Key partners Key activities Key resources Channels Value propositions

1. Data Security 1. Data Collection: 1. Physical & Digital assets 3. Financial resource
Sales Channels - Where meals can be purchased from. 1. Food Quality
- Local assembly rooms 1. Food4all App (Direct)
- IBM data security consultants For Administrative Purposes: - Culinary Equipment
-Initial capital - Our “For profit” segment buys meals directly from the - By hiring experienced nutritionists
- Registration Information - IBM Cloud storage for (around £2m) platform. and chefs to curate original recipes,
2. Charities, Foodbanks, Homeless shelters (Indirect)
Enterprise & User
- Our “Philanthropic” segment (The poor) receive meals we maximise the quality of the
information 4. Intellectual
To Curate Users’ “Dietary Profile” indirectly through an intermediary organisation. meals that we provide to our
2. Logistics - Digital platform (app) properties
- Users’ Food Preferences (Explicit) - Proprietary customers
- Ride-hailing company - Users’ Ordering Activity (Implicit) 2. Human capital Recommender
Consumer Communication Channels - Where Food4all
interacts with consumers.
- Catering team System
(Nutritionists, chefs)
1. Food4all App - We target “Affluent elderly
2. Production: - In-house meal - Customer feedback & reviews of our recipes are provided
- Curating of original recipes by our
- Marketing team directly through our app customers”, which means food
3. Food Suppliers - Software Engineering recipes
chefs and nutritionists - Brand Equity
2. Email quality should be prioritised
- “High end” Restaurants Team - Where our “value add” marketing material is sent to users
- Cooking of meals in our assembly
- Supermarkets rooms 2. Customisation
- Usage of “Content-based”
3. Delivery & Supplier Logistics: Customer relationships Customer segments information of user-inputted dietary
4. Philanthropic partners - Collection of leftovers from our food 1. Explicit Consumer Input & Feedback & nutritional requirements that
suppliers - Users can leave ratings & reviews on the 1. “For Profit” Segments - Existing customers of
- Charities Affluent elderly increase personalization of our
- Delivery of food to consumers recipes that they order on the platform our high-end partnered
- Food banks customers; further
restaurants
hybrid recommender system (RS)
through the ride-hailing company segmented into:
- Homeless shelters - Rating & review information is (1) Used as
“Content-based” information to be inputted into
- Health conscious 3. Philanthropic Opportunity
4. “Value Added” Marketing: the user’s recommender system, (2)
- Creation of original user-centric Considered by our catering team to improve
elderly; individuals that 2. “Philanthropic - In addition to knowing that a
prioritise high quality Segments” portion of their spend is donated to
material (newsletters, informational our recipes nutrition 1. Welfare charities charity, consumers also have the
articles, how-to guides, etc…) to send 2. Homeless shelters
to users via email. 2. “Value Added” Marketing - Quality conscious opportunity to actively give more by
- Users can opt in to receive personalised, elderly; individuals that
3. Food Banks
“user-centric” marketing material (How-to
making charitable donations (See
desire “gourmet” food
guides, newsletters) designed to help the options FAQ #1)
consumer

Cost structure Revenue streams

1. Fixed Costs 1. Primary revenue stream
Salary of employees (Software engineers’ salary accounts for app development & maintenance costs) - Member subscriptions
Rent (Food assembly rooms, workspace for software & app design team) - “Small crate” subscriptions - 4 meals, £29.99 (£7.50 per meal)
Cost of culinary equipment used by catering team - “Luxury crate” subscriptions - 6 meals, £38.99 (£6.50 per meal)
One-off payment of hiring IBM security consultants - “Premium crate” subscriptions - 8 meals, £45.99 (£5.75 per meal)
Cost of cloud storage for enterprise & customer data (Semi-fixed cost)
2. Secondary revenue streams
2. Variable Costs
Philanthropic costs - 30% of profits to be donated - Food parcels bought on discretionary basis
Delivery costs - Per-mile paid to ride-hailing company. (Includes logistics costs for picking up leftover food
from our suppliers i.e. restaurants & supermarkets) Subscription models are priced slightly above competitors' rates to support our premium-pricing
strategy. Our value propositions are based on maximising quality for the customer experience.