Sin/Johnson Business Model Canvas

P2P Healthy Living Marketplace

Connecting people to build a healthy, adventurous, and engaged community

Key Partners

Customer Relationships

Key Activities

Value Propositions

Customer Segments

For whom are we creating value?

Who are our most important customers?

Who are our Key Partners?

Who are out Key Suppliers?

Which Key Resources are we acquiring from partners?

Which Key Activities do partners preform?

What Key Activities do our Value Propositions require?

Our Distribution Channels?

Customer Relationships?

Revenue streams?

What type of relationship does each of our Customer

Segments expect us to establish and maintain with them?

Which ones have we established?

How are they integrated with the rest of our business model?

How costly are they?

What value do we deliver to the customer?

Which one of our customer’s problems are we helping to solve?

What bundles of products and services are we offering to each Customer Segment?

Which customer needs are we satisfying?

Key Partners

Customer Relationships

Key Activities

Value Propositions

Customer Segments

- Development and maintenance of online marketplace platform

- Enforce policies

- Marketing

-Building trusting relationships with lenders, buyers, and partner organizations

Strong focus on customer service as we act as the middle man between lenders and renters. We are responsible for:

- logistics/operations of IT platform

- logistics/operations of hosting training sessions

- documenting and reporting of disputes

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For whom are we creating value?

Who are our most important customers?

Who are our Key Partners?

Who are out Key Suppliers?

Which Key Resources are we acquiring from partners?

Which Key Activities do partners preform?

What Key Activities do our Value Propositions require?

Our Distribution Channels?

Customer Relationships?

Revenue streams?

What type of relationship does each of our Customer

Segments expect us to establish and maintain with them?

Which ones have we established?

How are they integrated with the rest of our business model?

How costly are they?

What value do we deliver to the customer?

Which one of our customer’s problems are we helping to solve?

What bundles of products and services are we offering to each Customer Segment?

Which customer needs are we satisfying?

Main Customer Segment: Anyone within the Austin community who is willing to share or wishes to discover new opportunities

Niche Segments: Veterans, cancer survivors (or other ppl whove been impacted by cancer), substance abuse victims, etc.

Key Partners (customers are partners, not targets in P2P):

1.) Lenders

2.) Renters are also suppliers

3.) Local non-profit organizations, schools, and/or government programs interested in benefiting from volunteer services

4.) Local health clubs or special interest groups (with a fitness focus)

- May consider partnering with insurance providers to cover damages for high ticket rentals

- Build a user base

- Development and maintenance of online marketplace platform (website and app)

- Develop and maintain partnerships

- Enforce policies

- Marketing

*Potential revenue streams: Consider internal ads and the lending/borrowing system

Channels

Strong focus on customer service as we act as the middle man between users. We are responsible for:

- logistics/operations of IT platform

- logistics/operations of hosting training sessions

- documenting and reporting of disputes

- developing partnerships with local organizations

Main customer profiles/personas:

- Active Adults for seasonal, recreational use

Age: 16-50

Cost-sensitivity: Medium - more cost-sensitive than Athlete-in-training but are seeking rental prices lower than those at large retailers (REI, Sports Authority, etc.)

Mission: Searching for cheaper alternative to highly-seasonal equipment rental (e.g. snowboarding equipment, camping, wet suit). This may include parents who are renting for entire family

- Young, Active Adults for trial/testing of Expensive Equipment

Age: 16-40

Cost-sensitvity: Low. Willing to pay for rental but not willing to purchase without trying.

Mission: Testing out equipment before purchasing from retail vendor. These customers are trying to justify larger/more expensive purchases (e.g really expensive carbon fiber bikes).

- Young, Active Adults for trial/testing of Potential Hobby

Age: 16-40

Cost-sensitvity: Medium. Willing to pay for rental but unsure if they can stay committed or genuinely interested in a new activity .

Mission: Testing out equipment before purchasing from retail vendor. These customers are trying to justify larger/more expensive purchases (e.g really expensive carbon fiber bikes).

- The Athlete-in-Training:

Age: 16-50

Cost-sensivity: Low. Less cost sensitive because they are competition training

Mission: Need equipment for one-off or infrequent competitions. For example, someone who plans to complete a triathlon just once with no interest in competing as a steady hobby (e.g. wet suit and tri-bike for Ironman)

- The Traveling ppl?

Key Resources

Key Partners (customers are partners, not targets in P2P):

1.) Local Austin fitness community

2.) Other sharing economy services (ex. couchsurfing)

3.) Local non-profit organizations, schools, Big Brothers and Big Sisters, and/or government programs interested in benefiting from volunteer services

4.) Local health clubs or special interest groups (with a fitness focus)

5.) LIVESTRONG?

6.) Local government programs?

Value proposition will be different for lenders and renters in an online peer-to-peer marketplace:

Value Prop for Lenders:

1.) Capture revenue generated from unused equipment/wear that would otherwise be lost (unused value is wasted value)

2.) Educate the public, build community and generate additional revenue by leading amateur fitness training or sports activities

3.) Opportunity to meaningfully give back to the community by sharing passion and expertise (in partnership with local orgs.)

