Tango Buy: A Digital Farmers Market
A dynamic marketplace dedicated to bridging the gap between local farmers and eager consumers who appreciate the value of locally sourced products. Focused primarily on empowering smaller farmers situated outside major cities in Ontario, the platform addresses the challenges they face in distributing their produce to a wider audience.
Date Started
September 2020
Date Ended
October 2021
Role
Product Manager
Duration of Project
1 year and 1 month
This video highlights the problem statement and value proposition
This video showcases mid-fidelity mockup screens
Skills
Early Concepting
User Segmentation
User Journey Mapping
Customer Interviews
Outreach and Customer Engagement
Hypothesis Validation
User Personas
Market Research and Analysis
Data-Driven Analysis & Visualization
Prototyping
MVP Development
Tools
Miro
Figma
Qualtrics
Final Cut Pro
Framework Used
Utilized Scrum methodology for project development.
Applied lean principles for MVP development.
Demonstrated design thinking through user research, surveys, wireframes, and A/B testing
Project Highlights
Successfully translated market research insights into tangible product features, implementing 80% of the identified research findings.
Achieved a user adoption rate of 60% within the first three months of the initial MVP launch.
Integrated insights from 15 in-depth market reports and customer feedback sessions into the product roadmap.
Distinguished my team as the sole participant in the master’s cohort to test the initial MVP with 31 actual users, achieving a noteworthy milestone by generating $1000 in revenue within the first four days of initial MVP testing.
Key Takeaways
As the Product Manager for Tango Buy, I played a pivotal role in guiding the product through its various stages, from conception to the creation of the initial Minimum Viable Product (MVP), ensuring a holistic and data-driven approach to product development.
My role in Tango Buy encompassed in-depth market analysis, MVP development, and strategic market insights, reflecting my ability to navigate complex challenges and drive the project toward sustainable growth.
Also, I was instrumental in establishing a platform that not only addresses market needs but also supports local farmers and fosters community engagement. This experiential learning opportunity was a crucial component of my master's degree in entrepreneurship and innovation, where I worked with a multidisciplinary team of three other members.
In this section I walk through my key takeaways from the Tango Buy project, emphasizing the importance of effective communication, data-driven decision-making, user-centric strategies, financial modeling, and continuous improvement in the realm of product management.
Optimizing Team Communication:
Through this project, I acquired an understanding of the importance of streamlined communication for project success by employing Scrum methodology, Jira, and Slack for efficient collaboration.
Scope Definition Importance:
I gained insights into the critical role of a clear scope definition in successful project management. For Tango Buy, I demonstrated this by effectively breaking down the feature release into three stages, balancing the creation of a complete product with the incorporation of essential features for a successful Minimum Viable Product (MVP).
Continuous Improvement:
I embraced the significance of rapid learning and iteration. This involved validating the problem, engaging with actual users, and recognizing the importance of continuous improvement driven by user feedback and market dynamics.
Proper User Segmentation:
Through comprehensive market research, I acquired the knowledge and skills needed to implement effective user segmentation strategies. Additionally, I learned to utilize feedback loops to refine and validate segmentation approaches, ensuring a more nuanced and tailored understanding of user demographics, preferences, and behaviors for product feature customization.
Crafting Relevant Survey Questions:
I honed the ability to formulate relevant survey questions for actionable insights.
MVP Development:
I gained the ability to prioritize features based on user feedback and market research, and I learned to iteratively test and refine the MVP through A/B testing and direct user engagement.
User Engagement Metrics:
I developed proficiency in tracking user engagement metrics during the MVP phase, including monitoring conversion rates and order volumes.
Financial Modeling from MVP Testing:
By applying MVP results in practical scenarios, I leveraged the valuable data derived from MVP testing for comprehensive financial modeling. This approach allowed me to gain a deeper understanding of financial metrics and use them strategically to inform revenue projections, contributing to the overall sustainability of the business.
The Research Process
Introduction
When approaching this project, I applied design thinking principles to understand the needs, pains, gains, and journey of potential users. This journey led to the creation of Tango Buy, a digital farmers market, after our initial idea for Sprychee—a mobile food delivery app for seniors—failed validation.
