3.1. Customer Segments
We are targeting healthy conscious - fast pace professionals, students and households, leaving in high density areas. According to Shiu et al. (2004), the region of residence, gender and age are the most relevant variables to segment the convenience and healthy-oriented markets. Professionals and students in mayor UK cities, between 21-40 years would the segment that would be most likely to buy a healthy and easy to consume food alternative for quick lunches or short breaks. The same study also identified that there is no significant demographic variable to segment households so we have focused in the general healthy-fast pace households segment.
3.2. Value Proposition
We have developed healthy soups, based on dehydrated vegetables and meats, recreating international and local tastes, as our way to create value to our target customers.
We believe that healthy conscious students might value healthy soups with traditional flavours, easy to purchase, of quick consumption and at a low price range. Healthy conscious and fast pace professionals will demand a higher range of flavours and with a more flexible budget. For both segments the product will be served warm, with a tap and a spoon taped to the bottom of the cup, for convenient transport and consumption.
For healthy-fast pace households we have developed two presentations for its delivery: packs of six and twelve cups, with mixed or single flavour products. The product will be sealed and will also include the spoons taped to the bottom of the cup.
The channels through which we will be interacting with our customers, shown in section...
... middle of paper ...
...ur business model are shown in Figure 12:
3.7. Key Activities
The activities the company need to be able to perform well are:
• Build a strong product development process
• Develop a user friendly webpage supporting all other business processes explained.
• Locate vending machines in high traffic locations.
• Build cost effective maintenance, distribution and restocking processes.
3.8. Key Partners
The partners who can help us leverage our business model are shown in Figure 13 below
3.9. Cost Structure (£)
KF’ costs have been grouped in variable and fixed costs and shown in Figures 14 and 15. The main variable costs are raw material (dry vegetables and meats), packaging of products and transport of supplies. The main fixed costs are cost of vending machines, marketing & sales, distribution of products and stocking and maintenance of vending machines.
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