Designed By Date Revised Date

Ryan Carlos Tabat October 15, 2022 October 22, 2022

Business Model Canvas

KEY PARTNERS KEY ACTIVITIES VALUE CUSTOMER CUSTOMER
PROPOSITION RELATIONSHIP SEGMENT
Primary ● Customer
● Dormitories, Rented ● Wash-Dry-Fold retention program
Apartments ● Wash-Fold ● Customized Services ● Social Media ● Heavy Washers
● Water supply & Utility ● Wash-Dry-Hang (Doing your laundry the way ● Catering Services ● Delicate
Distributors ● Dry Cleaning you want it!) ● Warranty ● Specialty
● Detergent and Fabric ● Ironing ● Reliability, trust, and ● Regulars
Softener Wholesalers ● House pick-up and Employee Satisfaction ● Premium Service (pick
● 3rd Party Delivery Delivery ● Online / Mobile up and deliver door-to
Services (i.e. Lalamove) Services (Booking, -door)
● Bank / Investor Notification, and ● Self-Service
● Equipment Provider Payment)
KEY RESOURCE ● Scheduled Pickp and CHANNEL
Secondary ● Equipment delivery ● Social Media
● Condominiums ● App/Website/ ● Word of Mouth
● Hotels and Service Social Media Account ● Online / Mobile
Apartments ● Light / Motor Vehicle Notification
● Employees ● Direct B2C
● Direct B2B

COST STRUCTURE REVENUE STREAM ● Sales per Transaction - PHP216k/mo.

● Equipment Amortization & Maintenance
PHP1000/mo ● Membership Model - PHP1000/mo.
● Cost of Materials - PHP86k/mo ● OTC Sales - PHP1000/mo.
● General Operating and Admin Costs (Labor
and rental) - PHP36k/mo
● App development/Website Maintenance

# Internal
Services Offered:
Wash-Dry-Fold P
Wash-Dry-Hang P
Dry Cleaning P
Ironing P
We also pick up and deliver! Call/Text 09778108758 for more information.

# Internal
 30 per kg
30 per kg
80 per kg
85 per kg
e information.

# Internal
 List the key partnerships your business leverages or relies
1. Key partners upon for success. Include the resources or value your
business gets from these partnerships.
Summarize the key activities that allow your business to
2. Key activities
provide services and deliver on your value proposition. 
List the key resources your business relies upon or uses in
3. Key resources
order to operate and provide services.
Summarize the different value propositions that set your
4. Key propositions
business apart from your competition.
Define and describe the primary relationships you have with
your customers, including how you interact with this, how
5. Customer relationships these interactions differ among different types of customers,
what different customer needs are, and the level of support
the different customers receive.
Detail how your customers are reached, how your services
6. Channels are provided, your different distribution channels and how
your value proposition is delivered. 

Define the ideal customer personas your value proposition is

7. Customer segments intended to benefit, then describe the key differences between
these segments and potential steps in the customer journey.

Identify the primary costs associated with operating your

business and providing your services, then detail the
8. Cost structure
relationship between these costs and other business
functions.
Describe how your business generates revenue through the
9. Revenue streams
delivery of your value proposition.

# Internal
 Designed By Date Revised Date
Gan Amante / Ryan Tabat October 22, 2022
"Your Materials Management Solutions Provider"

Business Model Canvas

KEY PARTNERS KEY ACTIVITIES VALUE CUSTOMER CUSTOMER
PROPOSITION RELATIONSHIP SEGMENT
1. IT /API Developer SIPOC (Supplier-Input-
2. Cross Functional Teams 1. Efficient forecasting based Process-Output-Customer) a. Demand Planner
1. Inventory Monitoring
3. Vendor /Suppliers on SOH + demand - Linkage b. Material Planners
2. Demand and Supply
4. 3rd Party Application Depletion Plan Interdependency (Supply- c. Finance
Forecasting
Superusers (training) 2. Safety Stock projection Demand matching) d. Process Engineer
3. Vendor data interface
5. 3rd Party Logistics based on forecasted sales e. Warehouse Team
6. Consultant and additional paremeters f. Top Management
7. Internet Provider 3. Centralization of
materials data management
4. PO management (vendor
KEY RESOURCE commiitment vs Expected CHANNEL
a. API Delivery Date)
b. Application Trainors 5. Real-time Dashboard
Management Review
Supply Chain Management
Review
SIM (short inverval meetings)

API Development Costs - Operating Cost Reduction

COST STRUCTURE REVENUE STREAM - Inventory Days/Level Reduction (Increase
Training (Admin Costs)
Maintenance Costs cash flows)
- Warehouse Optimization
- Reduction of Storage Costs
- Vendor discounts
- Reduction of Obsolence and Slow Moving
Inventory

