Running head CASE 51CASE 52Case 5NameClas.docx
- 1. Running head: CASE 5 1 CASE 5 2 Case 5 Name Class Institution Date Case 5 Key Partnerships Key partnerships are the relationships that a business has with other business entities, government entities, or other entities that help the business model work. These can be the relationships that a business has with suppliers, manufacturers, and business partners, just to mention a few (youtu.be). Businesses usually form partnerships for various reasons. One of the reason is to optimize expenses. The other reason is to mitigate risk and uncertainties. Business entities also form
- 2. partnerships to acquire unique resources. Green Drive Logistics will form strategic alliances with manufacturing entities. These entities will be producing a part of our business product that we may not be able to produce. Green Drive Logistics will also form partnerships with its suppliers. We will build reliable relationships with our suppliers while incorporating vital characteristics such as quality, commitment, and trust to ensure a successful business model. When forming the partnerships, Green Drive Logistics will keep in mind the following factors: Clear partnership Agreements: We will ensure we have the right partnership agreements drafted as well as legal counsel. Defining Expectations: Most of the time new entities fail to establish their expectations leading to so much conflict and confusion afterwards (Belyh, 2015). Green Drive Logistics will, therefore, establish its expectations and share them openly with the partners. Win-Win Situation: We will also ensure that there is a Win-Win situation for the partnerships to be sustainable and healthy. Impact on the Customers: When forming the partnerships, we will evaluate our value proposition and our key resources and ensure our partners are filling the gaps in either. Selecting Partnerships: We will also ensure we select the right partnerships. As we all know some partnerships may appear profitable in theory but fail to kick off practically. Additionally, changes in the business context can also make some partnerships irrelevant. In such situations, it is important to terminate these partnerships to avoid further losses and wastage of resources.
- 3. References Belyh, A. (2015). Key Partners in Business Model Canvas. Cleverism. Retrieved from: https://www.cleverism.com/key- partners-in-business-model-canvas/ https://youtu.be/IP0cUBWTgpY Running Head: Business Model 1 Business Model 3 Student:- Reem Alogaidi Instructor:- Eric Westreich Course Title:- ENTREPRENEURSHIP Date:- 05/30/2020 Business model describes the relationship between the elements and factors that make the business functional. In this discussion, we shall highlight two components of the business model with regards to Green Drive Logistics. The discussion shall highlight the manner in which these components appear in the business aspect of the organization. The two components to
- 4. be discussed are Key Resource Types and Key Activities. Key Resource Types: These falls under the category of resources that determine how the business shall be effective and deliver its core mandate. It covers what is most crucial to ensure that the business model in place is functional. This can be achieved through assets of the company that cover various objectives. The four crucial categories of asset are Finance, Intellectual property, Physical resources and human resources. When analyzed in line with Green Drive Logistics operations, we are able to see the resources being implemented to achieve operational objectives. When it comes to finance, they are able to achieve this through raising funds. They deal with tangible goods which are delivered with a common system as such, they have no intellectual property assets. They however have physical resources in terms of vehicles being used to deliver the product to the consumers. They also have human resource assets in terms of their staff of twelve that ensure every product and transaction goes as planned. Key Activities: This component concerns itself with the important things that the organization is obliged to perform in order to ensure the business model is functional. It typically covers production, supply chain and problem solving in terms of provision of services. Production involves the making or manufacturing of goods to be used. Supply chain involves the delivery of products to consumers from the manufacturers or a point of origin. Problem solving involves activities that regard with solving issues that affect consumers such as consultation services or engineering projects. With regards to Green Drive Logistics, the activities involved in can be categorized under supply chain and problem solving. By having access and close proximity to the farmers who produce the goods they require, they solve the problem of creating a market for farmers and ensuring good farm produce for consumers. At the same time, these activities involve the use of