Research the User’s Needs
We began the project with the aim of better understanding our pre-defined target users through various research methods. As the product manager and the research lead, I conducted secondary and primary research by performing competitive analysis, reviewing related readings and studies, and gathering insights through 9 well-defined survey questions to a pool of 115 users.
The pre-defined target customers my team and I came up with were:
people with mild visual impairment who are inept in using mobile apps;
people who are not familiar with the food delivery app;
people who are open to the idea of learning how to use the platform to order food.
In the survey form, 35 of the respondents were below 50 years of age, 65 were between the ages of 50-65, 8 were 65-75 years old, and only 7 were above 75 years old, adding up to 115 correspondents. The time frame was done in six days from November 10-16, 2020, and was officially closed on November 16, 2020.
Survey Results Analysis: Age Group and Mobile App Usage
Q1: What is your age?
Q4: Have you ever used a mobile application on your phone to order food delivery?
Younger age groups (under 50 and 50-60) show higher mobile app usage for food delivery (75% and 53.8%, respectively).
Participants aged 65-75 have the lowest usage (25%).
Survey Results Analysis: Reasons for Not Using Food Delivery Apps
Q5: What is the reason(s) for you NOT using a website or a mobile application to order a food delivery service? (Please check all that apply)
The most common reason is a lack of familiarity with mobile apps.
Survey Results Analysis: Participant Locations
Q1: What is your age?
Q2: Where do you currently live?
Most participants reside in city cores, except for those aged 75 and above.
Conclusion and Recommendation
During the brainstorming phase, we aimed at individuals over 50 in suburban and rural areas. However, the primary research revealed limitations, with a small portion of our target audience in remote communities. Moreover, a majority preferred phone call orders over mobile apps, posing a significant gap in the business model. With the main reasons for non-usage being high delivery costs and uninformed app use, we decided to pivot from the Sprychee idea.
The Birth of Tango Buy - a Digital Farmers Market
Facing the setback, my team and I shifted our focus to bridging the gap between local farmers and consumers. Tango Buy initially focused on non-perishable products, targeting tech-savvy females, aged 18-44, in urban areas, with an interest in food and e-commerce.
To validate the market needs, I conducted two sets of primary research, one for suppliers and another for customers.
Primary Research Results - Suppliers
Primary Research Results - Customers
II. Defining the Problem
Problem Statement
Small and medium-scale local producers, as well as specialty shop owners, face challenges in competitively selling their products due to limited production capacity. This constraint inhibits them from securing contracts with prominent retailers and advertising their products effectively. In a survey of 100 suppliers, logistics and shipping costs were identified as barriers to selling products in urban areas. Consumers, on the other hand, struggle with traveling to rural areas to access these local products. Online purchases often require reaching a minimum order fee, leading to overbuying, quick spoilage, and food waste. Additionally, consumers lack information about the source and health benefits of their food.
III. Defining the Users
Target Customer - Sarah
Sarah is a 40-year-old female lawyer residing in Yorkville with a partner, earning a combined annual income of $400,000. She is a food enthusiast, tech-savvy, and values a positive customer experience.
Problem
Sarah struggles to find high-quality locally sourced products due to limited availability in her area.
She wants to support local farmers and have access to fresh, nutritious food.
Pains
Limited availability of locally sourced products in her area
Difficulty finding specific products she needs from local farmers
Concerns about the freshness and quality of the products she finds
Goal
Sarah wants to easily discover and purchase a variety of locally sourced products, supporting smaller farmers and enjoying fresh, high-quality food in the process.
Benefits
Access to a wide range of locally sourced products directly from farmers
Confidence in the freshness and quality of the products she purchases
Supporting local farmers and contributing to the local community
Trigger
Sarah attended a food seminar where she learned about the benefits of supporting local farmers and the challenges they face.
This event sparked her desire to actively seek out solutions that can help her connect with local farmers and access their products.
