Analysis of Cleancrop Company's Business Model Canvas Report

This report offers a detailed analysis of Cleancrop Company's business model canvas (BMC), a Sydney-based cleaning service provider. It begins with an overview of the company, including its management team, products, and services, and then delves into the BMC's nine building blocks. The report explores the key relationships between these blocks, identifying critical success factors essential for sustainable success. It then examines Cleancrop's contribution to downside risk and suggests necessary changes to the business model. The analysis covers customer segments, value propositions, channels, customer relationships, revenue streams, key resources, cost structures, and key partners. The report concludes with a summary of findings, highlighting the importance of the BMC in navigating the competitive market and managing potential risks, offering valuable insights for business development and strategic planning.

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

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Executive Summary
The report has helped in analysing the business canvas model of Cleancrop Company that is
based in Sydney, Australia. The different connections between the nine building blocks of the
BMC has been analysed and identified in an effective manner.
The main aim and purpose of the report is to understand the different issues that are faced by
the company in downside risk. The different strategies have been analysed that can be
adopted by company to solve such issues effectively.

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Table of Contents
Introduction................................................................................................................................3
Overview of Cleancrop Company..............................................................................................3
Management team of Cleancrop Company................................................................................3
Products and services offered by Cleancrop Company..............................................................4
Business Model Canvas of Cleancrop Company.......................................................................5
Key Relationships across nine building blocks..........................................................................6
Identification of critical success factors to achieve sustainable success....................................7
Contribution to downside risk....................................................................................................8
Changes required to be done......................................................................................................9
Conclusion..................................................................................................................................9
References................................................................................................................................10

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Introduction
The report helps in analysis of the business model canvas of an organization named
Cleancrop that is based in Sydney. The different kind of key relationships between the nine
existing blocks has to be analysed in an effective manner as this will help in analysing the
different kind of critical success factors. The different kind of critical success factors has to
be analysed in such a manner that will help the business in achieving sustainable success.
The main aim and purpose of the report is to understand and analyse the different kind
of contribution to the downside risk wherein this will help in analysing the changes that will
help in understanding the requirements. The changes have to be discussed that would have
been done to the business model if it was my business.
The structure of the report will include description of the business along with analysis
of the key relationships in the nine building blocks. The contribution to downside risk has to
be analysed in an effective manner as well.
Overview of Cleancrop Company
Cleancrop Company is the reliable, refreshing and responsive service provider
company that is based in Sydney, Australia. The respective company specialises in different
kind of cleaning projects that includes office cleaning, national cleaning, carpet cleaning and
strata cleaning ("Commercial Cleaning Australia | Free Quotes | Cleancorp", 2018).
Management team of Cleancrop Company
The entire company comprises of different individuals who are helpful in taking the
entire business ahead. Hamish Macqueen is the managing director of the company wherein
there are more other members in the team that includes finance, sales and marketing,
operations along with the service supervisor (Bocken et al., 2014).

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Cleancrop Company is one such companies based in Sydney that provides their
clients the best services by cleaning that guarantees the stock will be looking, feeling and
smelling brand new in nature. Cleancrop Company helps in analysing that the cleanliness
plays an essential role wherein the consumers shopped (Metallo et al., 2018).
Cleancrop Company is operating in the service sector wherein it provides different
kind of cleaning services to different offices, carpet and industrial and national cleaning as
well. The entire Cleancrop company is specializing in different kind of industrial cleaning
services that include maintenance of the floors, degreasing along with cleaning the internal
roofs as well (Güemes-Castorena & Toro, 2015).
Products and services offered by Cleancrop Company
There are different kind of services offered by Cleancrop Company wherein it focuses
on providing different kind of cleaning services to different kind of office, carpet and other
industrial cleaning. The main aim of Cleancrop Company is to offer different kind of
cleaning services to manage the industrial site and it helps in increasing the efficiency of the
company. Cleancrop Company implement different kind of techniques that include training
their staffs, implementation of health and safety policies in their schemes that are being
offered to the customers (Souto, 2015).
Business Model Canvas of Cleancrop Company
Key Partner
Different kind of
producers who sell
cleaning products
Information
Technology
Key Activities
Providing
cleaning
services to
different kind
of industrial
Value
Proposition
Competitive
kind of
pricing
Delivering
Customer
Relationship
s
Through
different
websites
Customer
Segments
Different service
sectors (local,
independent
companies)

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Partner
Other material
suppliers
and office
cleaning
Human
Resource
Management
Customer
Support-
through
different
social
networks
different kind
of services
that will be
safe in nature
Responsible
kind of
employees by
providing
them proper
training
Proper
quality
checks
Social
networks
Calling on
different
service
providers to
receive a
brief idea or
initial
awareness
Frequent kind
of real estate
brokerage
firms or
office
Household and
carpet cleaning
Retail cleaning
Strata cleaning
Key
Resources
Cleaning
different kind
of products
along with
office
Funding
properly for
the
Channels
Social
networks
Different
kind of IT
companies
Flyers

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application
for marketing
and
development
Cost Structure
 Cleaning along with additional kind of
products up to 25%
 Marketing costs up to 10%
 IT costs – 16%
 Wages and salaries as per the interviews
 Development of the website
 Service payments to different providers
Revenue Streams
 Cleaning kind of services wherein
transaction is up to 75%
 Different kind of prepaid cards
 Company fee is dependent on the type
and kind of job along with frequency
Key Relationships across nine building blocks
There are key relationships between the nine building blocks of the company named
Cleancrop Company. The key relationships have been described as follows:
Customer segments are the heart of the business model of Cleancrop as the company
cannot survive for long without the help of the profitable customers. The respective company
focuses more on the mass market wherein it helps in providing services of cleaning to the
different industrial, office and national cleaning (Toro-Jarrín, Ponce-Jaramillo & Güemes-
Castorena, 2016).
Secondly, the value proposition is one such reasons wherein the company gains
competitive advantage by providing specialised services to them. Cleancrop Company
focuses on providing the different services that will helping them in solving customers
problems in an effectual manner (Schaltegger, Hansen & Lüdeke-Freund, 2016).

