BUS7030MKT: Afterpay Business Model Canvas Analysis Report

This report provides a detailed analysis of Afterpay's business model canvas, examining its nine key building blocks: key partners, key activities, key resources, value propositions, customer relationships, customer segments, channels, cost structure, and revenue streams. The analysis focuses on Afterpay, a digital payment service provider, and proposes the integration of Big Data Analytics to enhance its value proposition by improving credit assessment and payment processes. The report explores Afterpay's market segments, channels, and customer relationships, highlighting how data analysis can strengthen these areas. Key activities, such as team development and data analysis, are discussed, along with Afterpay's resources and partners. The report also outlines revenue streams, costs associated with implementing Big Data Analytics, and references supporting the analysis. The analysis highlights how Afterpay utilizes these elements to offer a 'buy now, pay later' service, aiming for financial innovation through data-driven insights to improve customer service and financial credibility.

Running head: BUSINESS MODEL CANVAS ANALYSIS
BUSINESS MODEL CANVAS ANALYSIS
Name of the Student
Name of the University
Author Note

1BUSINESS MODEL CANVAS ANALYSIS
Executive Summary
The report is based on the analysis of an organization based on the business model canvas
that is developed with the support of the nine building blocks. The building blocks that are a
part of the canvas include, key partners, key activities, key resources, value propositions,
customer relationships, customer segments, channels, cost structure, revenue streams. The
use of nine building blocks in the development of the business organization has been
analysed in the report in detail. The organization that has been selected for analysis is
Afterpay. The innovative service that has been suggested in the report is the usage of Big
Data Analytics in order to understand the credibility of the consumers. The levels of credit
that can be provided to customers will also be decided based on the financial history of the
organization that has been developed with the help of transactions which were made
previously.

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Table of Contents
Value proposition...........................................................................................................3
Market segments............................................................................................................3
Channels.........................................................................................................................4
Customer relationships...................................................................................................4
Key activities..................................................................................................................5
Key Resources................................................................................................................5
Key partners...................................................................................................................6
Revenues........................................................................................................................6
Costs...............................................................................................................................6
References......................................................................................................................8

3BUSINESS MODEL CANVAS ANALYSIS
Value proposition
Afterpay a digital payment service provider organization that has its base in Australia
and offers the customers with products for which they can pay after some time of the actual
purchase. The customers can pay for the products within fourteen days of buying. The
innovation that can be applied by the organization in order to improve the value proposition
is the use of Big Data Analytics. The use of this technology will be able to improve the ways
by which credit is provided by the company to the consumers (Afterpay.com 2019). The
payment process of Afterpay will also be improved with the help of this technique. The
organization will also be able to increase the number of products that are offered to the
customers. Afterpay will make the tie-ups with different retail organizations so that the
product variety can be increased (Andreassen et al. 2018).
Market segments
The major consumer segments of Afterpay include the clients who are the partners of
the organization and offer their products with the help of the website. The customers who
purchase the products from Afterpay are considered to be another major target segment of the
company. The payment services are offered by Afterpay to the customers based on the types
of products that they wish to purchase (Bekhradi, Yannou and Cluzel 2016). The use of Big
Data Analytics is considered to be helpful for the organization to maintain the customer base
related to their financial background. The financial transaction history of different customer
segments will be analysed in a detailed manner with the support that is provided by the use of
proper analysis of huge amounts of data. The customer segments are decided by the
organization with the help of data that is available based on their transactions and financial
background as well (Aziz and El Ebrashi 2016).