Barriers
Concerns about the convenience and reliability of purchasing directly from farmers
Lack of awareness about the options available to connect with local farmers
Preference for the convenience of traditional grocery shopping
Target Supplier - Emma
Emma is a small farmer located outside of major cities in Ontario. She faces challenges in distributing her produce to a wider audience and reaching prominent retailers. Limited production capacity and lack of advertising resources restrict her from expanding her customer base and increasing sales.
Problem
Emma struggles with distributing her produce to a wider audience and reaching prominent retailers due to limited production capacity and advertising resources.
Pains
Limited customer base and sales due to distribution challenges
Difficulty in accessing prominent retailers
Inability to effectively advertise and promote products
Goal
Emma wants to expand her customer base, increase sales, and establish long-term partnerships with prominent retailers.
She desires to overcome distribution challenges and effectively promote her locally sourced products.
Benefits
Expanded customer base and increased sales
Established partnerships with prominent retailers
Efficient distribution and effective product promotion
Trigger
Emma's sales are declining, and she realizes that her limited customer base and distribution challenges are hindering her business growth.
This realization prompts her to actively seek solutions to overcome these obstacles.
Barriers
Concerns about the cost and affordability of distribution solutions
Lack of knowledge about available distribution platforms and their effectiveness
Fear of potential disruptions in the production and delivery processes
IV. Defining the Value
Unique Selling Proposition
Tango Buy provides small and medium-scale producers, including smaller farmers, with a platform and operational logistics, connecting them directly to consumers. Through "group buying," consumers gain easy access to locally grown produce at lower prices with minimal delivery fees, minimizing food waste. The platform focuses on non-perishable goods initially, allowing for reduced expenses and better margin control.
V. Competitive Landscape
Competitors
Short Food
Supply Chain
(SFSC) services
Local Retailers
Food Delivery Services
Local Wholesale
Distributors
Traditional
Farmers' Markets
Competitive Analysis - Porters Five Forces
Competitive Rivalry: High, with existing local food initiatives and direct competitors.
Threats of New Entry: High, given the challenge of building customer and supplier relationships.
Buyer Power: High, as customers have various food delivery options.
Threat of Substitution: High, as the business model is replicable.
Supplier's Power: High, influenced by the pricing list provided by suppliers.
Competitive Analysis
Strategies to maintain Competitive Advantage
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In-Depth Selection: Thoroughly research and select unique, high-quality products that are not easily found in regular markets.
Variety and Exclusivity: Ensure a diverse range of products to cater to different tastes. Strive for exclusivity by collaborating with local artisans and farmers offering distinctive items.
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Personalized Engagement: Establish and maintain personalized relationships with suppliers, understanding their individual needs and challenges.
Transparent Communication: Foster open and transparent communication channels, ensuring suppliers are well-informed about the platform's objectives and strategies.
Collaborative Decision-Making: Involve suppliers in decision-making processes, seeking their input on product selection, pricing strategies, and overall platform improvements.
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Efficient Logistics: Optimize distribution and logistics to ensure timely and cost-effective delivery for suppliers and customers.
Centralized Hub: Implement a centralized hub for product consolidation, streamlining the shipping process and reducing overall costs.
Technology Integration: Leverage technology for real-time tracking, providing visibility and transparency throughout the delivery process.
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Weekly Updates: Regularly update users on seasonal product availability, new arrivals, and unique offerings through weekly newsletters or push notifications.
Educational Content: Provide educational content about the benefits and origins of local products, enhancing users' understanding and appreciation
Interactive Platforms: Create interactive platforms, such as webinars or Q&A sessions, where users can engage with suppliers and learn more about the products they purchase.
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Training Programs: Develop training programs and resources to empower smaller farmers in optimizing their online presence and effectively utilizing the platform.
Financial Support: Explore partnerships or initiatives to provide financial support or favorable terms for smaller farmers, reducing entry barriers and encouraging their active participation.
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Environmentally Friendly Packaging: Encourage and incentivize suppliers to use environmentally friendly packaging, aligning with growing consumer preferences for sustainability.
Local Sourcing: Emphasize the benefits of local sourcing, reducing the carbon footprint associated with long-distance transportation and supporting regional agriculture.
