SD5163 Managing Value Creation - Dr. Xihui Liu
TIMELINE 2013.7
GogoVan was founded in Hong Kong
2017.8
2014.6
2014.12
Expand business to Singapore.
2016.3
2015.7
Expand business to Taiwan
Merge with the largest Chinese logistics company: 58 Express, to become Asia's leading logistics business.
Expand business to India.
Completed the B round of financing.
2013.10
Received about HKD $400,000 grant from Cyberport creative Mini Fund and the "Fostering Programme."
Gogo Van is a delivery and transportation service, born in Hong Kong in 2013, co-founded by Steven Lam Hoi-yuen, Nick Tang Kuen-wai and Reeve Kwan Chun-man. GogoVan is the pioneer of the on-demand shared transportation services, it has expanded it’s services to Taiwan, South Korea, Mainland China and India, and it is known as the Uber of delivery!
MARKET RESEARCH
2014.8
2015.3
Completed the A round of financing and obtained $6.5 million grant.
2015.10
Expand business to Mainland China.
2016.5
Expand business to South Korea.
Completed the C round of financing.
STAKEHOLDER ANALYSIS
Questionnaire
Sample: People who live in Hong Kong Total sample: 19
1 Have you ever used Gogo Van? What are your general comments? Yes No
5
HK Government
Haven’t used No Obvious Differences Gogo Van is Cheaper Gogovan’s Driver is Better
3 11
1 1 1
exp
Appli
n
cation
Create p
rofit
5 Did they spoil your goods? 14
(But there is no projection for transporting goods.)
11
1 1
Important Value Flow
-Eco footprint -Resource Recycling -Charity Events
Key Resources
-APP-based platform -Vehicles & equipment
Customer Relationships
Connect through APP -Customers can get access to drivers directly thru the app -Smart matching -Feedback matters
Customer Segments
Society
Society
Ecosystem
Ecosystem
Individuals Families, couples, students
Organization
Organization
User
User
Companies and brands Retailer, manufacturer, firm…
Profit
Happiness
Stability
Core Value
-Tourists and passengers -Charity organizations -Communities
Shared Drivers
Belonging
HappinessBelonging
Stability Livability of the Environment
Social Reponsibility
Wealth
Reciprocity
Wellbeing
Channels
Profit
Eco-Effectiveness Sustainability
Wealth
-Customization -Long-term relationship -Customer Services
FUTURE VALUE FRAMEWORK
Core Value
Shared Drivers
Meaningful Life
Eco-Effectiveness Sustainability
t
-Service diversification -Sense of belonging -Long-term relationship
-Luggage carrying -Clothes Recycling
Value Proposition
Information Platform -Connect drivers and customer -Match supply and demand -Real-time driver location
Logistic Services -Transporting goods and passengers -Pet shuttle -Profile delivery -Moving construction waste -Warehousing -Monthly rental service
Social Reponsibility
Reciprocity
Wellbeing
Meaningful Life
-Online/APP/Tel
Whats new?
-Information -Constellation
Cost structure
-Fixed management fee -Marketing -Workforce
Hardware Industry (Cart and carrier)
V m alu on e ey fo r
Key Activities
-Online Payment
ly
o fo o- t Ec rin p
-Community -Charity Organization -Eco-friendly -Organizations
Energy suppliers
pp
t
Online Payment -Supplier -Tours Companies -Airport/Train Station
Su
Employees
o fo o- t Ec rin p
Companies & Brands IKEA/KFC/Pizza Hut Nike/E-print/Pricerite Spacious
Supply
CURRENT VALUE FRAMEWORK
Future Business Model
Suppliers -Van -Mobile Internet -GPS -Equipment
Competition Prices
VALUE FRAMEWORK
Current Business Model
e
Although they expanded to other areas in Asia, their service scale is still small, and customers are asking for an expansion of services.
BUSINESS MODEL
Key Partners
ue
ven e r rate tion e n Ge horiza Aut
plienc
r
Always Sometimes Need Extra Fee
F
Gogo Van still has some weaknesses: it can be time-consuming to make and receive an order, and the location is sometimes not accurate, etc.
6 Did the driver help load the goods?
ia
nc ina
Work
Gogo Van is quite popular among people living in Hong Kong, in general the app received positive comments from the users. Customers started to use Gogo Van mainly thru friends recommendations, they like their service because of convenience and mobility.
ort
pp l su
GOGOVAN
Competitors
Takeaways
Didn’t Happen
&
E
& com
V m alu on e ey fo
0
b
a st
rizatio
h
lis
g na
a
M
Pay
8
2
e
re
4 Did you request for any extra services? Moving Services Borrow Carts Pet Shuttle
Executives
osu
Autho
Policy Maker
16
t efi en lb y tua cit Mu cipro sion Re pans Ex
ge
9 Have you ever used other logistic services? How is it compared with Gogo Van?
6
1
Mana
s
1
blic
e vic
Accurate Inaccurate
2
Pu
er /s
< 10min 10min-20min 20min-30min > 30min
ts uc
3 How long did it take to confirm an order? Was the location accurate?
od
3
Social Media
Small Goods and Document Delivery Food Delivery Shared Van One-stop Moving Service Appointment Making Standardize the Extra Fee
Drivers
pr
8 What other services do you think are necessary to improve Gogo Van?
11 2
Data Provide information
Investor
et
4
1
6
8
2 How did you know about this app? Friend’s Recommendation TV Advertisement Internet Saw it in the street
2
4
Know le Reco dge mmen dation
G
2
Average Good Convenient
No Special Requirements Good Service (Especially Mandarin) Language
ience
User
7 Do you have an specific requirement when hiring a driver? 14
Exper
-Event Promotion
1
Revenue Streams
-Gogo Van score paid by drivers -Long-term rental service
-Expansive Services
2
Creating online paying model for the extra service （lifting, packaging, etc.) Making the process more effective and transparent. Gogo Van drivers could be appointed to pick up tourists from airport, train station, etc.
3
Vans could be appointed to recycle the waste after the 1st stage of packaging.
4
Gogo Van could take part in the charity activities by the little extra bonus from the users.
SOLUTIONS Based on Gogo Van’s current value proposition, we advice the use and analysis of data to improve the user experience, as well to increment and improve the services by different areas and necessities.
Online Payment
We also advice the improvement of their payment process, based on the feedback from our survey, users are not very satisfied with their payment method. They can introduce online payment method to make the payment process smoother.
Team:
Lu Qingya 17091233G
Better user experience
To bring their business model into the new business paradigm and improve their current value proposition, they may explore social responsible activities, such as charity. They can partner and collaborate with charity and Non-profit organizations to expand their social impact.
Wen Jiangxin 17092771G
Charity
People in need
Huang Heqing 17090137G
The other possible option is to enter a new market, which can enrich their service type to attract more users. For example, they can help travellers transport their large luggage from the airports to their destination and vice versa.
Luggage
Cui Chenying 17089884G
Destination
Luz Estrella Martinez 17093975G