Report: Business Canvas Model Analysis for the Handy Company

This report presents an analysis of the Business Canvas Model (BMC) for the Handy Company, a provider of cleaning services. The analysis covers the company's overview, including its services like home, office, and industrial cleaning, and its expansion across different regions. It explores the customer/market problem, highlighting the need for diversified services and a revised pricing strategy. The report delves into the relationship between the nine building blocks of the BMC, emphasizing customer preferences and revenue models. It identifies critical success factors such as increasing the customer base, diversifying services, and rewarding employees. The report also addresses risk factors and provides recommendations, including expanding services to new sectors like schools and colleges. The conclusion summarizes the key findings and emphasizes the importance of employee training and consumer focus for business growth. The report stresses the significance of collaboration and strategic decision-making for the company's long-term success.

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Abstract
The aim of this report is to analyse and understand the Business Canvas Model of the Handy
Company. In order to conduct the research, an in depth analysis is conducted regarding the
various management strategies and the connections for the proper understanding of the
relationship that exists between the nine various building blocks and ultimately reduce the
risks faced by the company.

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Contents
Introduction................................................................................................................................3
Company Overview...................................................................................................................3
Customer/Market Problem.........................................................................................................3
Products and Services offered....................................................................................................4
Relationship between nine building blocks................................................................................4
Identification of Critical Success factors...................................................................................5
Contributions to reduce the risk factors.....................................................................................6
Recommendations......................................................................................................................6
Conclusion..................................................................................................................................6
References..................................................................................................................................8
Appendix....................................................................................................................................9

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Introduction
The Handy Company is an American company which is involved in providing
services relating to the cleaning of homes and offices. This report aims to understand the
business canvas model of the handy company by putting emphasis on the various products
and services that are offered by the company. The understanding of these factors would be
helpful in significantly lowering the risks faced by the company and also allow a better
facilitation of sales and services.
Company Overview
The Handy Company started out as an online two way service provider, and quickly
spread its operations to UK, Canada as well as Australia. The company focuses on providing
housekeeping services involved in the cleaning of homes, offices as well as various forms of
carpets.
Oisin Hanrahan is currently the CEO of the Handy Company as well as its co-
founder. He is mostly responsible for the various activities that are conducted by the
company. The other important members of the company include Umang Dua (Co-founder
and COO), Ignacio Leonhardt (Co-founder) and Weina Scott (Co-founder). The company is
estimated to have around 160 employees working under it (Home Cleaning & Handyman
Services. 2018).
Customer/Market Problem
The Handy Company enjoys a good reputation due to the uniqueness of the products
and services provided by them. Their service leaves behind an impression in terms of the
good smell, freshness and ability to make old items feel new again. The company prioritizes
in providing a variety of cleaning services and is currently looking to expand its overall

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consumer base. The company aims to provide more diversity in its cleaning services,
particularly industrial services that involve the cleaning and maintaining of different floors
and also degreasing of different types of walls (Rese, Meier, Gesing & Boßlau, 2013). The
company is in need of rethinking its current pricing and forming a new pricing strategy that is
favourable and affordable to all sections of the crowd. Apart from this, the company also
needs to introduce new innovative products into the market to bring in more customers,
leading to an increase in sales.
Products and Services offered
The services that are provided by the company involve the cleaning of carpets,
offices, homes, industrial cleaning and carpet cleaning. In order to provide these services, the
employees are required to be properly trained, keeping in mind that all health and safety
protocols as well as regulations are followed (Reim, Parida & Örtqvist, 2015). The company
is required to solve the various issues that may arise and effectively solving them. This would
also allow more consumers to choose the Handy services over other service providers.
Relationship between nine building blocks
The nine building blocks of BMC require the presence of a proper connections among
each other since this would allow the Handy Company to conduct their business operations in
an effective manner (Wirtz, Pistoia, Ullrich & Göttel, 2016). Therefore the company should
also focus on bringing in targeting more potential consumers and ultimately gaining a
competitive edge in the market. The company also provides different services to different
consumers, that is it emphasizes on customer preferences and acts as one of the most
important elements of the BMC model of the company (Souto, 2015). It is vital for the
company therefore, to understand the needs of the consumers and provide services in
accordance to them (Schaltegger, Hansen & Lüdeke-Freund, 2016).

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In terms of revenue, the company needs to pay brokerage fees, and the operations
conducted by the company are cost and value driven in nature. Apart from this, the company
also offers special schemes and discount packages to its consumers.
Identification of Critical Success factors
Firstly, the company is in need of increasing its current number of consumers in order
to generate more profits as well as gain a competitive edge in the market. Secondly, the
company needs to bring more diversity in the services it provides so that it caters to the
preferences of all forms of consumers. Thirdly the company needs to understand and identify
the essential requirements and changes that need to be brought on in order to achieve more
uniqueness and diversity in its services. And lastly, the company may reward its employees
on the basis of a job well done or for excellent performance as this would help motivate the
employees in performing better work. Skilled and motivated employees would provide better
services and would lead to an increase in the levels of customer satisfaction. With an increase
in the number of satisfied and happy consumers, it would be possible to bring in more
potential consumers and this would ultimately lead to the increase in the goodwill of the
company as well as its profits. Maintaining a good company image and good reputation
regarding its services would help the company to survive longer in the current competitive
market and would go a long way in establishing a loyal consumer base (Bharadwaj, El Sawy,
Pavlou & Venkatraman, 2013). Apart from this it would also allow the company to provide
tough competition to its present rivals in the market and allow the Handy Company to expand
its area of business operations on to new markets which had been left untapped before. Thus
the consideration of these factors not only allow the Handy Company to experience an
increase in sales and consumers, but would also allow the company to grow into a more
complex business organization which operates at a greater cost and brings in more revenue
than the total amount that is generated at present (Baden-Fuller & Haefliger, 2013).

