MGMT20143 - S2 Resources: Business Model Canvas Analysis Report
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This report provides an analysis of S2 Resources' business model using the Business Model Canvas framework. It identifies key aspects such as customer segments, value propositions, key partners, activities, resources, cost structure, revenue streams, customer relationships, and channels. The analysis highlights S2 Resources' focus on delivering investment returns through mineral resource development, emphasizing their strategic portfolio and strong team. The report also discusses interrelationships between different components of the business model, critical success factors, and potential downside risks. Recommendations are made to improve business growth in low-productivity areas and to engage with smaller suppliers. The report concludes with suggestions for halting business expansion in areas with low growth potential, ensuring future profitability and development for S2 Resources.
MGMT20143 BUSINESS CANVAS MODEL
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Executive Summary
This report is being presented to explore the S2 resources’ business model by making use of
Business Model Canvas nine components approach to make identification of the features
which will be having on the material industry of Australia. The analysis which is done is
dependent on the information which is available publically.
S2 resources make provision of the superior return on investment through development and
discovery of high-value resources of mineral. With the continuous growth of the company,
they are able to make their position on the Australian Stock Exchange.
Reshaping of the business model can be done by S2 resources so as avoid getting disturbed
by the new competitors. This report will make explanation in regards with all such concepts
that are in relation with the overall model of the business and the report will also make
provision of the clear understanding of the different facts and issues related with S2
resources.
2
This report is being presented to explore the S2 resources’ business model by making use of
Business Model Canvas nine components approach to make identification of the features
which will be having on the material industry of Australia. The analysis which is done is
dependent on the information which is available publically.
S2 resources make provision of the superior return on investment through development and
discovery of high-value resources of mineral. With the continuous growth of the company,
they are able to make their position on the Australian Stock Exchange.
Reshaping of the business model can be done by S2 resources so as avoid getting disturbed
by the new competitors. This report will make explanation in regards with all such concepts
that are in relation with the overall model of the business and the report will also make
provision of the clear understanding of the different facts and issues related with S2
resources.
2
Table of Contents
Executive Summary...................................................................................................................2
Introduction................................................................................................................................ 4
Business Model Canvas............................................................................................................. 4
Interrelationships........................................................................................................................6
Critical Success factors..............................................................................................................6
Downside risks........................................................................................................................... 7
Business model changes.............................................................................................................7
Conclusion..................................................................................................................................7
Recommendations...................................................................................................................... 7
Appendix.................................................................................................................................... 9
References................................................................................................................................ 10
3
Executive Summary...................................................................................................................2
Introduction................................................................................................................................ 4
Business Model Canvas............................................................................................................. 4
Interrelationships........................................................................................................................6
Critical Success factors..............................................................................................................6
Downside risks........................................................................................................................... 7
Business model changes.............................................................................................................7
Conclusion..................................................................................................................................7
Recommendations...................................................................................................................... 7
Appendix.................................................................................................................................... 9
References................................................................................................................................ 10
3
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Introduction
In the year 2015, S2 resources get established in Australia to give investment returns with the
support of high mineral resources as a result of identification and exploration of an early-
stage asset with the potential for high growth. The focus of S2 is on mainstream commodities
like base metal and gold in politically stable jurisdictions like Europe, North America, and
Australia. The company is having a good position so as to make the achievement of
objectives, a ground to explore portfolio which is considered as highly prospective by the S2
board, strong balance sheet, breadth of corporate experience, a good team of explorers and
strong balance sheet. The company is listed on Australian Stock Exchange with its
headquarters in Australia. The parent organization of the company is Sirius Resources NL
that is also in the business of making the supply of materials.
Business Model Canvas
The main strategy of the S2 resources is to make provision of the good investment returns
with the supply of the mineral resources by properly identifying early stage asset with the
potentials of high growth. The main focus of the organization is on the mainstream
commodities (Osterwalder and Pigneur, 2010). The company is having a strategic and
prospective portfolio. S2 resources make the development of a business model canvas in
order to define different blocks of the model.
Building Blocks
The business canvas model of Osterwalder & Pigneur (2010) makes the description of the
nine building blocks in regards to the business model of the S2 resources.
1. Customer Segments
It is very necessary for the company to make segmentation of customers in a way that it
will support in business growth. The S2 resources make the supply of the resources and
materials to the other companies in the similar industry. Their aim is to get engaged with
the communities to make sure compatibility of the activities with the requirements and
expectations of communities.
