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  • Hypermarket Business Model

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    spartanx1x
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    The document outlines a business model canvas for a hypermarket. It identifies key partners as manufacturers and suppliers, both local and international. Key activities include merchandising, logistics, warehousing, and leasing of malls. The hypermarket offers quality products, competitive pricing, shopping experience, and community service as its value propositions. It engages customers through loyalty programs and uses brick and mortar stores, online sales channels, and mobile applications. Revenue is generated from traditional store sales, online sales, and lease rentals while costs come from procurement, logistics, marketing, and payroll.

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    The document outlines a business model canvas for a hypermarket. It identifies key partners as manufacturers and suppliers, both local and international. Key activities include merchandising, logistics, warehousing, and leasing of malls. The hypermarket offers quality products, competitive pricing, shopping experience, and community service as its value propositions. It engages customers through loyalty programs and uses brick and mortar stores, online sales channels, and mobile applications. Revenue is generated from traditional store sales, online sales, and lease rentals while costs come from procurement, logistics, marketing, and payroll.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    6 views1 page

    Hypermarket Business Model

    Uploaded by

    spartanx1x
    The document outlines a business model canvas for a hypermarket. It identifies key partners as manufacturers and suppliers, both local and international. Key activities include merchandising, logistics, warehousing, and leasing of malls. The hypermarket offers quality products, competitive pricing, shopping experience, and community service as its value propositions. It engages customers through loyalty programs and uses brick and mortar stores, online sales channels, and mobile applications. Revenue is generated from traditional store sales, online sales, and lease rentals while costs come from procurement, logistics, marketing, and payroll.

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    © All Rights Reserved
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    Designed for: Designed by: Date: Version:

    Hypermarket:Business Model Canvas Meca CFO Academy Hamza 25-3-2023 F-1/23

    Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
    1. Merchandising 1. Quality Products Customer Loyalty program Mass Customers
    1. Manufacturers 2. Logistics 2. Competitive pricing named “Tamayaz”  Shareholders
    2. Suppliers 3. Warehousing 3. Shopping Experience  Gold card for  Non-shareholders
     Local 4. Malls 4. CSR: Community Shareholders
     Internatioanl 5. Leasing Service  Silver card for non-
    3. Farms shareholders

    Key Resources Channels


    1. Brick & Morter Stores 1. Brick & Morter Stores
    2. Warehousing 2. Online Sales
    3. Human capital  Website
     Mobile applications
     Third party
    marketplaces

    Cost Structure Revenue Streams


    1. Procurement 1. Traditional Stores Revenue
    2. Logistics and Warehousing  Front margin (Sales-purchase, commission)
    3. Marketing  Back Margin (Rebate, Listing Fees,etc)
    4. Administrative and General cost with Payroll being a  Shelf display
    significant element
    2. Online sales
    3. Lease rental

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