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Thirdly, the channels of the company are essential in nature wherein the Cleancrop
chooses to communicate and reach the different customers to deliver the value proposition in
an effective manner. The main channels of Cleancrop are social networks as this helps them
in gaining competitive advantage (Klang, Wallnöfer & Hacklin, 2014).
The relationship with the customers has been maintained in an efficient manner by
Cleancrop Company wherein the company will be delivering different kind of services such
as providing them with different cleaning services at a discount and a proper service is
provided in comparison to the other companies in the market (Joyce & Paquin, 2016). The
automated services are provided by the company to the customers wherein it helped the
company in creating and offering information that will be helpful in understanding their
purchase orders.
The revenue streams of the company include the different brokerage fees from the
different dealers and provide services to the customers in an effective manner. The different
key resources include the cleaning different kind of carpets, office and household cleaning
that provides the company in analysing the necessities and increase their brand name in the
market. The company helps in solving the different issues by helping them in providing
solutions and provide supervision of services (Carayannis, Sindakis & Walter, 2015).
The cost structure of Cleancrop is cost and value driven in nature as this helps in
providing different kind of costs in the services provided by them. Furthermore, it has been
seen that the company includes and implements different kind of services that will help them
in fulfilling the expectations of the customers.
Identification of critical success factors to achieve sustainable success
There are different kind of critical success factors that are required to achieve
sustainable success are as follows:

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Cleancrop needs to increase their market share with the help of the current customers
as this will help them in providing more options to the customers and gain
competitive advantage (Carayannis, Sindakis & Walter, 2015)
Cleancrop Company needs to analyse the different other requirements and other extra
essentials that can be provided by them to the customers as this will help them in
becoming more service oriented in nature in the competitive market
Cleancrop needs to achieve the excellence through and with the help of process
improvement as this will help in understanding the requirements of the customers in
an efficient manner
Aligning the different kind of incentives as this will help the company in rewarding
the employees whose performance has been successful and worthy in nature for
increased satisfaction among the employees
Contribution to downside risk
Downside risk is defined as the estimation of potential of the security as to suffer the
decline in the value when the condition in the market will change. Cleancrop Company as a
whole need to analyse the conditions of the market and perform their activities effectively as
to implement different kind of strategies as this will help them in overcoming the issues
effectually.
Cleancrop Company needs to manage the downside risk in an effective manner by
usage of active and diversification management. Proper diversification can help the company
Cleancrop in changing their business conditions as per the requirement of the market. The
company needs to plan the time horizon in an appropriate manner as this will help and
provide the company different kind of services that will help them in managing the downside
risk.

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Changes required to be done
If the business was mine, there can be different minor changes that could have been
implemented by me wherein the key channels could have been increased as this would have
provided the business much more realistic goals that can be achieved by the company. The
key resources would have been increased to a large extent wherein I would have implemented
different more products that could have helped the company in succeeding in the entire
market in an effectual manner.
Furthermore, the segment of the customers could have been changed wherein it could
have included the different hostels and other canteens as this would have provided me the
advantage in the schools and colleges in an effective manner as well. The revenue streams
would have been increased as well while changing the different key resources and products
along with implementing more customers in the business canvas model.
Conclusion
Therefore, it can be concluded that business canvas model is required and it helped
the Cleancrop business to succeed in the competitive market. The different techniques have
been applied by the company in solving the different issues and downside risk management.
However, it was seen that there were few changes that could have been implemented in an
effective manner.

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References
Bocken, N. M., Short, S. W., Rana, P., & Evans, S. (2014). A literature and practice review to
develop sustainable business model archetypes. Journal of cleaner production, 65,
42-56.
Carayannis, E. G., Sindakis, S., & Walter, C. (2015). Business model innovation as lever of
organizational sustainability. The Journal of Technology Transfer, 40(1), 85-104.
Commercial Cleaning Australia | Free Quotes | Cleancorp. (2018). Cleancorp. Retrieved 20
March 2018, from https://cleancorp.com/
DaSilva, C. M., & Trkman, P. (2014). Business model: What it is and what it is not. Long
range planning, 47(6), 379-389. (DaSilva & Trkman, 2014)
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.
(Foss & Saebi, 2017)
Güemes-Castorena, D., & Toro, M. A. (2015, August). Methodology for the integration of
Business Model Canvas and technological road map. In Management of Engineering
and Technology (PICMET), 2015 Portland International Conference on (pp. 41-52).
IEEE.
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.
Klang, D., Wallnöfer, M., & Hacklin, F. (2014). The business model paradox: A systematic
review and exploration of antecedents. International Journal of Management
Reviews, 16(4), 454-478.

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Metallo, C., Agrifoglio, R., Schiavone, F., & Mueller, J. (2018). Understanding business
model in the Internet of Things industry. Technological Forecasting and Social
Change.
Schaltegger, S., Hansen, E. G., & Lüdeke-Freund, F. (2016). Business models for
sustainability: Origins, present research, and future avenues.
Souto, J. E. (2015). Business model innovation and business concept innovation as the
context of incremental innovation and radical innovation. Tourism Management, 51,
142-155.
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.