Value creation in a second-hand company

This study is done for the company which primary business is second-hand wholesale. The company has recently launched a Training Centre as a side project which purpose is to attract into the business new customers, who may become partners in the future. Since the threshold to enter the second-hand market is quite low, many people express their interest and want to participate in educational webinars. Although, ongoing webinars have been popular and attracted many viewers, being free they do not generate income, which represents the area of interest for the case company. Therefore, the target of this thesis is to identify and suggest the aspects of value that the Training Centre can offer to its customers, and basing on which it can define its value proposition and structure value adding practices. For this purpose, the Jobs-To-Be-Done (JTBD) theory and the Value Proposition Canvas tool will be used. Also, this thesis will look at the Training Centre’s business model as a value creation system identifying value flows, for which principles the e3-value business modelling will be applied. This study will not include any financial information. The evaluation of value will be generalized and will not include detailed commercial information due to confidentiality. The actual financial calculations of the profit formula will be left out of scope as well, though the ways of increasing revenue will be explored from the pricing policy perspective. This thesis is performed as constructive research due to focus on problem solving. The research data was collected through an online survey, internal documents analysis, benchmarking, observation, and content analysis. The research findings revealed the value propositions for two different customer segments, suggesting a few distinct products and pricing options that could lead to emerging new revenue streams. Following these findings, the Business Model was created offering an assessment of already existing practices and suggesting improvements along with additions. Also, there were defined different types of value that the Training Centre could monitor and use for evaluation of customer relationship dynamics. Finally, there were shown value flows associated with revenue creation and were given some recommendations on ways of utilizing this data