4BUSINESS MODEL CANVAS ANALYSIS
Channels
The channels which are used by Afterpay in order to reach the consumers include
website that has been developed in order to interact with them. The online or digital purchase
process is related to the ways by which Afterpay communicate with the customers. Social
media platforms are used by Afterpay in order to communicate with the customers and
providing them with information based on the products and services that are offered to them
(Bocken, Boons and Baldassarre 2019). The programs and advertisements that are arranged
by Afterpay have been able to offer effective growth based channels to the organization. The
use of data of the customers is considered to be a significant aspect that has an influence on
the methods by which Afterpay is able to maintain the levels of profitability. The profitability
and revenues of the organization will be influenced by the payment process of the consumers.
The financial background of customers is able to influence the payment frequency and
credibility as well (Bocken, Rana and Short 2015).
Customer relationships
Afterpay also aims to strengthen the relationships with the customers with the support
that is offered by the analysis of data related to them. Big data analytics process will be
related to the levels of trust that are gained by Afterpay from the customers. The payments
options and amount of time that will be provided to the customers will be based on the data
related to the financial transactions that have been made by them (Frishammar and Parida
2019). The development of proper relationships will be possible with the support that is
offered by their data and the trust that is developed based on their payment process. Customer
relationships will be able to play a key part in the methods by which the firm can maintain the
consumer base and provide them with the best levels of services as well (Heikkilä et al.
2016).

5BUSINESS MODEL CANVAS ANALYSIS
Key activities
The major activities that can be accomplished by the company in order to implement
big data analytics in Afterpay are related to the development of teams. The teams will be
provided with training related to the proper usage of big data analytics based software. The
software will be used in order to analyse the information related to the financial transactions
that have been made by them previously. The transaction history will be analysed in order to
understand the levels of credibility of the consumers (Joyce and Paquin 2016). The credit
scores of the customers based on previous transactions will be helpful to guide the
organization in order to select the customers who will be provided credit. The dedicated team
will be able to analyse the data in order to decide whether they will be provided with credit
related to different products that are offered by the retailers. The organization also provides
24/7 support to the consumers in order to understand their needs and offering them best
products as well (Remane et al. 2017).
Key Resources
The resources of Afterpay are helpful for the organization in order to influence the
consumers and to provide them with the best levels of services as well. The partnerships
which are developed by the company are also able to play a major role in the ways by which
Afterpay is able to maintain the customer base (Sund et al. 2016). The position which has
been gained by Afterpay in the industry is considered to be an important factor that is
affected by the resources of the organization. Profitability that is gained by Afterpay is
related to the proper usage of key resources in order to provide its services to the consumers.
The management team of Afterpay and the research and development process of the
organization has been considered as the most significant resources of the organization
(Urbinati, Chiaroni and Chiesa 2017).

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Key partners
The partners of Afterpay are the retailers who offer their products and services to the
customers through the website of the organization. The research and development based
teams of the company and the suppliers are considered to be other major resources of the
company as well. The relationships developed by the organization with the customers have
also led to the formation of major partners of Afterpay as well (Sund et al. 2016). Afterpay
aims at using the customers in an effective way in order to maintain the revenue levels. The
retail organizations that are major partners of Afterpay include, Gymshark, Forever New,
General Pants Co., Princess Polly, Adorebeauty, Hype. Revolve, Auguste.
Revenues
The data analytics process will be implemented Afterpay with the help of financial
investments that are made by the organization itself. The levels of profitability of the
organization have been used in order to fund the implementation of Big Data Analytics
software. The development of a team is considered to be an important factor that has been
considered in order to maintain the revenue levels of the organization (Bocken, Boons and
Baldassarre 2019). The revenues are mainly gained by the organization with the help of
charges that are offered by the retail partners. Afterpay also gains the revenues from
customers who aim at purchasing the products from the website of the organization. The
revenues are expected to grow as the organization will be able to provide credits to the
customers based on the data that is available related to their financial transactions
(Andreassen et al. 2018).
Costs
The costs related to the implementation of Big Data Analytics software are quite low
for the organization. However, the development of a dedicated team is important in order to