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Contributions to reduce the risk factors
The Handy Company faces a number of threats of different levels that need to be
identified and analyzed. Doing so, would help the company to overcome various problems
and unfavourable situations that it may face while conducting its operations or services. The
risks need to be managed effectively with the proper utilization of diversity management.
This would allow the company to bring about changes relating to various issues as well as
easily coping with the changing demands of the consumers as well as the market as a whole.
Time management is crucial as most of the company’s services are to be conducted and
concluded within a given time frame, and any risks that arise during this time frame need to
be dealt with swiftly and strategically.
Recommendations
As a service providing company, the Handy Company has a great opportunity to tap
into areas like providing cleaning services for hostels, schools, colleges, dorms and so on.
Adding these places to its list of providing cleaning services would not only help increase the
total number of consumers, but also gaining a favourable position in the market, ahead of its
competitors.
Feasibility of the Idea
The company is experienced and well established in the field of cleaning services.
The company already has gained some goodwill and there is reputation of the company
among the customers. The company has enough capital to increase the number of its
employee, and increasing the number of the employees would be productive as well because
then the company can venture into the field of cleaning services for hostels, schools, colleges,
dorms and so on. It is a very essential service needed for the hostels and dorms as the
students living in these places have little time for cleaning purpose after their educational
activities..

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Conclusion
Thus the conclusion can be drawn stating that the analysis of the BMC model reveals
the necessary changes that are required to be implemented by the Handy Company in order to
experience an increase in the consumer base as well as the sales figures. Different issues are
required to be dealt with carefully planned strategies and policies. Apart from the increase in
the number of consumers, the employees need to be retained as well and imparted proper
training in order to make them more effective in performing their task. Employee training is a
time consuming process and inability to retain employees would prove to be a loss of time,
money and resources for the company hindering its growth process. Hence proper emphasis
is to be given to both the employees as well as the consumers with a focus on providing
different forms of services according to the choice of the consumers. The proper
implementation and following of these strategies is crucial for the increase in consumers and
sales of the Handy Company.
Quality of Contribution and Collaboration
It is very important for the management to brainstorm before finalising any decisions
that may have permanent effect on the business. The innovations suggested above are
permanent and they will have implications over the business activity. The efforts given by
each team member constituted important part of the development of the business idea. There
was brainstorming among the team members and each had given unique and effective ideas
which were listed. Then the more feasible business ideas were used after group discussion.

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References
Baden-Fuller, C., & Haefliger, S. (2013). Business models and technological
innovation. Long range planning, 46(6), 419-426.
Bharadwaj, A., El Sawy, O., Pavlou, P., & Venkatraman, N. (2013). Digital business
strategy: toward a next generation of insights.
Home Cleaning & Handyman Services | Handy. (2018). Handy.com. Retrieved 27 March
2018, from https://www.handy.com/
Reim, W., Parida, V., & Örtqvist, D. (2015). Product–Service Systems (PSS) business
models and tactics–a systematic literature review. Journal of Cleaner Production, 97, 61-
75.
Rese, M., Meier, H., Gesing, J., & Boßlau, M. (2013). An ontology of business models for
industrial product-service systems. In The Philosopher's Stone for Sustainability (pp. 191-
196). Springer, Berlin, Heidelberg.
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.
Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin,
development and future research perspectives. Long Range Planning, 49(1), 36-54.

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Appendix
Key Partner
It includes various
producers who
supply different
materials for
cleaning different
carpets and
industrial cleaning
in different offices
as well
Partners for
providing the
different kind of
information
technology
Key Activities
Providing the
different
customers
different kind
of services of
cleaning
Facilities of
different
human
resource
management
Providing the
different
services to
the customers
with the
implementati
on of digital
media
Value
Proposition
The pricing
that will be
competitive
in nature
Delivering of
the different
kind of
services that
is safe and is
free from any
kind of risks
Proper
quality
checks and
provide the
different
customers
with trained
employees
who can
provide
different
services that
will be done
perfect
Customer
Relationships
With the help
of different
websites
Social
networks
Providing
initial
awareness to
the different
customers for
the cleaning
services
Customer
Segments
Service sectors
(independent
companies)
Household and
industrial cleaning
Retail cleaning
Key
Resources
Cleaning
products
along with
office
premises and
carpet
Funding for
the
application
for marketing
Channels
Social
networks
Information
Technology
organizations
Flyers

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Cost Structure
 Cleaning up to 25%
 Cost of marketing up to 11%
 Costs of Information technology – 15%
 Wages and salaries as per the
capabilities of employees
 Website development
 Service payments to providers
Revenue Streams
 Cleaning kind of services wherein
transaction is 75%
 Prepaid cards
 Company fee is dependent on kind of
job along with their frequency
Figure 1: The Handy Company Business Model