YEAR 2019-2020 BACHELOR DEGREE IN TOURISM AND ...
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YEAR 2019-2020 BACHELOR DEGREE IN TOURISM AND HOSPITALITY MANAGEMENT SUBJECT: Degree Thesis SEMESTER: Q8 TITLE OF ASSIGNMENT: “OFFUGO” ’S BUSINESS PLAN – A NEW WAY OF TRAVELING DELIVERY DATE: 03.05.2020 Student Name Clara Barbany and Sofia Fuglsang-Madsen Student ID no. E-mail address (HTSI) 16094 [email protected] [email protected] Lecturer Lecturer E- mail address (HTSI) Phd Fede Prats [email protected]
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Transcript of YEAR 2019-2020 BACHELOR DEGREE IN TOURISM AND ...
YEAR 2019-2020
BACHELOR DEGREE IN TOURISM AND HOSPITALITY MANAGEMENT
SUBJECT: Degree Thesis
SEMESTER: Q8
TITLE OF ASSIGNMENT: “OFFUGO” ’S BUSINESS
PLAN – A NEW WAY OF TRAVELING
DELIVERY DATE: 03.05.2020
Student Name Clara Barbany and Sofia Fuglsang-Madsen
Student ID no.
E-mail address (HTSI)
16094
[email protected] [email protected]
Lecturer
Lecturer E- mail address (HTSI)
Phd Fede Prats
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Index:1. EXECUTIVESUMMARY..............................................................................................5
2. BUSINESSDESCRIPTION......................................................................................8
2.1. LITERATUREREVIEW/HISTORYANDPOINTSOFINTEREST................................8
2.2. BUSINESSMODELCONCEPT.............................................................................13
2.3. STRATEGYANDCOMPETITIVEEDGE.................................................................15
2.4. MISSIONANDOBJECTIVES................................................................................15
2.5. THEENTREPRENEURIALTEAM..........................................................................16
3. ANALYSISOFTHEBUSINESSENVIRONMENT.........................................................16
3.1. THEMARKET...........................................................................................................16
3.1.1 MARKETCHARACTERISTICSANDMAJORTRENDS.................................................17
3.1.2 SIZEANDEXPECTEDGROWTH...............................................................................18
3.1.3. SEGMENTS..............................................................................................................20
3.2. COMPETITIVEENVIRONMENTANDSECTOR..........................................................21
3.2.1 COMPETITION–CURRENTANDNEWENTRANTS..................................................22
3.2.2. SUPPLIERS’BARGAININGPOWER.....................................................................25
3.2.3. CLIENTS’BARGAININGPOWER.........................................................................25
3.2.4. THREATOFALTERNATIVEPRODUCTS/SERVICES..............................................26
4. MARKETINGPLAN.............................................................................................26
4.1. TARGETSEGMENTSANDKEYSUCCESSFACTORSPERSEGMENT.....................26
4.2. POSITIONINGSTRATEGY.........................................................................................31
4.3. MARKETINGMIX...............................................................................................34
4.3.1. PRODUCTAND/ORSERVICESTRATEGY............................................................34
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4.3.2. PRICINGSTRATEGY...........................................................................................35
4.3.3. CHANNELSTRATEGY.........................................................................................36
4.3.4. COMMUNICATIONSTRATEGY...........................................................................37
4.4. FORECASTINGANDSALESOUTLOOK................................................................38
5. OPERATIONSPLAN............................................................................................38
5.1. PROCESSIDENTIFICATIONANDMAP................................................................39
5.2. LOCATION,PHYSICALINFRASTRUCTUREANDLAYOUT....................................40
5.3. RESOURCES:MACHINERYANDFACILITIES........................................................41
5.4. STOCKSMANAGEMENTANDPURCHASES........................................................43
5.5. SUBCONTRACTING............................................................................................43
5.6. PRODUCTIONCAPACITYOFFUTURECOMPANY...............................................43
5.7. OPERATIONSPLANPARAMETERS.....................................................................44
5.7.1. INVESTMENTS...................................................................................................44
5.7.2. STOCKS..............................................................................................................44
5.7.3.UNITCOSTS.......................................................................................................44
5.8. LAUNCHING:PROVISIONALPLANNING............................................................45
6. ORGANIZATIONALPLANANDHUMANRESOURCES.........................................46
6.1. ORGANIZATIONALSTRUCTURE.........................................................................46
6.2. JOBDESCRIPTIONS............................................................................................46
6.3. HUMANRESOURCEPOLICY:SELECTION,MANAGEMENT,COMPENSATION....48
6.4. MANAGEMENTTEAMANDBOARDOFDIRECTORS..........................................49
7. FINANCIALPLAN...............................................................................................50
7.1. NECESSARYFINANCIALINVESTMENT...............................................................50
7.2. PROJECTFINANCING.........................................................................................50
4
7.3. MAINHYPOTHESISANDASSUMPTIONSOFTHEBUSINESSMODEL.................51
7.4. PROJECTEDINCOMESTATEMENTS...................................................................52
7.5. SENSIBILITYANALYSIS.......................................................................................53
