are offering similar services.
Moreover, there can be scarcity of the resources that can affect the overall growth of the
company negatively (Bocken et al., 2016). However, the risks can be reduced with the changes
in the business model as it will be beneficial for the overall growth of the company.

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E. Business model changes
The company needs to mainly focus on the needs of the different individuals along with
providing heavy discounts on the food items which are being offered to the customers as it will
be beneficial for them to compete against the other competitors present in the market (Berends et
al., 2016).
In addition, there can be introduction of the different other buyers from the other supply
chain networks which will be beneficial for the growth and it will increase the profitability of the
organization (Antikainen & Valkokari, 2016).
III. Conclusion
Therefore, from the above it can be concluded that business canvas model is helpful in
analyzing the building blocks of the company that can be helpful in understanding the different
threats as well as the potentiality of the organization in handling the different kinds of aspects in
the business. Moreover, there are different risks which can affect the growth of the business,
however with the change in the business canvas model, it will be helpful in improving the
scenario and gain competitive advantage.
IV. Recommendations
From the above, it can be recommended that business canvas model of Yume Food needs
to be changed in an appropriate manner which will be beneficial for the overall growth of the
company along with improving the business operations successfully.

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 Firstly, Yume Food can increase the options and make the same flexible in nature as there
can be inclusion of the other people apart from the respective sales network which will be
helpful in improving the scenario
 There can be introduction of heavy discounts as well in the purchase of the different
products by the customers as they play a major role in gaining competitiveness in the
business

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References
Antikainen, M., & Valkokari, K. (2016). A framework for sustainable circular business model
innovation. Technology Innovation Management Review, 6(7).
Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016). Learning while (re) configuring:
Business model innovation processes in established firms. Strategic Organization, 14(3),
181-219.
Bocken, N. M., de Pauw, I., Bakker, C., & van der Grinten, B. (2016). Product design and
business model strategies for a circular economy. Journal of Industrial and Production
Engineering, 33(5), 308-320.
Christensen, C. M., Bartman, T., & Van Bever, D. (2016). The hard truth about business model
innovation. MIT Sloan Management Review, 58(1), 31.
Clauss, T. (2017). Measuring business model innovation: conceptualization, scale development,
and proof of performance. R&D Management, 47(3), 385-403.
Cortimiglia, M. N., Ghezzi, A., & Frank, A. G. (2016). Business model innovation and strategy
making nexus: evidence from a cross‐industry mixed‐methods study. R&D
Management, 46(3), 414-432.
Evans, S., Vladimirova, D., Holgado, M., Van Fossen, K., Yang, M., Silva, E. A., & Barlow, C.
Y. (2017). Business model innovation for sustainability: Towards a unified perspective
for creation of sustainable business models. Business Strategy and the
Environment, 26(5), 597-608.

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Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: how far
have we come, and where should we go?. Journal of Management, 43(1), 200-227.
França, C. L., Broman, G., Robèrt, K. H., Basile, G., & Trygg, L. (2017). An approach to
business model innovation and design for strategic sustainable development. Journal of
Cleaner Production, 140, 155-166.
Kim, S. K., & Min, S. (2015). Business model innovation performance: when does adding a new
business model benefit an incumbent?. Strategic Entrepreneurship Journal, 9(1), 34-57.
Linder, M., & Williander, M. (2017). Circular business model innovation: inherent
uncertainties. Business strategy and the environment, 26(2), 182-196.
Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the hidden value of
concepts: a cognitive approach to business model innovation. Strategic Entrepreneurship
Journal, 9(1), 99-117.
Planing, P. (2015). Business model innovation in a circular economy reasons for non-acceptance
of circular business models. Open journal of business model innovation, 1(11).
Rayna, T., & Striukova, L. (2016). From rapid prototyping to home fabrication: How 3D printing
is changing business model innovation. Technological Forecasting and Social
Change, 102, 214-224.
Saebi, T., & Foss, N. J. (2015). Business models for open innovation: Matching heterogeneous
open innovation strategies with business model dimensions. European Management
Journal, 33(3), 201-213.

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Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Taran, Y., Boer, H., & Lindgren, P. (2015). A business model innovation typology. Decision
Sciences, 46(2), 301-331.
Visnjic, I., Wiengarten, F., & Neely, A. (2016). Only the brave: Product innovation, service
business model innovation, and their impact on performance. Journal of Product
Innovation Management, 33(1), 36-52.
Yang, M., Evans, S., Vladimirova, D., & Rana, P. (2017). Value uncaptured perspective for
sustainable business model innovation. Journal of Cleaner Production, 140, 1794-1804.
Yume Food.com (2019) About Yume (online) Retrieved from https://yumefood.com.au/about
[Accessed on 6th April 2019]

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Appendix 1- Table 1- Business Canvas Model of Yume Food
Key Partner
Food suppliers
Rental for the
kitchen
Social Media
influencer
Key Activities
Application as
well as the
website of the
company
Fulfillment of
the different
orders of the
customers
Value
Proposition
People who
are hungry
and needy for
food
Reminder for
the push
notification
Customer
Relationships
Discounts
along with
trails provided
to customers
Rewards
system
Customer Segments
Needy individuals
in search of the food
Key
Resources
Financing
Kitchen
appliances
along with
inventory
Channels
Mobile
application
Official
website of the
company

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Cost Structure
 Kitchen related rental along with
packaging, marketing as well as
advertising
Revenue Streams
 Subscription of the different customers
 Account of the organization
(Source: Created by author)
Appendix 2- Table 2- Different Unique Aspects of Yume Food
(Source: YumeFoods.com, 2019)