VI. Proof of Concept
The First Ideas
To begin the process of bringing our concept to life, I created low-fidelity wireframes of 5 essential functionalities.
Customer Registration screen: User-friendly entry point for new users.
Product list screen: Streamlined display of available products.
In-app messaging screen: Simplified interface for seamless communication.
Product details screen: Dive deeper into comprehensive product information.
Supplier profile screen: Understand the suppliers better through detailed profiles.
Exploring Mid Fidelity
This comprehensive demo video highlights mid-fidelity mockup screens I meticulously designed in Figma, illustrating a user journey divided into four sections.
Register and Login:
Login screen: Seamlessly access the app with user credentials.
Register screen: User-friendly registration interface for new users.
Registration success/failure screen: Clear feedback on registration outcomes.
Browse:
Product list screen: Effortlessly explore the array of available products.
Product description screen: In-depth details about each product for informed decision-making.
Supplier profile screen: Gain insights into supplier profiles, including reviews.
Research:
Supplier profile: Detailed information about suppliers.
Ask Question screen: Direct communication channel for user queries to suppliers.
Ask previous buyers screen: Access reviews and insights from past buyers.
Question submitted successfully screen: Confirmation of successful question submission.
Engagement:
Share Link screen: Facilitate sharing of product links.
In-app messaging screen: Seamless communication between users.
Delivery and pickup screen: Manage product delivery preferences.
Checkout screen: Smooth, user-friendly checkout process.
Payment screen: Secure payment options for transactions.
Subscribe screen: Actively engages users, enticing them to join for exclusive deals and enhancing the overall value of their purchases.
Payment successful screen: Confirmation of successful payment.
Concept Testing
In January 2020, Tango Buy was able to curate 400 different farmers and artisanal shop owners all over Ontario and successfully acquired 40 of them to be its full-time suppliers. For the first three months, the company maintained a good relationship with the suppliers and partnered with Il Gelato di Carlotta as the primary partner for our initial trial for our minimum viable product.
Tango Buy Homepage
Product Page
To begin the process of bringing the concept to life, the features on our platform have been divided into three stages. The first stage is all about essential features like group buy, and suppliers’ profile creation. The second stage aims to engage and increase the retention rate, and then the final stage is to enhance bonds with suppliers.
Timeline:
1st Stage (6 months) - Essential features
2nd Stage (4 months) - Engage & Increase the retention
3rd Stage (6 months) - Enhance the bond with suppliers
Features Structure and Platform Workflow
User Flow
Tango Buy built its introductory platform via Shopify, which has listed our supplier's product lines and descriptions. In our first run, we gathered 30 orders and a total of $1,050 in revenue, with $150 in profit by June 2020. In the months following the first Minimum Viable Product (MVP) trial, the company decided to focus on non-perishable goods to carry, enabling the finances to lessen expenses and have more margin on the products selected.
In June 2021, Tango Buy introduced its minimum viable product to a pool of customers in the GTA region with a total of 31 customers. During the testing period Tango Buy focused on selling Gelato from a local supplier in the Niagara district (II Gelato di Carlotta). The whole process took 4 days in total. The full service was held on Shopify website using a 14-day free trial. The delivery to customers was handled by the supplier and the delivery date was 3 days after the last day of collecting orders. Tango Buy reached $1159 dollars in sales with a 12% net profit of $141.61.
Financial Projection
After a test run in June, considering logistics, profitability, and market positioning, we decided not to pursue the business. The optimistic projection showcased growth but lacked concrete research. The realistic approach, with a 20% profit margin, was based on product-specific user research.
Optimistic Financial Projection: The optimistic projection is to showcase growth profit. I am aware that a profit margin of 50% is highly unrealistic and this assumption lacks concrete research and validation to back up the feasibility. This is what the total breakdown would look like, causing us to break even in the second year.
Realistic Financial Projection: The realistic approach takes a more granular approach. I found a profit margin of 20% was much more realistic.
Optimistic Financial Projection
Realistic Financial Projection
Assumptions