| Business model canvas | Designed for: Zen Nomad | |
Channels Channels are the sources through which the business reaches out to the customers to create awareness, deliver the value propositions and the after sales services (Umar et. al. 2018). Social Media Channels are widely used for promotions and marketing: Facebook, Instagram, and Pinterest (Sharing ideas and production techniques to attract fashion pupil towards the business). Subscriber emails for offers and new product launches Blogs: Several blogs are posted on the website to promote yoga and mindful living. Zen Nomad website is the main source of buying and mostly used at locations across the globe to place orders. The website has been built very handy and easy to use and navigate through. It addresses the queries, returns, payments, manufacturing, and quality assurance. Retail Stores in some parts of Canada are used for offline sales. Interviewing with online channels and fashion magazines like causeartist.com, etc. and connecting with other researchers and promoters of sustainable fashion. Content creators throughout the world are now opting for sustainable clothing options as opposed to the conventional clothing, and this provides the business with an opportunity to reach worldwide with the help of online promoters. Structured return policy is illustrated for hassle free returns Wrong order Wrong size (only regular priced items) Not 100% satisfied (only regular priced items) | Key Activities The key activities are the main functions that are required to be undertaken for the business to operate and flourish (Sparviero, 20190.) Manufacturing of clothes. Designing the clothes to fit the idea of flow and comfort. Procurement of organic material for production of sustainable clothing. Marketing the products, idea and the motivation behind the product. | |
| Key resources The key resources are the resources required for the functioning of the business (Rahayu, Hartono & Agustina, 2018) Human Resources are the key resource for running a business. Financial resources must be maintained with appropriate investors and structured budget for all the aspects of the business. Designers are an essential resource here, given that it is a clothing business and promotes sustainable fashion. The brand is a Copyright. | ||
Customer Segments Customer segment incorporates the potential customers and shows how their interests align with the business (Osterwalder & Pignuer, 2010). Yoga enthusiasts: a major segment of Zen Nomad is yoga clothing that can be worn all day. Nature lovers: The clothes are very natural in texture and color. Followers of Sustainable clothing and fashion: The clothes are made of organic materials and dyed with plant extracts. People who look for clothes that are luxurious yet easy to wear all day long. | Key partners Key partners are the major partners that provide support through the operations (Benjaminsson, Kronholm, & Erlandsson, 2019). Payment Partners:- PayPal Shop Pay Google Pay Supply Partners:- Organic closed loop Bamboo supplier in USA Organic cotton supplier in Montreal Delivery partner: Canada post Marketing and Sales Partners:- Shopify Inc. (Headquartered in Ottawa, Ontario) for sales of product with the online e-commerce platform. Partnerships for Yoga retreats Natural plant dyeing retreats | Customer Relationships Customer relationships are the ways in which a connection to the customer and the communication is facilitated (Coes, 2014). Easy to navigate through the website and search for desired results. Reward points can be gained through the website doing various tasks, also known as the reciprocity circle program enabling users to collect loyalty points with every purchase and when they redeem the points. Other areas of collecting rewards are as follows:- Creating an account; Birthday purchase; Facebook share, like, follow; Tweeting about Zen Nomad; Following on twitter and Instagram; Referrals and more ways to earn reward points. Discounts and free shipping can be availed thorough these points. Proper fit guide for Women and Men is provided for satisfactory and perfect fitment. Well explained payments and orders along with the pricing, mentioning the taxes for each province of Canada. Free shipping over $150 for Canada and USA. Free shipping over $200 for international addresses. Data privacy policy is also explained to provide peace of mind for online customers. |
| Revenue Streams Revenue streams are the sources of income that are generated by the business (Ladd, 2018). Sales of apparels: Main revenue arises from sales of luxury clothing line and yoga apparels. Organically made accessories like bamboo wood used for making necklaces, etc. Partnerships for yoga retreats generates revenue through partnerships as the Zen Nomad promotes the events to their followers, customers, and potential customers given most of them are yoga and sustainability enthusiasts. Workshops on natural plant dyes to engage more people and get them excited about their products and promote sustainable fashion. | ||
| Cost Structure Cost structures accommodates the various costs that go into building and running the business (Sort & Nielsen, 2018). Cost materials for production Online website management (Shopify Inc.) Salaries for human capital Manufacturing process (Machinery, Labour, etc.) Warehouse rents and costs (Fixed rent and variable utilities cost) Factory rents and costs (Fixed rent and variable utilities cost) Shipping costs to Canadian orders, orders from the USA and other internationally addressed orders renders costs partially bourn by the business. Marketing costs (SEO, Social Media, Google Ads, etc.) | Value proposition Value propositions are the reasons why the customers should buy the product or services offered (Ojasalo & Ojasalo, 2018). Modern, minimal, and sustainable: A soulful way of living. Sustainable and organic: Materials used are linen, hemp linen, linen knit, bamboo, organic closed loop bamboo, organic cotton. Luxurious: The texture is so soft, smooth, and flowy that it feels very luxurious. Low impact dyes: The colors of the clothes are mostly natural and light. Natural dyes: A new range of hand dyed clothing with plants harvested by them was launched recently. Ease throughout the day as these clothes are casual, elegant, and well put together. Promotes mindfulness through easy clothing. Solves the hassle of changing multiple times a day for different events from practice, to work, to lunch, to night outs. | |
| References Benjaminsson, F., Kronholm, T. & Erlandsson, E. (2019). A framework for characterizing business models applied by forestry service contractors. Scandinavian Journal of Forest Research, 34(8), 779-788, DOI: 10.1080/02827581.2019.1623304 Coes, D. H. (2014). Critically assessing the strengths and limitations of the Business Model Canvas. Unpublished Masters Thesis. University of Twente, The Netherlands. Retrieved from http://essay.utwente.nl/64749/1/Coes_MA_MB.pdf Ladd, T. (2018). Does the business model canvas drive venture success?. Journal of Research in Marketing and Entrepreneurship, 20(1), 57-69. https://doi.org/10.1108/JRME-11-2016-0046 Ojasalo, J. and Ojasalo, K. (2018). Service logic Business Model Canvas. Journal of Research in Marketing and Entrepreneurship, 20(1), 70-98. https://doi.org/10.1108/JRME-06-2016-0015 Osterwlader, A and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. New Jersey: John Wiley and Sons. Rahayu, P. C., Hartono, N., & Agustina, C. (2018). Business Model Canvas analysis and development for Herry Furniture. ICONIET Proceeding, 2(4), 292-301. Retrieved from https://pdfs.semanticscholar.org/e305/e27dffadc3f80e9e502ec4cbe464c018ddac.pdf Sort, J.C. and Nielsen, C. (2018). Using the business model canvas to improve investment processes. Journal of Research in Marketing and Entrepreneurship, 20(1), 10-33. https://doi.org/10.1108/JRME-11-2016-0048 Sparviero, S. (2019). The case for a socially oriented business model canvas: The social enterprise model canvas. Journal of Social Entrepreneurship, 10(2), 232-251, DOI: 10.1080/19420676.2018.1541011 Umar, A., Sasongko, A. H., Aguzman, G. & Sugiharto (2018). Business model canvas as a solution for competing strategy of small business in indonesia. International Journal of Entrepreneurship, 22(1), 1-9. Retrieved from https://www.abacademies.org/articles/Business-model-canvas-as-a-solution-for-competing-strategy-of-small-business-in-indnesia-1939-4675-22-1-118.pdf |
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