7.6. FEASIBILITYANALYSIS.......................................................................................54
8. LEGALASPECTS.................................................................................................55
8.1. LEGALFORMATANDSTRUCTURE.....................................................................55
8.2. INTELLECTUALANDINDUSTRIALPROPERTY.....................................................56
9. CRITICALRISKSANDCONTINGENCYPLANS......................................................57
10. CONCLUSIONS/CLOSINGSTATEMENT..............................................................60
11. BIBLIOGRAPHY........................................................................................................62
12. ATTACHEMENTS......................................................................................................68
12.1. ETHICSFORM.........................................................................................................68
12.2. CONDUCTEDSURVEY-GOOGLEFORMS................................................................70
12.3.CONSENTFORMSANDINTERVIEWS........................................................................
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IndexofFigures:Image1:"OffUgo"CanvasModel..................................................................................................13Table1:AnnualRevenues"OffUgo"..............................................................................................20Image2:"OffUgo"Porter'sAnalysis...............................................................................................22Table2:"OffUgo"SWOTAnalysis..................................................................................................24Image3:"OffUgo"PESTELAnalysis................................................................................................25Chart1:PieChart-Distributionofthepopulationpergender......................................................27Chart2:PieChart-Distributionofthepopulationperage...........................................................27Chart3:PieChart-Degreeofstressfulnesswhentravelling.........................................................28Chart4:PieChart-Usageofcourierservices................................................................................28Chart5:PieChart-SecuritySystem...............................................................................................29Chart6:PieChart-Hands-freefactor............................................................................................29Chart7:PieChart-Promotionaloffersandloyaltyprogramsopportunities................................30Chart8:PieChart-Percentageofrespondentsusingasimilarservice.........................................30Chart9:PieChart-Percentageofrespondentsusingtheservicenationally/internationally......31Chart10:PieChart-Percentageofpriceswillingtobepaidbyparticipants................................31Image5:Cabify'sRates...................................................................................................................36Image6:Uber'sRates.....................................................................................................................36Image7:ProcessIdentificationMap"OffUgo"..............................................................................39Image8:Tracking/GPSChipsprice...............................................................................................41Image9:SuitcaseTagPrice............................................................................................................42Image10:Example"Zeleris"QuotationforaTagshipmentinsideinBarcelona...........................45Image11:"OffUgo"GANTTAnalysis..............................................................................................46Image12:"OffUgo"designedlogo.................................................................................................56Image13:"OffUgo"companyregistration.....................................................................................57Table3:Necessaryinvestmentfor"OffUgo".................................................................................44Chart11:OrganizationalChart"OffUgo".......................................................................................46Table4:Necessaryinvestmentfor"OffUgo".................................................................................50Table5:Necessaryinvestmentfor"OffUgo".................................................................................51Table6:LaborCostbreakdownfor"OffUgo"................................................................................52Table7:Purchasesunitaryprice"OffUgo".....................................................................................52Table8:P&Lfor"OffUgo"..............................................................................................................52Table9:Sensibilityanalysisof"OffUgo"........................................................................................53Table10:Sensibilityanalysis"OffUgo"..........................................................................................54Table11:FeasibilityAnalysis"OffUgo"..........................................................................................54
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1. EXECUTIVESUMMARY
Tobeginwith,thisexecutivesummarywillintroduce“OffUgo”.Thefollowingbusinessplan
outlinesthepossibilityofsuccessforaninnovativeservicethatallowstravelerstoexperience
a more comfortable way of traveling by not having to worry about their luggage’s when
arriving to the destinations/ hometowns. “OffUgo” will take care of the client’s bags by
bringingthemtotheirhomes,HotelsorAirbnbdirectlyfrom/totheairportlockers.Inorder
tomakethisprocesstrustfulcustomerswillreceiveatrackabletagtotheirhomesbeforethe
journeyforeachluggageservicepurchased.Thisway,theywillbeabletointroduceittotheir
bagsbefore leaving theirplaces and tracking their personal itemsat all times through the
designatedapp.
