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Luísa Gomes Ana Olímpio Mariana Osório Rita Ferreira Pedro Mariz
Hypothesis Validation
Review and update Business Model
Organizational Chart
Project Follow Up Week 6
Processes
Partnerships
Resources
Project Follow Up Week 6
Activities
Lessons Learned
Project Follow Up Week 6
Minimum Viable Product
Hypothesis Validation
Hypothesis Form Model Version
3.0 3
Component: Customer Segment Code:
Hypothesis: Routine Breakers go to restaurants because of the food itself .
Test: 40 Surveys and 10 Interviews .
Validation: If a minimum of 75% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Value proposition Code:
Hypothesis: People that go to restaurants because of the food itself will consider Book a Chef a substitute.Test: 40 Surveys and 10 Interviews .
Validation: If a minimum of 60% answers positively to our hypothesis.
Result: Invalid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Value proposition Code:
Hypothesis: Special Hosts, who want an intimate/private event will prefer to have a chef cooking in their home rather than go to restaurants, rent a space or using catering services Test: 40 Surveys.
Validation: If a minimum of 60% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Value proposition Code:
Hypothesis: Premium segment will value our service because it will make the events something different and special.Test: 40 Surveys and 15 Interviews.
Validation: If a minimum of 60% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Customer Segment Code:
Hypothesis: Chefs will value opportunities that demand doing extra work outside the restaurant. Test: 25 Surveys and 10 Interviews
Validation: If a minimum of 70% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Customer Segment Code:
Hypothesis: Chefs that already provide in-house services will want to increase even more their customer base and earnings by joining the platformTest: 25 Surveys and 10 Interviews
Validation: If a minimum of 60% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Revenue Stream Code:
Hypothesis: Chefs will be willing to provide in-house services for a commission fee of 12.5% over all the booking services.Test: 25 Surveys and Landing page.
Validation: If a minimum of 65% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Revenue Stream Code:
Hypothesis: We believe that in the future, if our service is successful, Chefs will be willing to pay a small fixed fee to be present in the platform.Test: 25 Surveys and Landing page.
Validation: If a minimum of 65% answers positively to our hypothesis.
Result: Valid
Hypothesis
Hypothesis Form Model Version
3.0 3
Component: Channel Code:
Hypothesis: We believe that if Book a Chef promotes the app, people that are interested in our service will value that channel.Test: 40 Interviews and Landing page.
Validation: If a minimum of 65% answers positively to our hypothesis. If we receive 20 e-mails to have the app.
Result: Invalid
Hypothesis
Review and update Business Model
Key Partners Key Activities Value Proposition
Customer Relationships
Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Cooking Associations
or events
Cooking Schools
Food bloggers
Website and App
maintenance
Chefs selection
Customer relationship
management
Marketing and IT
Find partnerships
Website and App
Chefs database
Chefs
Website and App development and
maintenanceInsurance
Website Social Media
Word of mouth
Community Environment
Personalized Service
Insurance Policy
Premium segment
Special Hosts
Routine Breakers
Chefs
Commission fee of 12,5% paid by Chefs over each booking service.
Subscription fee –In the future if
the service is successful.
Marketing Expenses
Having an event at home without
worries
More time and convenience to
enjoy top quality food
Additional source of income
More visibility
Getting a different/fancy
event in a private environment
Key Partners Key Activities Value Proposition
Customer Relationships
Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Cooking Associations
or events
Cooking Schools
Food bloggers
Website and App
maintenance
Chefs selection
Customer relationship
management
Marketing and IT
Find partnerships
Website and App
Chefs database
Chefs
Website and App development and
maintenanceInsurance
Website
Social Media
Word of mouth
Community Environment
Personalized Service
Insurance Policy
Premium segment
Special Hosts
Chefs
Commission fee of 12,5% paid by Chefs over each booking service.
Subscription fee –In the future if
the service is successful.
Marketing Expenses
Having an event at home without
worries
More time and convenience to
enjoy top quality food
Additional source of income
More visibility
Getting a different/fancy
event in a private environment
Chefs
Amateurs
Amateurs
CEO
Head of Marketing and Sales
Partnerships CRM Brand Management
Head of Finance
Accounting Finance
Head of Operations
Design Chefs Procurement IT
Organizational Chart
Organizational Chart
Position CEO
Main goalsAverage profit of 60.000€ in the second year and increase 50% the next years. Get clients in 25 different countries.