- 5. the supply chain vehicles the company relies on to ensure delivery of products. References Business Channel, The Business Model Canvas - 9 Steps to Creating a Successful Business Model - Startup Tips Accessed at: https://www.youtube.com/watch?v=IP0cUBWTgpY&feature=yo utu.be Running head: BUSINESS DEVELOPMENT 1 BUSINESS DEVELOPMENT 3 Green Drive Logistics Company Institution: ENTREPRENEURSHIP Student’s name:Reem Alogaidi Date: 24/05/2020 Green Drive Logistics Company Customer relationship Green Drive Logistics advocates for a personal relationship with its customers. To acquire customers for our products, a business can rely on our channel strategies (Ingene & Brown, 2018). We shall encourage our retailers to join our website. The retailers will be given an opportunity to place orders through the company’s website. We will maintain our customer base by offering monthly discounts for every single order that is placed via the website and is above 300 kilograms. To grow our
- 6. customer base, we shall print the company’s website details on the packaging boxes and also print company’s catalogue. The catalogues will be personally handed to the customers by our supplying team during delivery. The co- drivers who usually engage our customers are encouraged to explain an overview of the catalogues to the retailers and encourage them to distribute them to their customers in the stalls. Revenue streams Green Drive Logistics will use the asset sale model and the markup model to generate revenue for the business. The asset sale model will reduce the losses that are associated with returns on purchases. The retailers acquire total ownership of the goods that are supplied to them and it is upon them to figure out how best to quickly sale the products to the final consumers. The markup model is one of the oldest revenue models and it has proven to be very successful in whole sale business (Born & Pfeifer, 2019). The company has set a reasonable markup target of 40%. The markup price will ensure that the business realizes a reasonable profit after deducting the total cost that is associated with its supplies. Reference Born, B., & Pfeifer, J. (2017). Uncertainty-driven business cycles: assessing the markup channel. Ingene, C. A., & Brown, J. R. (Eds.). (2019). Handbook of Research on Distribution Channels. Edward Elgar Publishing. Running Head: BUSINESS DEVELOPMENT 1 BUSINESS DEVELOPMENT 2 Green Drive Logistics Company
- 7. Institution: ENTREPRENEURSHIP Student’s name: Reem Alogaidi Date:05/15/2020 Value proposition A good number of Seattle District residents have had to shift from consumption of fresh farm products to canned vegetable products. Canned vegetable products are a convenient choice for most households but not as health as fresh products from the farm (Min & Lin, 2017). Our company is keen to maintain a healthy community by encouraging them to opt for fresh products from the local farms. The company strives to bring the farm products closer to the consumers. Proximity will be achieved by supplying most of the grocery stalls, supermarkets and local vendors with our products. Our services are unique from our customers since we offer an excellent packaging design that categorizes the vegetables into leafy green, marrow, edible stems, alliums, and roots in the same packaging box. Channel strategies The business is currently using an indirect channeling strategy. We depend on retailers to complete the supply chain to the consumers. We have to create a good perception of our products through the retailing stalls. Retailers have an already established market structure and supplying companies have to make efforts to improve the market base with constant and reliable supplies (Ingene & Brown, 2019). Placing of orders can be done through our company website but delivery of products is strictly physical, by our company vehicles.
- 8. Reference Ingene, C. A., & Brown, J. R. (Eds.). (2019). Handbook of Research on Distribution Channels. Edward Elgar Publishing. Min, M., & Lin, B. (2017). Analysis of Benefit Distribution among Logistics Alliance in Fresh Farm Produce Distribution. Logistics Technology, (6), 31. Green Drive Logistics is a company that deals with the supply of farm products. Our office is located at 23rd avenue Street in Seattle, Washington DC. We source fresh products that include kales, tomatoes, onions, broccoli and any other vegetable products from the local farms and supply them in the local market. Our customer base is the local retailing grocery stalls in Seattle and open air vegetable traders in Seattle Municipality. We are currently in talks with the major supermarkets in the area so that they can give us an opportunity to be part of their supplier’s team. Our goal is to ensure every household in Seattle District gets a farm product that has been grown in the local farms. We commenced operations in 2015 and we are currently in the third year of large scale supplies. Our vision statement “Healthy Diet for a Sustainable Body” helps to educate people on the importance including vegetables in every meal that they take. Green Drive Logistics has fourteen employees, five drivers and five co-drivers, two marketers, one accountant and one operations manager. Proximity to the farms that produce the vegetables gives the company an advantage over other competing companies in the vicinity.