7BUSINESS MODEL CANVAS ANALYSIS
ensure that the software is used in an effective way in order to analyse the data of the
customers. The different types of software that can be used for examining the data include,
Amazon Web Service, Arcadia Data, Google BigQuerry, Microsft Azure, GoodData, Actian
Analytics Platform, Wavefront, IBM Big Data, Datameer, Opera Solutions Signal Hubs,
Oracle Bigdata Analytics and many more (Bekhradi, Yannou and Cluzel 2016). The company
will implement one of the software based on the requirements and the levels of complexity of
data that they wish to analyse as well. The remuneration that is to be provided to the
dedicated team which will operate in order to analyse the data in a detailed manner is
considered to be a major cost related to the use of Big Data Analytics software. The costs will
be mainly based on the levels of complexity of the process and amounts of data that is to be
analysed by Afterpay in order to decide their credit scores and the levels of credibility of
customers as well (Frishammar and Parida 2019).

8BUSINESS MODEL CANVAS ANALYSIS
References
Afterpay.com 2019. Afterpay it! - Afterpay - Shop Now. Enjoy Now. Pay Later.. [online]
Afterpay.com. Available at: https://www.afterpay.com/en-AU/index?soft_redirect=true
[Accessed 30 Jul. 2019].
Andreassen, T.W., Lervik-Olsen, L., Snyder, H., Van Riel, A.C., Sweeney, J.C. and Van
Vaerenbergh, Y., 2018. Business model innovation and value-creation: the triadic
way. Journal of Service Management, 29(5), pp.883-906.
Aziz, H.A. and El Ebrashi, R., 2016. A business model design process for social enterprises:
the critical role of the environment. International Journal of Industrial and Systems
Engineering, 10(5), pp.1536-1542.
Bekhradi, A., Yannou, B. and Cluzel, F., 2016. Importance of problem setting before
developing a business model canvas. In DS 84: Proceedings of the DESIGN 2016 14th
International Design Conference (pp. 907-916).
Bocken, N., Boons, F. and Baldassarre, B., 2019. Sustainable business model
experimentation by understanding ecologies of business models. Journal of cleaner
production, 208, pp.1498-1512.
Bocken, N.M.P., Rana, P. and Short, S.W., 2015. Value mapping for sustainable business
thinking. Journal of Industrial and Production Engineering, 32(1), pp.67-81.
Frishammar, J. and Parida, V., 2019. Circular business model transformation: A roadmap for
incumbent firms. California Management Review, 61(2), pp.5-29.

9BUSINESS MODEL CANVAS ANALYSIS
Heikkilä, M., Bouwman, H., Heikkilä, J., Solaimani, S. and Janssen, W., 2016. Business
model metrics: an open repository. Information Systems and e-Business Management, 14(2),
pp.337-366.
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.
Remane, G., Hanelt, A., Tesch, J.F. and Kolbe, L.M., 2017. The business model pattern
database—a tool for systematic business model innovation. International Journal of
Innovation Management, 21(01), p.1750004.
Sund, K.J., Bogers, M., Villarroel, J.A. and Foss, N., 2016. Managing tensions between new
and existing business models. MIT Sloan Management Review, 57(4), p.8.
Urbinati, A., Chiaroni, D. and Chiesa, V., 2017. Towards a new taxonomy of circular
economy business models. Journal of Cleaner Production, 168, pp.487-498.

10BUSINESS MODEL CANVAS ANALYSIS
Appendix 1 – Business model canvas of Afterpay
Key Partners
 Retailers
 Suppliers
Key Activities
 Development
of dedicated
teams.
 24/7 support
provided to
customers.
Value Proposition

Implementati
on of Big
Data
Analytics to
analyze
customer
data.
 Understandin
g payment
process of
customers.
Customer
Relationships
 Loyalty
levels.
 Interactive
website.
Customer
Segments
 The
customers
who
purchase
retail
products.
 The
retailers.
Key Resources
 The team of
employees.
 Partnerships
formed by
Afterpay.
Channels
 Website of
Afterpay.
Cost Structure
 Costs of implementation of the software.
 Costs based on development of teams.
Revenue Streams
 Profits gained from the sales of
products.
 Partnership based fees gained by
Afterpay.
Source – Created by Author