WP-T2
Defining the business model and training program
D-T2.2.2 – Business Model
Title
Green Maintenance & Gardening
Greece – Central Macedonia
1 THE BUSINESS IDEA
The idea is to create a social start-up that provides green maintenance and gardening services for public authorities (open green areas) and, in particular green maintenance, gardening and waste management based on respect for environmental sustainability.
The main customers are:
• Local Public Authorities
The social start-up will also be managed through the job inclusion of disadvantaged people.
The business idea was structured with the Canvas Business model tool which consists of the following blocks:
1. Customer segments
2. Value proposition
3. Customer relationship
4. Channels
5. Revenue Streams
6. Key activities
7. Key resources
8. Key partners
9. Cost structure
One business model is developed, as one customer segment is identified.
2 CANVAS N.1: PUBLIC AUTHORITIES
Addressing to the needs of Public Authorities, the start-up company will specialize in Green Maintenance, gardening and waste management in compliance with environmental sustainability.
The start-up can either participate in public tenders or proceed to Programming Contracts with public authorities according to the Greek National Law of 2016 that provides this possibility for social cooperative enterprises.
The work will be carried out with internal and external resources and will be conducted by providing innovative and eco-sustainable solutions also thanks to the use of machinery, equipment and tools in line with the environment.
Relations with customers will be maintained thanks to information and training activities on innovative solutions in terms of environmental sustainability and energy saving.
The value proposition consists in the quality of the proposal based on the values of eco-sustainability and energy saving and on the disadvantaged workers social inclusion policies. Another aspect is the production of added value products such as fertilizers which can also be promoted in the market.
2.1 Canvas
(1) Customer segment – Local Authorities
(2) Value proposition – High quality performance and risk reduction: regulatory adjustments; ordinary maintenance.
(3) Channels – Direct supply of services requests
(4) Customer relationships – Thematic workshops to inform about eco-sustainable solutions
(5) Revenue streams – Negotiation and bidding procedures. We estimate a turnover of € 600,000.
(6) Key activities – Advice to Public Bodies; Monitoring of tenders; Management and monitoring and scheduled maintenance.
(7) Key resourses – Research and development; Production; Quality and certifications; Monitoring; Tools and equipment
(8) Key partner – Research and development companies and institutes, Banks and insurance (financial partners), Micro loans Funds
(9) Cost structure – The most significant costs are those of the provision of necessary equipment and costs of production partnerships, which are variable costs. The cost ratio is 60-65%
2.2 Notes to the canvas
The following notes can facilitate the understanding of the model above
1. Customer segment
Local Public Authorities where is a need for green maintenance, gardening, green waste management etc. These customers require suppliers with adequate financial and quality certifications.
2. Value proposition
The value proposition consists in the fact that the services give guarantees of transparency, guarantee the respect of technical specifications, allow risk reduction. Eco-sustainable materials and energy-saving procedures will be used. Furthermore, new products will be developed, such as fertilizers.
3. Channel
Through public tenders and bids and also through programming contracts with local public authorities. It will be necessary to register for e-procurement portals.
4. Customer relationships
It will be possible to organize thematic workshops in which to highlight the operations carried out and the eco-sustainable and energy-saving solutions implemented following the assignment of the works. Establishment of Memorandum of Understanding with Local and other Public Authorities.
5. Revenue streams
With an average tender value of around € 60,000, we estimate a segment value of € 600 thousand per year.
6. Key activities
Advice will be given to the public administration to raise awareness on the sustainability and protection of the environment. Green Maintenance will be carried out with its own personnel and equipment.
7. Key resources
Human resources.
Equipment.
8. Key partners
Partnership with innovative companies will be very important to adopt new solutions in terms of environmental sustainability and energy saving. The financial partners are fundamental for the guarantees required both in the design phase and in the execution of tenders.
9. Cost structure
Structural costs (equipment, warehouses, transfer means) are estimated at around € 150,000 per year and promotion costs at around € 10,000, while staff costs are around € 200,000 per year.
3 LEGISLATIVE REFERENCES FOR THE ESTABLISHMENT
Legal nature The possible legal forms for the start up are:
social cooperative (for job inclusion)
Reference laws
The regulatory references for the Social Cooperatives, in Greece are:
L. 4430/2016
L. 4412/2016, L. 4413/2016
Ministerial Decision (221/2012) for the maintenance and operation of the General Register of Social Economy
Link to the laws http://koinsep.org/4430-2016/
4 LEGISLATIVE REFERENCES FOR PERSONNEL HIRING
Types of contract Full time contracts
Part time contracts
Conditions The employment relationship of employee members is governed by applicable labor law
Reference law L. 4387/2016
Link to documents
5 ORGANISATION
The new social startup needs the following human resources
Type Role n.
Able-bodied Coordination and management 1
Operative 8
Disadvantaged people Coordination and management 1
Operative 5
TOTAL 15
Type of disadvantaged people
long term unemployed
women in difficulty,
young people,
physical impaired
immigrants
ex-prisoners
ex drug addicted
ex alcohol addicted
ex gambling addicted
5.1 Roles
I ruoli sono riferiti alla start up unica con le tre divisioni commerciali (una per tipologia di cliente)
Ruolo Tipologia N.
General direction Able bodied 1
Commercial manager Able bodied 1
Administration Disadvantaged people 1
Contact center workers Disadvantaged people 2
Artisans Able bodied 7
Apprentices Disadvantaged people 3
TOTAL 15
5.2 Functions
General direction
Implement the strategies indicated by the board of directors, coordinate the activities in particular by managing the design area and site managers, controlling the financial aspects, developing partnerships, maintaining relations with the banks.
Commercial manager
Identify and develop business partnerships, defining and implementing collaboration programs. Organizes and supervises the activities of communication, promotion and relations with the customers, also taking care of the after sales service. Conducts surveys and satisfaction analysis
Administration
They manage ordinary accounting, also taking care of the control and monitoring aspects. The tender office manager is assisted by tenders on tenders.
Contact center employees
They manage the web platform and use the management software for scheduled maintenance. They receive customer requests and organize appointments of sales personnel, designers and site managers.
Artisans
Specialized workers involved in maintenance, renovation and emergency intervention
Apprentices
Workers in work placement. They work in assistance to specialized workers.