Bloomhouse Florals — Products, Services & Revenue Streams
The products, services and revenue streams across retail bouquets, online delivery, corporate accounts, weddings and events, and subscriptions, and the unit economics.
Section 5 · Business Plan
Products, Services & Revenue Streams
The products, services and revenue streams across retail bouquets, online delivery, corporate accounts, weddings and events, and subscriptions, and the unit economics.
This section details each revenue stream, its product offering,
pricing logic and the unit economics that build up to the consolidated
revenue forecast. Every figure ties to the integrated financial
model.
5.1 Retail studio
The flagship studio is the brand’s physical anchor: a beautifully
merchandised space offering ready-made and made-to-order arrangements,
seasonal bouquets, indigenous and exotic stems, potted plants, vases and
gifting add-ons. Walk-in and telephonic orders are fulfilled same-day.
The studio doubles as the design and production hub for all channels,
maximising utilisation of skilled florists and refrigeration.
| Retail metric | Year 1 | Year 5 |
|---|---|---|
| Orders per year | 8,600 | 19,800 |
| Average order value | R477 | R571 |
| Revenue | R4.1m | R11.3m |
Table 7. Retail studio unit economics.
5.2 Online direct-to-consumer
The e-commerce channel offers curated occasion ranges — romance,
sympathy, celebration, congratulations, corporate — with same-day
delivery for orders placed before midday. Pricing spans accessible to
premium tiers, with gifting add-ons (cards, chocolates, vases) lifting
average order value. Online is the fastest-growing stream, scaling from
a modest base as marketing, search visibility and repeat purchase
compound.
| Online D2C metric | Year 1 | Year 5 |
|---|---|---|
| Orders per year | 5,250 | 21,300 |
| Average order value | R648 | R770 |
| Revenue | R3.4m | R16.4m |
Table 8. Online D2C unit economics.
5.3 Corporate & hospitality contracts
This stream provides recurring, contracted revenue from offices,
hotels, restaurants and retailers requiring regular floral dressing,
plus branded ESG gifting programmes. Contracts are typically billed
monthly on 30-day terms and renew on rolling annual cycles. The account
base grows from a handful of foundation clients to a diversified
portfolio, with average revenue per account rising as service scope
expands.
| Corporate & hospitality metric | Year 1 | Year 5 |
|---|---|---|
| Active contracts | 17 | 58 |
| Average revenue per account / month | R7 600 | R9 600 |
| Revenue | R1.6m | R6.7m |
Table 9. Corporate & hospitality unit
economics.
5.4 Weddings & events
A full-service design practice for weddings, corporate functions and
private events, encompassing consultation, bespoke design, installation
and tear-down. Bookings are secured well in advance with deposits,
providing forward visibility. Average event value rises as the brand
builds a premium portfolio and planner relationships.
| Weddings & events metric | Year 1 | Year 5 |
|---|---|---|
| Events per year | 25 | 80 |
| Average event value | R34 000 | R45 000 |
| Revenue | R0.8m | R3.6m |
Table 10. Weddings & events unit
economics.
5.5 Subscriptions
Scheduled weekly or fortnightly deliveries to homes and small offices
convert occasional buyers into predictable recurring revenue, with cards
kept on file and low incremental acquisition cost from the existing
customer base. Subscriptions are a high-retention, brand-reinforcing
stream that lifts customer lifetime value.
| Subscription metric | Year 1 | Year 5 |
|---|---|---|
| Active subscribers | 240 | 520 |
| Average revenue per user / month | R191 | R256 |
| Revenue | R0.6m | R1.6m |
Table 11. Subscription unit economics.
5.6 Consolidated revenue build
Aggregating the five streams produces the consolidated forecast
below. The blend shifts over the plan as online and corporate scale
fastest, diversifying the revenue base and lifting the recurring
share.
| Revenue by stream (R’m) | Y1 | Y2 | Y3 | Y4 | Y5 |
|---|---|---|---|---|---|
| Retail studio | R4.1m | R5.3m | R7.2m | R9.2m | R11.3m |
| Online D2C | R3.4m | R5.6m | R8.4m | R12.3m | R16.4m |
| Corporate & hospitality | R1.6m | R2.5m | R3.5m | R5.0m | R6.7m |
| Weddings & events | R0.8m | R1.2m | R1.9m | R2.7m | R3.6m |
| Subscriptions | R0.6m | R0.7m | R0.8m | R1.0m | R1.6m |
| Total revenue | R10.4m | R15.2m | R21.9m | R30.2m | R39.6m |
Table 12. Consolidated revenue build by
stream.
assumption-led
The plan targets a 39.5% revenue CAGR from Year 1 to Year 5. This is
achievable for an early-stage omnichannel business scaling from a small
base, but it depends on disciplined execution across customer
acquisition, corporate business development and the Year-3 Pretoria
expansion. Investors and lenders should stress-test the growth path; the
sensitivity analysis in Section 16 shows that a sustained revenue
shortfall of around 19% reduces equity IRR from roughly 45% to single
digits.
Confidential — this business plan is provided to prospective investors and lenders for evaluation purposes only and may not be reproduced or distributed without the written consent of Bloomhouse Florals (Pty) Ltd.