# Internal
 - Reduction of Storage Costs
- Vendor discounts
- Reduction of Obsolence and Slow Moving
Inventory

# Internal
 Initial Investment Monthly Sales (d x e x 30)
Shop Construction ₱250,000 Monthly Direct Costs
Equipment (3 units) ₱100,000 Month Fixed Costs
Total Investment ₱350,000 Building Amortization (5 yrs)
Labor (2 assistants)
a Capacity per Session (12 kg/unit) 36 Depreciation
b Laundry hours ~45 minutes Misc
c Daily Capacity (kg) 480 Net Income
d Rate per kilogram 30
e Minimum Sales per day (kg) 240

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 ₱ 216,000
-₱ 86,400 $8,326.48

-₱ 8,326
-₱ 22,000
-₱ 5,833
-₱ 2,000
₱ 91,440

0.26
12.54

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# Internal
 Young Generation: This Customer Segment in Dry cleaning and laundry business comprises the Millenials and GenZ in the
age of 18-30 who are either students or working professionals. More than 90% of this generation is tech-savvy and likes to
make use of new services every day. Tell them to choose between a dry cleaner who gives them handwritten receipts and
offers hand packaging and the one who gives them automated receipts and offers beautiful looking branded packaging. They
will, for sure, without any second thought, choose the latter one. This is a generation that drives the future of the world. So, it
becomes necessary to cater to this generation’s needs and keep up to date with their demands. So the next time whenever
someone from this customer segment visits your store, interact with them, give them the automated receipt for their order and
tell them that your shop has free wifi. Then just wait and watch the changes happening to your dry cleaning business.

Busy Parents and Working Professionals: This Customer Segment in Dry cleaning and laundry business comprises people
between the age group 30-55, most of whom are working and have less time for their household responsibilities. These are
usually rich households and even the little details about these customers are to be taken care of. For instance, Rohit, who is
one of our clients told us that one of his frequent customers from this customer segment stopped coming to him for a few
days. When Rohit called him up to find out the reason for him not coming, the customer told him that his office route has
changed so he does not have time to visit the dry cleaner separately. That’s when Rohit told him that he offers a pickup and
delivery facility as well and from now on, his delivery boy will pick up the clothes every day from the customer’s house.
Thus, interacting with these customers is a major part of retaining them. These customers have a high paying ability and a
high retention rate if you understand their preferences.

Retired and the Elderly: This Customer Segment in Dry cleaning and laundry business comprises people above the age of
55. Maximum elderly couples whose kids are settled someplace else and they live alone in their house outsource most of their
household work. They have enough money to pay for these services but lack the physical ability to do this work themselves.
They might not be that much comfortable with the app-based bookings and digital payments but they just love the home
delivery and pickup services. Another trait about this customer segment is that they have very high loyalty. If once they use a
service of any particular business and if they like it, then it is very unlikely that they will even think of switching to someone
else unless they face some really big problem with the current service provider.

Middle Income Group: Middle Income Group forms a major part of every country’s population. In fact, each country is run
by the middle-income group only. This Customer Segment in Dry Cleaning Business might have a less frequency ratio but
they are very loyal to each business from which they render services. They usually choose to give their clothes for dry
cleaning on a monthly basis or special occasions only but whenever they do, then after making sure that the dry cleaner has
done a good job, they recommend that dry cleaner to n number of people within their social circle. This eventually increases
the dry cleaner’s customer acquisition rate.

Frequent Travellers: These type of customers can be in any age group but they are certainly the most frequent users of dry
cleaning and laundry services. They are usually from the upper-middle class and rich income group and develop a habit of
giving their clothes for laundry out of visiting and living at various destinations around the world. When they are travelling,
they make use of the hotel’s laundry and dry cleaning services but when they are home, they give away their clothes as well
as their other travelling essentials like bags and shoes for cleaning and washing. These are the most interactive customers
among all your customers and they have a jolly nature and a high paying ability. They might be neutral to your business
automation but they love a business with extremely good services at the doorstep.

But despite paying attention to all these types of customers, it is possible that they might not render your services or your
customer retention rate might reduce. One of the major reasons for a low retention rate despite a good customer understanding
is not adapting to market changes. The world now is working digitally and every customer prefers a business that is automated
and provides digital services. So, 

# Internal
Drop-off/ Wash &
Sort Drying
Pick-up Conditioning

Pick-up/ Folding/
Payment Packing
Delivery Ironing

# Internal