Value Prop for Renters:

1.) Large selection of sports wear and equipment to rent (or barter) for short or long term at prices cheaper than retail rental

2.) Participate in lower cost and/or commitment fitness courses and sports activities with local community

Impact: Support the health and well-being of the Austin by leveraging the untapped resources of the sports, fitness and hobbyist communities

- Opportunity to not only share, but to discover new healthy living and fitness passions

- Opportunity to meaningfully give back to the community by sharing passion and expertise (option for users to donate time and services to nonprofits or other organizations that can benefit from free services)

-Opportunity to connect in a meaningful way with other members of sub-communities (e.g. cancer survivors, veterans, refugees, people in recovery, etc.)

Impact: Support the health and well-being of Austin by leveraging the untapped resources of the sports, fitness and hobbyist communities

via app and website

-Newsletters

-Social media

-Display ads

Host local meet-ups or charity events

When business is mature, reach new customers through sponsorship of larger competitions

Channels

Key Resources

Key resource will be financial and users (community).

most other resources will be minimal

given that this service is platform based

-Social networking and relationship building with local organizations

-Techical and media expertise to build and maintain a secure, high-quality web presence

-Legal consultation for insurance and dispute resolution

Main channel: Online Marketplace/community

via app and website

-Newsletters

-Social media

-Display ads

-meetup.com

-couch surfing

Host local meet-ups or charity events

When business is mature, reach new

customers through sponsorship of

larger competitions

Key resource will be financial and users (community).

most other resources will be minimal

given that this service is platform based

-Social networking and relationship building with local organizations

-Technical and media expertise to build and maintain a secure, high-quality web presence

-Legal consultation for insurance and dispute resolution

Cost Structure

Revenue Streams

Costs mostly related to maintaining the IT platform and building customer and partner relationships

Note: no operating costs in actual rental/lending of equipment. Company is not responsible for maintenance and repairs, cleaning, etc.

Revenue generated from providing matching service on an IT platform (app and website)

Primary revenue generation: service fee (percentage or flat-rate) per rental transcation.

Secondary: Paywall or nominal registration fee. Implement this after business has built a minimal user base

Potential: Work with local schools to rent out their unused equipment during their downtime (ie summer vacation)?

Cost Structure

Revenue Streams

*Targeted Display Ads: Ads for local businesses targeted at users based on their search history, profile, etc.

*Referral Fees: Partner with local businesses to list them in search results when users are looking at certain activities.

*Potentially white label sharing platform for use by large non-profits to connect clients/citizens with one another

-Costs mostly related to maintaining the IT platform (app and website) and building customer and partner relationships

-staffing for developing/maintaining partnerships, event planning, etc.

What are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

For what value are our customers really willing to pay?

For what do they currently pay?

How are they currently paying?

How would they prefer to pay?

How much does each Revenue Stream contribute to overall revenues?

What are the most important costs inherent in our business model?

Which Key Resources are most expensive?

Which Key Activities are most expensive?

For what value are our customers really willing to pay?

For what do they currently pay?

How are they currently paying?

How would they prefer to pay?

How much does each Revenue Stream contribute to overall revenues?

RISKS/ KEY ASSUMPTIONS:

Assumption:

- scalability: we will be able to build enough supply (lenders) to meet demand (renters) and vice versa

- trust within community to beta test and be first adopters of new platform

- proceeds from rentals will be sufficient to actually create social benefit

ANALOGS/ ANTILOGS:

RISKS/ KEY ASSUMPTIONS/QUESTIONS:

-How to make money?

-Potential of partnerships

-People will be able to come to agreements with strangers about what they want to trade?

-Are we actually creating value for users?

-How do we define active living and wellness?

ANALOGS/ ANTILOGS:

#besomebody, couchsurfing, meetup

Shared Economy / Peer-to-Peer Analogs:

* community building analog: meetup.com

* P2P marketplace: https://www.spinlister.com/ - 'Make up to $500/month by renting out your bike, surfboard, SUP, snowboard or skis on Spinlister.'

*http://neighborgoods.net/

*www.renttherunway.com - P2P womens formal and special occasion wear

*https://www.getaround.com/ - P2P car sharing

*https://www.taskrabbit.com/ - hire people to do jobs and tasks

*http://missionassetfund.org/ - nonprofit that provides P2P loans

*Airbnb

*UT Informal classes http://cie.austin.utexas.edu/informalclasses/index.php/InformalClasses/view_classes

Antilogs:

* traditional sports rental stores: REI, Sports Authority

* Ebay

* Craigslist (also analog)

i have student loans so

i need to cost conscious

about fitness

i want to lead a healthy,

active lifestyle

i probably cant

trust most ppl

with my gear

ive seen websites

like splinlister.com

"i hear about lots of

shady transactions on craigslist"

ask 'have you borrowed a bike recently' and not 'would you borrow a bike'

*ask about the past (not future)

*ask for facts (opinions are useless)

*get to specifics

*get commitments, not hypotheticals

*interviews not surveys

i encourage others to

join me in my fitness activities

ive joined rock climibing

courses before

fear of committing to long term health clubs

i want convenience and trust when interacting on an online marketplace

Background: Oliver is a pretty well-educated and fitness-oriented kinda guy. He used to be a marathon runner and triathlete but has moved onto rock climbing because of a couple running injuries. I didn’t figure out till this convo that he has given up on rock climbing too - also cuz of injuries.