Process Map

Customer experience in the virtual store

1. Store Entry - The customer accesses the virtual store through the website
or an app.
- Offer an attractive visual experience with an intuitive design
that highlights the products and services.
2. Browse by - The customer can explore products (floral arrangements,
Categories luxury boxes, etc.) or services (personalization, urgent
deliveries, etc.) by category.
- Filters like occasion, price, or flower style.
3. Product/Service - The customer selects a product or service.
Selection - Personalization is offered: choose flower types, colors,
personalized messages, and more.
4. Customization - If the customer selects customization, a menu opens to
and adjust details like colors, shapes, messages.
Personalization - The customer can choose shipping options (standard, urgent)
and add special notes.
5. Shopping Cart - Once products/services are selected, the customer adds
them to the cart.
- The option to add more complementary products or services
(e.g., personalized gifts or cards) is offered.
6. Payment - The customer proceeds to payment with various options:
credit card, PayPal, bank transfers.
- The possibility to apply discount coupons or loyalty points.
7. Order - The customer receives a confirmation by email/SMS with
Confirmation order details and estimated delivery times.
8. Delivery Process - The store coordinates delivery based on the shipping type
(standard or urgent).
- Real-time shipment tracking is available to the customer.
9. Post-Sale - The customer receives a satisfaction survey or a thank-you
message with additional offers
- Loyalty is encouraged through programs or referral
discounts.
 BUSINESS MODEL (B2C AND B2B)

Flores Eternas can combine both B2C and B2B models:

B2C (Business to Consumer)

- Direct sales to consumers via the virtual store and social media.
- Targeting individuals looking for personalized gifts, small event decorations, and special
purchases like anniversaries and celebrations.
- Loyalty programs, referral discounts, and personalized gift experiences.

B2B (Business to Business):

- Services for businesses, such as corporate event decoration, collaborations for product
launches, and providing floral arrangements for offices, hotels, or restaurants.
- Consultancy for corporate events and partnerships with other businesses for limited
editions or collaborations.
- Offering recurring service contracts with discounts for companies needing regular
arrangements or continuous decoration.
 WORK SCHEDULE AND RESOURCES

Key Resources:

- E-commerce platform (development, maintenance, and digital marketing).

- Suppliers for flowers and materials (boxes, wrappings, etc.).
- Logistics teams (for regular and urgent deliveries).
- Product customization teams and event consultants.
- Customer relationship management tools (CRM) for loyalty programs.

Work Schedule (Example for the first 6 months):

Month Main Activities Necessary Resources

1 Development of the e-commerce platform Development team, UX/UI
design consultants
2 Digital marketing strategies and content Digital marketing, creative team
creation for social media
3 Launch of the virtual store and activation of Marketing team, sales
business partnerships
4 Expansion of the product catalog and Suppliers, business partnerships
influencer collaborations
5 Implementation of loyalty program and Customer service team, CRM
referral discounts
6 Performance evaluation, logistics Operations, logistics, customer
optimization, and customer service service
 FINANCIAL PLANNING (APPROXIMATE VALUES IN COLOMBIAN PESOS)

Category Description Approxim

ate Value
(COP)
Projected
Revenues
Product Sales Sales of floral arrangements (COP 150,000/unit); luxury COP
(annual) boxes (COP 250,000/unit); scented eternal flowers (COP 250,000,000
300,000/unit); limited editions (COP 400,000/unit).
Assumption: 1,000 products sold per year.
Services Product personalization (COP 100,000); urgent deliveries COP
(annual) (COP 50,000); event consulting (COP 5,000,000 per event). 100,000,000
Assumption: 100 events and 1,000 deliveries.
Loyalty Referral discounts, personalized experiences, and rewards COP
Programs points. Incentives that increase sales by 15%. 50,000,000
Total COP
Annual 400,000,000
Revenues
Costs
Fixed
Costs
(annual)
E- Development and maintenance of the online store, COP
commerce software updates. 25,000,000
platform
Salaries Employees: designers, customer service, logistics staff (5 COP
employees at an average salary of COP 2,000,000/month). 120,000,000
Rent Warehouse and office space rental. COP
(warehous 30,000,000
e/logistics)
Utilities Electricity, water, internet for the office. COP 6,000,000
Variable
Costs
(annual)
Flower Purchase of fresh flowers, eternal flowers, boxes, and COP
suppliers packaging. Assumption: COP 70,000 per unit. 70,000,000
Digital Campaigns on social media, Google Ads, influencers, and COP
marketing other advertising channels. 50,000,000
Logistics Costs of regular and urgent deliveries (outsourced COP
and to shipping companies). 20,000,000
shipping
Personaliz Materials for customizing products (cards, special COP
ation decoration). 15,000,000
materials
Additional
Costs
Consulting Third-party services for event planning or expert COP
costs consultancy. 20,000,000
CRM Customer management and loyalty program software. COP 5,000,000
software
Taxes 19% of total revenue (VAT) and other corporate taxes. COP
76,000,000
Total COP
Annual 437,000,000
Costs
Initial
Investmen
t
Platform Creation and launch of the online store. COP
developme 35,000,000
nt
Initial First batch of flowers and materials (boxes, packaging). COP
product 50,000,000
stock
Launch Advertising to drive initial traffic to the online store. COP
marketing 20,000,000
campaign
Total Initial COP
Investmen 105,000,000
t
Expected Projected revenues minus total costs. COP -
Net Profit 37,000,000
(Loss)
Break- Approximately 1,100 additional units must be sold to cover 1,100
even Point the initial deficit. additional
units

- Realistic Scenario: In the first year, it is likely that there will be losses due to high fixed
costs and the initial investment. The goal would be to cover these costs through an
increase in sales or a reduction in some variable costs (such as marketing or logistics). It
might also be necessary to negotiate better terms with suppliers.
- Projections: To reach the break-even point, it would be necessary to increase sales (either
in volume or price) or reduce costs, especially in logistics and marketing. Alternatively, the
company could focus on boosting service sales, which generally have higher profit margins
than physical products.