Crossing the chasm and bowling alley strategy
- Describe how a bowling alley strategy would look for your company.
The first segment for us would be the center of Aarhus as we all currently are located there. It could be argumented that Copenhagen could be a better option due to it being a bigger city and new concepts like Dågh are more frequently introduced than in Aarhus.
- What would be the first segment to conquer?
The first segment to conquer would be the target group of 20 to 35 year olds as our survey conducted earlier in the course showed that the willingness to buy dough from our service was highest within this age group
- How will the next step be if it were either new applications or new segments
In terms of new applications, there could be several steps we could take. One idea is to sell a monthly subscription that would make sure the customers had a fresh dough for every week. Furthermore, marketing Dågh as a community instead of a store where people sharing the same passion or interest for making bread could meet could also be a possibility. Lastly creating new recipes or dough or having “dough of the month” could also be a way of introducing new applications to Dågh.
New segments could be creating a new store in a different location which could be in a different part of Aarhus as already establishing a store in Copenhagen because of the success of one store in Aarhus would perhaps be a risk. Before doing this it would be better to establish a market lead in Aarhus before.
Blitzscaling
- Will your product be suitable for Blitzscaling?
Blitzscaling as understood by Reid Hoffman and Chris Yeh in their text “Blitzscaling Executive Summary” is prioritizing speed over efficiency in the face of uncertainty and not just merely a matter of rapid growth. This tactic is great when creating technologies and software but in our case, it is not really suitable. This is due to Dågh relying on creating a brand and mostly grow because of word of mouth and one rule of blitzscaling is ignoring your customers which would destroy our brand.
- How does it score on the different growth factor parameters?
- Could it be adjusted to be stronger aligned with the growth factors?
- How does the growth factors relate to Peter Thiels view on how to create a monopoly?
Updated Business Model Canvas
The image below shows our updated business model canvas changed in terms of our experiments since the first iteration. The hypotheses that are overlined are no longer relevant for our Business Model Canvas, such as partnering up with Wolt for delivery as we will be delivering but creating a physical store instead. Furthermore, the hypotheses coloured green are something we have proven with interviews and a survey.