2. Key partners
4
In the year 2015, S2 resources get established in Australia to give investment returns with the
support of high mineral resources as a result of identification and exploration of an early-
stage asset with the potential for high growth. The focus of S2 is on mainstream commodities
like base metal and gold in politically stable jurisdictions like Europe, North America, and
Australia. The company is having a good position so as to make the achievement of
objectives, a ground to explore portfolio which is considered as highly prospective by the S2
board, strong balance sheet, breadth of corporate experience, a good team of explorers and
strong balance sheet. The company is listed on Australian Stock Exchange with its
headquarters in Australia. The parent organization of the company is Sirius Resources NL
that is also in the business of making the supply of materials.
Business Model Canvas
The main strategy of the S2 resources is to make provision of the good investment returns
with the supply of the mineral resources by properly identifying early stage asset with the
potentials of high growth. The main focus of the organization is on the mainstream
commodities (Osterwalder and Pigneur, 2010). The company is having a strategic and
prospective portfolio. S2 resources make the development of a business model canvas in
order to define different blocks of the model.
Building Blocks
The business canvas model of Osterwalder & Pigneur (2010) makes the description of the
nine building blocks in regards to the business model of the S2 resources.
1. Customer Segments
It is very necessary for the company to make segmentation of customers in a way that it
will support in business growth. The S2 resources make the supply of the resources and
materials to the other companies in the similar industry. Their aim is to get engaged with
the communities to make sure compatibility of the activities with the requirements and
expectations of communities.
2. Key partners
4
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In order to operate a business in an effective and suitable manner, various key partners are
there that support in making development and profit. Key partners of S2 resources are
basically Government and mineral owners, investors, mining service companies, and
distribution network.
3. Value Proposition
The company is having effective and diversified business portfolio and is the high growth
company as it supports community and environment.
4. Key activities
The major activities of the business are the extraction of resources, mines, development,
agricultural materials, and supply of minerals. With the supply of the minerals, they are
making good growth in the market.
5. Channels
In order to make provision of the services, there is the need of channel partners so as to
make effective development and growth. The channels are distributors, material suppliers.
6. Revenue Streams
The revenue is being generated by selling resources, minerals, energy, products, refined
and natural gas products (Sangham, 2015).
7. Cost structure
Extraction cost, cost of raw material, refining and transport, manufacturing cost, royalties,
and taxes.
8. Key resources
Mineral platforms, oil platforms, infrastructure and technology, employees
9. Customer relationship
Long term relationship is there with customers, automation and patent attached
relationship that is supporting company to make more and more profit in the market full
of competition (Grilla et. al., 2016).
5
there that support in making development and profit. Key partners of S2 resources are
basically Government and mineral owners, investors, mining service companies, and
distribution network.
3. Value Proposition
The company is having effective and diversified business portfolio and is the high growth
company as it supports community and environment.
4. Key activities
The major activities of the business are the extraction of resources, mines, development,
agricultural materials, and supply of minerals. With the supply of the minerals, they are
making good growth in the market.
5. Channels
In order to make provision of the services, there is the need of channel partners so as to
make effective development and growth. The channels are distributors, material suppliers.
6. Revenue Streams
The revenue is being generated by selling resources, minerals, energy, products, refined
and natural gas products (Sangham, 2015).
7. Cost structure
Extraction cost, cost of raw material, refining and transport, manufacturing cost, royalties,
and taxes.
8. Key resources
Mineral platforms, oil platforms, infrastructure and technology, employees
9. Customer relationship
Long term relationship is there with customers, automation and patent attached
relationship that is supporting company to make more and more profit in the market full
of competition (Grilla et. al., 2016).
5
Interrelationships
S2 resources do different mining and resource activities and operations that support in
attracting various suppliers, distributors, and community who are attached to this industry. It
also supports to make the generation of profit. The link between the communities, customer
segment, key partners and potential buyers is foundational.
The value proposition of the S2 resources supports in generating a link with the customers for
the cost advantage of the direct channel like a distributor and the strategy of revenue for
selling high-quality minerals to the offshore suppliers with revenue and cost through margins
of profit (Zaryanov, 2015).
Warehouse of S2 resources is well versed with the technological outfits and make sure that
needs and demand of the customers are met by making provision of the sufficient resources
and products so as to avoid any kind of missed opportunities of revenue because of running
out of stock. The storage house supports in holding necessary stock and links with the
demand of customers and gives the opportunity of revenue.
Linking of revenue and cost is the inventory management and a tactic of pricing which makes
sure that extraction of the mining resources does not become dead. Key partners of the
company are also supporting well in the development of revenue and cost (Nęcki, 2013).
Critical Success Factors
The process which is being carried out by the S2 resources is fundamental by having the link
with the characteristics of customers which makes the description of the propensity to buy
through distributors with the presentation of the offer and the purchase outcome's
composition. Feedback from the customers supports to make changes in the activities of
business and also refine future insights.