Strategic TasksDevelop mission, vision, values, goals, define corporate strategy, investor management
Tactical Tasks
Motivates and support heads of departments, communicate goals effectively, Search about regulations which have to be met, define processes, prepare for press releases and investors meetings
Organizational Chart
Position Head of Marketing and Sales
Main goalsGet online average conversion rate of 15% in the first year, Get 250 people registered in the platform, Get 3 key partners, 80% of Customer Satisfaction, 7200 sales volume.
Strategic TasksElaborate marketing plan, managing customer journey, managing the budget, managing partner relationships
Tactical Tasks Formulate, direct and coordinate marketing activities, evaluate segments evolution.
Organizational Chart
Position Head of Finance
Main goals
Cover 100% of costs in the first year. Minimize costs in 20% (marketing and communication and maintenance off the platform), get 50% market share in the first 3 years.
Strategic TasksElaborate economic strategy and valuation of the firm, manage financial controls & reporting, manage the use & sources of funds, define future sources of capital for growth, risk management
Tactical Tasks Report proper book accounts, fulfill & optimize tax requirements, ensure compliance & quality governance
Organizational Chart
Position Head of Operations
Main goals
Clearly understand the goals of the organization and develop a clear vision of exactly how operations will help achieve them. Get 100 chefs to our chefs portfolio until de end of the year. Decrease in 30% the costs of develop/maintain the platform.
Strategic TasksElaborate and improve operational plans within the company processes. Make sure of the good performance of the platform. Tracking chefs.
Tactical TasksMonitoring team members performance, evaluate consumers satisfaction, evaluate processes
Processes
Partnerships
Cooking Associations or Events Cooking Schools Food Bloggers
Hypothesis Form Model Version
3.0 3
Component: Partnerships Code:
Hypothesis: Cooking schools will be willing to partner with us providing us with potential students to be our clientsTest: interview 2 possible partners
Validation: If the school present us with more than 15
Result:
Hypothesis
Resources
Chefs/AmateursChefs DatabaseOnline platformKey characteristics:
- Form in order for chefs to apply- Provide our contact- Database- Possibility to be in mobile
format- Form in order for customers to
be able to Book a Chef (name, contact, day of the reservation, number of guests, local of the event)
- Ask to call/ Chat - Past experiences (ability to
share on facebook)- Videos to share with Book a
Chef community: chefs choosing the ingredients, chefs providing advices and showing recipes
- Live hangouts
Key characteristics:
- Organized by type of cuisine - Curriculum of the chefs- Ability to make reviews and see
other people’s comments- Examples of dishes prepared by
the chefs- Include chefs and amateurs
who have been through an accepted evaluation process
- Extensive and Detailed
Key characteristics:
- Passionate for cooking- Motivated to cook at clients
houses- Sociable, dynamic and flexible- Driving license- Possesses basic kitchen utensils- Culinary training or
participation in a evaluation process .
Online Community
User friendly
Expertise proven
Strong Motivation
Extensive and detailed
Resources
How to get them?Our team will develop the website without
spending moneyFind developers for the mobile app
A person from the operations’ department creates the database after the chefs
evaluation processes
Share website on social mediaPartnerships with cooking schools
Partnerships with cuisine programs like Masterchef
How to maintain them?
Person ensure there is no inappropriate comments
External entity takes care of requirements to respond to a traffic increase
A person ensures the chefs willingness to stay in the platform
In the future, a fixed fee if the company become successful
Online Platform
Chefs Database Chefs
Online Platform
Chefs Database Chefs
Hypothesis Form Model Version
3.0 3
Component: Resources Code:
Hypothesis: Chefs amateurs will be a crucial resource since they don’t present the problem of not having time to go to people’s home a top problemTest: 5 interviews or 20 surveys
Validation: If 60% of them don’t chose not having time as the main problem
Result:
Hypothesis
Activities
Web site and App
maintenance
Chefs/Amateurs selection
Marketing and IT
Find partnerships
Customer Relationship Management
Minimum Viable Product
http://bookachef.wix.com/website
Lessons Learned
• 19 % of (routine breakers) who value good food will use our service. However, according to our interviews, 70% don’t perceive it as a substitute of restaurants.
• We will focus on special events only, not substitute of top quality restaurants so we eliminated 1 segment – routine breakers, that will be a second persona of special hosts.
• 40,63% of the chefs highlight the problem of not having time to go to people’s houses so we considered to add amateurs who have been through some sort of evaluation process.
• While doing our organizational chart and process flow we understood that, because we are only a platform and not a company with chefs available all the time, it will be difficult to provide meals for those people who - forget to book their favorite top quality restaurant, (routine breakers) and - want something at a last-minute.
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