Eco. Building Business Plan Karin Auslender Amine Choukir Aurélien Petit Vincent Wurtz
Idea / Concept Introduction Integrated solutions High quality services Ecobuilding High architectural identity
The opportunity A huge market : • 62% of Europeans are homeowners A favourable context : • Political context in France • New building standards environmentally oriented such as the HQE standard (High Environmental Quality) begin to gain greater importance • 78% of French people would be ready to pay more in order to have an ecological house[1] A non-well structured market : • The interest for eco-houses and recourse to sustainable development logics is relatively new • No clear leadership is established yet. [1]http: //programmes. france 2. fr/legitimesdepenses/index. php? id_article=417&id_rubrique=141&numsite=136&page=article
Customer’s benefit Project’s point of view • All in one solutions one interlocutor • Overall view of today’s possibility in eco-houses • Near customer’s needs and expectations through partnerships with local architects and suppliers Product’s point of view • Healthier and more comfortable lifestyle • Benefits from energy savings • Self satisfaction: participation to the environment protection
Range of product Environmental friend (1200 €/m 2): For people having a much tighter budget: Design proposals: performing wall isolation, natural ventilation, etc Respect for HQE® standards Environmental close friend (1300 €/m 2): Environmental friend + additional features Design proposals: geothermic, earth cooling/warming tubes, photovoltaic panels Over-cost will be partly overcome by taking advantage from current legislation. Environmental top friend (1450 €/m 2): This range of product address to people wanted to go beyond current standards and having quite important budget to realize the eco-house of their dream. http: //www. la-bonne-maison. com
![Market analysis Private individual’s house market • Above all regional • 3800 constructors [1]](https://present5.com/presentation/e587a0ce0395b95e3cb70a4536bd6810/image-6.jpg "Market analysis Private individual’s house market • Above all regional • 3800 constructors [1]")
Market analysis Private individual’s house market • Above all regional • 3800 constructors [1] good in term of competition less attractive in term of development • 562. 000 new houses in 2006 = 12 billion € [2] Huge market (everyone is able to have some shares) • Steady growth of 5% [1] Source: http: //www. developpement-construction. com/txt_chiffres_cles_acteurs_maisons_individuelles. htm [2] Crédit Foncier
Strategy Main goal • Become leader in the ecological housing consulting in France Core Business • Construction and supervision of ecological houses Target market • Young families with parents below the age of 50
Strategy Competitors and market positioning
Development Strategy Early stage • 1 st projects designed internally • Partnership with local suppliers and construction company 1 st Development Phase • Regional scope: – Partnership with local architects 2 nd Development Phase • National scope: – Creation of franchise networks – Development of new partnerships with architects
Company structure Client Ecobuilding Sales & Client relationship Project management and monitoring Relationship with partners and suppliers Marketing Partners and suppliers Suppliers of power systems Local building companies Local architects Other research consultancies
Marketing strategy Branding based on: High-quality and knowledge in the ecological field General marketing Additional features Contracts with clients
Financial analysis Financials and risks • The french context is very positive towards real estate market : – GDP growth of 2% in 2006 – Recent laws in favor of new real estate for owners – Credit taxes for customers • If we consider a growth rate of 5% for the real estate market, we can expect a 12% growth rate: – Environment content : our differentiation, fashionable notion – Legal content : credit taxes, government subvention for customers • Goal : building 10 houses/month at the end of the 1 st year
Good scenario Assumptions • • We make all our objectives, with a growth rate of 12% We also create a franchise at the beginning of the 3 rd year
Bad scenario Assumptions • Our sales don’t take off, and our growth rate is only 5% • No creation of franchises
Financial analysis: Conclusions • In both cases, we are profitable • We dont’need VC : we expect to raise personnally the required capital equally : 30 000€ per partners
Risk analysis Entry barriers
Risk analysis Risk factors Possible exit strategy • Sale to a bigger company (ex: leader of the market (Geoxia))
Management team The team Currently on Board • • CEO: Sales Manager: Project manager: Marketing manager: Missing members • Architect • Jurist • Accountant Aurélien Petit Amine Choukir Vincent Wurtz Karin Auslender
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