Continuous improvement in the procedure and the capital investment application allows S2
resources to make improvement in the fulfilment speed of need with few errors and at low
cost. Use of technology in the system of extraction supports in much effective procedure and
also makes increment in the productivity (Geissdoerfer et. al., 2018).
Distributor and government of Australia also play a main role in the success and development
of the business and help the company to get listed in the stock exchange market of Australia.
6
S2 resources do different mining and resource activities and operations that support in
attracting various suppliers, distributors, and community who are attached to this industry. It
also supports to make the generation of profit. The link between the communities, customer
segment, key partners and potential buyers is foundational.
The value proposition of the S2 resources supports in generating a link with the customers for
the cost advantage of the direct channel like a distributor and the strategy of revenue for
selling high-quality minerals to the offshore suppliers with revenue and cost through margins
of profit (Zaryanov, 2015).
Warehouse of S2 resources is well versed with the technological outfits and make sure that
needs and demand of the customers are met by making provision of the sufficient resources
and products so as to avoid any kind of missed opportunities of revenue because of running
out of stock. The storage house supports in holding necessary stock and links with the
demand of customers and gives the opportunity of revenue.
Linking of revenue and cost is the inventory management and a tactic of pricing which makes
sure that extraction of the mining resources does not become dead. Key partners of the
company are also supporting well in the development of revenue and cost (Nęcki, 2013).
Critical Success Factors
The process which is being carried out by the S2 resources is fundamental by having the link
with the characteristics of customers which makes the description of the propensity to buy
through distributors with the presentation of the offer and the purchase outcome's
composition. Feedback from the customers supports to make changes in the activities of
business and also refine future insights.
Continuous improvement in the procedure and the capital investment application allows S2
resources to make improvement in the fulfilment speed of need with few errors and at low
cost. Use of technology in the system of extraction supports in much effective procedure and
also makes increment in the productivity (Geissdoerfer et. al., 2018).
Distributor and government of Australia also play a main role in the success and development
of the business and help the company to get listed in the stock exchange market of Australia.
6
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Downside risks
In the last five year, owners of the business have distributed and withdrew a large amount
from the capital which is invested and the profit which will make a negative impact on the
investment and growth (Sellin, 2015).
Movement in the market of foreign exchange may add cost to the global business. This kind
of movement will make a disturbance in the activities and operations of the company and due
to this there may also be increased in the price.
Business model changes
The movement will be made by me to understand the distributors and buyers in a better
manner of moving remote from a propensity to causality. Distributors and buyers will be
observed in a better manner and the understanding will be generated regarding what kind of
job must be completed that provide rise to the purchase.
The success of the S2 resources will be attributable towards the concept of the disruptive
innovation and they must open their own outlet or contact various small and medium-sized
suppliers. This kind of change will give support in making changes in the increase of profit
and development. Expansion in the growth, the market for low costs like Australia and
Germany is undermined by the business expansion in markets with low growth such as
France and the UK. I will stop the growth of the business in such areas and must look for the
areas where there will b good growth of the business.
Conclusion
The analysis which is being done above is on the basis of the available information on the
website. S2 resources are one of the successful companies in the provision of the mineral
resources and other material and resources services. They are contacting with the various
distributors and suppliers who act as a channel partner. Various risks are also there but the
future cannot be secured without taking risks.
Recommendations
Must application of the innovative techniques so as to increase business in low growth
areas.
Make contact with various small size suppliers for the development and profit.
7
In the last five year, owners of the business have distributed and withdrew a large amount
from the capital which is invested and the profit which will make a negative impact on the
investment and growth (Sellin, 2015).
Movement in the market of foreign exchange may add cost to the global business. This kind
of movement will make a disturbance in the activities and operations of the company and due
to this there may also be increased in the price.
Business model changes
The movement will be made by me to understand the distributors and buyers in a better
manner of moving remote from a propensity to causality. Distributors and buyers will be
observed in a better manner and the understanding will be generated regarding what kind of
job must be completed that provide rise to the purchase.
The success of the S2 resources will be attributable towards the concept of the disruptive
innovation and they must open their own outlet or contact various small and medium-sized
suppliers. This kind of change will give support in making changes in the increase of profit
and development. Expansion in the growth, the market for low costs like Australia and
Germany is undermined by the business expansion in markets with low growth such as
France and the UK. I will stop the growth of the business in such areas and must look for the
areas where there will b good growth of the business.
Conclusion
The analysis which is being done above is on the basis of the available information on the
website. S2 resources are one of the successful companies in the provision of the mineral
resources and other material and resources services. They are contacting with the various
distributors and suppliers who act as a channel partner. Various risks are also there but the
future cannot be secured without taking risks.
