Eureka Case 30 min Undergrad

The Canvas

You are Florencia Bustamante, 41, founder and CEO of Mesa Viva, a Santiago healthy-meal delivery company. For five years it grew every quarter. For the last eighteen months it has not grown at all — and you have promised the team and the investors a plan.

The situation

You started Mesa Viva in 2018 with one idea: healthy dinners, genuinely tasty, with no planning, shopping or cooking — designed by a nutritionist, delivered weekly. It worked. By 2023 Mesa Viva had 9,200 subscribers, a central kitchen in Ñuñoa, 64 employees, and a brand that health-conscious Santiago professionals trusted. The company has been quietly profitable for three years.

Then growth stopped. For eighteen months the subscriber count has drifted between 8,900 and 9,400. Churn is steady at around 6.5% a month; new sign-ups barely replace it; and the cost of acquiring each new subscriber keeps climbing. The board is anxious about one number — the subscriber line that no longer moves. Before the next quarterly update you have to decide what to actually do about it.

Your job in this case: map Mesa Viva onto the nine blocks of the Business Model Canvas, work out which block is the real lever, and commit to rebuilding one of them. You cannot rebuild three at once — a plateaued company has the capacity to change one part of its model well.

The decision

Which block do you rebuild?

  • A · Rebuild Revenue Streams
  • B · Rebuild Customer Segments
  • C · Rebuild Channels

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