In an era of heightened environmental consciousness, consumer demand for sustainable and vegan-friendly products has seen unprecedented growth. Greenesta aims to address this demand by exploring getting into a B2C marketplace for vegan products. The idea is to create a platform where eco-conscious consumers can discover and purchase high-quality, cruelty-free, and environmentally sustainable products. However, like any business venture, the success of Greenesta's B2C initiative hinges on a thorough evaluation of market attractiveness, a deep understanding of customer needs, a clear product strategy, and a scalable business model.

This case study delves into the strategic approach needed to assess whether Greenesta's transition to a B2C vegan marketplace is the right business opportunity. By analyzing market dynamics, identifying core customer jobs-to-be-done, defining a lean MVP, and exploring potential business models, this study provides actionable insights into the viability of the initiative.

Every product needs to generate revenue! The business model is the way to capture value—how the product will make money. I define and refine this model as I develop and discover more about the product. It will likely evolve or even pivot over time as the product, company, and market change.

BUSINESS MODEL

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An MVP is a simple version of the product with only essential features, allowing me to test it with early users who might pay or give feedback. My goal in creating an MVP is to avoid building something customers don’t want and to learn as much as possible about their needs while saving time and money.

MVP

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Product strategy is the art and science of understanding customer problems and aligning the organization around creating desirable outcomes for customers and your business.

Benefits of Effective Product Strategy

• Clear product vision
• Strong customer advocacy
• Products aligned with business strategy
• Strong product-market fit
• Effective collaboration across functions
• Strong product growth
• Effective product innovation

PRODUCT STRATEGY

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There are 3 legs of a product opportunity

Product Market Fit : Does the product solve a
relevant and important problem for a large enough set of customers?

Product Company Fit: Does the product fit well with our capabilities and is it differentiated from competition?

Product Business Fit: Will customers pay for the product and will it generate viable economic returns for us?

IDENTIFYING THE ATTRACTIVENESS OF OPPORTUNITY

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Customers often buy products or services because they find themselves with a problem they would like to solve. With an understanding of the “job” for which customers find themselves “hiring” a product or service, lets try to understand what they are trying to do.

JOBS TO BE DONE 

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Overall Synopsis

Greenesta's potential as a B2C vegan marketplace lies in its ability to address a growing consumer demand for cruelty-free, eco-friendly products beyond just the vegan audience. By leveraging its strengths in sourcing sustainable materials and creating a seamless e-commerce experience, Greenesta can stand out in a competitive market. However, success will hinge on building strong customer loyalty, managing operational costs effectively, and strategically positioning the brand to appeal not just to vegans but also to a broader audience seeking high-quality, sustainable alternatives. With the right approach to scaling, customer engagement, and market education, Greenesta can establish itself as a profitable and impactful player in the eco-conscious consumer space.