Recommendations
Must application of the innovative techniques so as to increase business in low growth
areas.
Make contact with various small size suppliers for the development and profit.
7
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Halt growth of the business in the areas where there are low productivity and
development.
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development.
8
References
Gabrielsen, K. R. (2017). Interoperability in Smart Cities-Urban IoT and designing
new city services (Master's thesis, NTNU).
Geissdoerfer, M., Vladimirova, D., & Evans, S. (2018). Sustainable business model
innovation: A review. Journal of Cleaner Production.
Grilla, A., LaJeunesse, C., McMaster, D., & Morgan, D. (2016). Feasibility of Snail
Farming as a Model for Small Urban Farms to Expand into Niche Markets for
Increased Profitability.
Nęcki, Ł. (2013). Budowa nowoczesnego przedsiębiorstwa z wykorzystaniem modelu
biznesowego Canvas. ZESZYTY NAUKOWE POLITECHNIKI CZĘSTOCHOWSKIEJ,
26.
Osterwalder, A. and Pigneur, Y. (2010). Business model generation: a handbook for
visionaries, game changers, and challenges. John Wiley & Sons.
Sangham, M. A. (2015). Exploring the Lived-Experience of business model
innovation (Doctoral dissertation, University of Cape Town).
Sellin, S. (2015). Value Innovation i Modebranschen-Hur skapar man Value
Innovation i modebranschen.
Zaryanov, I. (2015). BUSINESS MODEL: Cross-border shopping center.
9
Gabrielsen, K. R. (2017). Interoperability in Smart Cities-Urban IoT and designing
new city services (Master's thesis, NTNU).
Geissdoerfer, M., Vladimirova, D., & Evans, S. (2018). Sustainable business model
innovation: A review. Journal of Cleaner Production.
Grilla, A., LaJeunesse, C., McMaster, D., & Morgan, D. (2016). Feasibility of Snail
Farming as a Model for Small Urban Farms to Expand into Niche Markets for
Increased Profitability.
Nęcki, Ł. (2013). Budowa nowoczesnego przedsiębiorstwa z wykorzystaniem modelu
biznesowego Canvas. ZESZYTY NAUKOWE POLITECHNIKI CZĘSTOCHOWSKIEJ,
26.
Osterwalder, A. and Pigneur, Y. (2010). Business model generation: a handbook for
visionaries, game changers, and challenges. John Wiley & Sons.
Sangham, M. A. (2015). Exploring the Lived-Experience of business model
innovation (Doctoral dissertation, University of Cape Town).
Sellin, S. (2015). Value Innovation i Modebranschen-Hur skapar man Value
Innovation i modebranschen.
Zaryanov, I. (2015). BUSINESS MODEL: Cross-border shopping center.
9
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Appendix
Business Canvas Model
Key Partners
Governm
ent
mineral
owners
Investors
mining
service
companie
s
Distributi
on
network.
Key Activities
extraction of
resources
mines
development
agricultural
materials
supply of
minerals
Value
Propositions
effecti
ve and
diversif
ied
busine
ss
portfoli
o
High
Growt
h
Associa
tion
Provid
es
safety
Suppor
t
enviro
nment
and
comm
unity
Customer
Relationships
Long
term
relations
hip
Patent
attached
relations
hip
Customer
Segment
Simila
r
associ
ations
Minin
g
Com
munit
ies
Key Resources
Mineral
platform
oil platforms
infrastructur
e
technology
employees
Channels
Distribut
ors
Material
suppliers.
Cost structure
Extraction cost
cost of raw material
refining and transport
manufacturing cost
Royalties and taxes.
Revenue Stream
by selling resources
By extracting minerals,
energy, products, refined
and natural gas products
10
Business Canvas Model
Key Partners
Governm
ent
mineral
owners
Investors
mining
service
companie
s
Distributi
on
network.
Key Activities
extraction of
resources
mines
development
agricultural
materials
supply of
minerals
Value
Propositions
effecti
ve and
diversif
ied
busine
ss
portfoli
o
High
Growt
h
Associa
tion
Provid
es
safety
Suppor
t
enviro
nment
and
comm
unity
Customer
Relationships
Long
term
relations
hip
Patent
attached
relations
hip
Customer
Segment
Simila
r
associ
ations
Minin
g
Com
munit
ies
Key Resources
Mineral
platform
oil platforms
infrastructur
e
technology
employees
Channels
Distribut
ors
Material
suppliers.
Cost structure
Extraction cost
cost of raw material
refining and transport
manufacturing cost
Royalties and taxes.
Revenue Stream
by selling resources
By extracting minerals,
energy, products, refined
and natural gas products
10
1 out of 10
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