Themissionofthiscompanyis:“OffUgo”workstoenhancethetravelexperiencebyproviding
trustworthy transportationandstoring services;giving thebestqualityandsecurity toour
customers.
Thevisionof“OffUgo”istodeliveramorepleasantexperiencetoalltravelersthatencounters
stressonthegroundexperience,meaningairportsanddestinations,withtheirpersonalitems.
Through“OffUgo”’scommitmenttoquality,trustandconstantinnovation;weaimtoexceed
customers’expectationsandlistentotheirfeedbacksinordertoimprovetheserviceevery
dayandberewardedwithapositivecommunityoftravelers.
Astrongmarketingstrategywillbebuiltsincecommunicationwillbethekeyandthestrong
pointof“OffUgo”,inordertobuildthetrusttowardscustomersandwidertherangeofthe
potentialones.Firstly,aclearunderstandingofthepotentialfutureclientwillbeconducted
throughout surveys, interviews and a focus group. Moreover, building customer’s
engagementwillbedonebyintroducingseasonaldiscountsandloyaltyprograms.
Since “OffUgo” customer’s will be the strongest asset to have a positive impact on the
company,theirfeedbackswillbeastrongcommunicationtooltokeepthebusinessconcept
and strategyupdated. Likewise, socialmediawill alsobea strong tool to get to know the
service,togetherwithsearchengineoptimizationandpaidtraffic.
Ameticulous analysis on themarket and the current trendswill be found in this project.
Likewise, it isprovednowadays that societyneeds instantgratification.Consecutively, this
meansthatwhentraveling,peoplehastheurgefortimeoptimization.
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Thisiswhy“OffUgo”willmaketraveler’slifeeasierandwillsatisfytheseneedsandenhance
thetravelingexperience.
Moreover,thisprojecthasbeenaffectedandiscurrentlyfacingaglobalcrisis.Accordingto
UNWTO(2020),tourismaftertheCOVID-19willbeoneofthemostaffectedindustriesdueto
this virus; with impacts in both travel supply and demand. As per the information given,
consideringthenatureevolvingsituation,itishardtomakeafullpredictiononhowCOVID-
19willaffectthemarketofthetourismindustry.
Thismeans,thatthiscompanywillalsobeaffectedduetoCOVID-19butaspertheUNWTO
stated,overtheyears,thesectorhasconsistentlyprovenitsresilienceanditsabilitynotonly
tobouncebackasasectorbuttoleadthewidereconomicandsocialrecovery.
For the sake of consumer-based segmentation, consumers are identified according to a
numberofsharedcharacteristics(Buttle,2007).Thesecharacteristicscanbecategorizedinto
threemaingroupsofvariables,namelydemographic,geographicandpsychographic/lifestyle
variables.
Anintensiveandrigorousfinancialanalysiswillbeencounteredinthisproject.Likewise,after
evaluatingthemonthsneededtostartthebusiness;“OffUgo”willoutsettheoperations in
January2021.Inaddition,itcannotbedismissedthefactthat2020waspredictedtobean
outstandingyearforthetourismindustry,butduetothecrisisofCovid-19,ithasbeenstudied
andpredictedthattheexpansionofthecompanywillbeincreasinginaconsiderablelowpace.
Moreover,thefinancial investmentwillbedonebyBanksandbyShareholders,witha60%
and40%respectively.
Additionally, themainoperationalexpenseswillbethe laborcost, togetherwiththeoffice
rentsand,asmentionedpreviously,thestrongmarketingcampaignsthatwillbeimplemented
throughouttheentirebusiness.Nottoforget,theusageoftheoutsourcedservicesforCabify
andUber.Inthisproject,itisalsostatedthat;afterthe2ndyearof“OffUgo”,therewouldbe
considerableprofits, that is thereasonwhy, it isadoableprojectandeconomicallyviable.
Finally,inordertomakethefinancialstudiesmoretrustful,ithasbeenprovedthatevenwith
a 20% decrease of the daily users (one of themost vulnerable variables of the business),
“OffUgo”wouldstillbeaviableproject.
8
2. BUSINESSDESCRIPTION
Below,ananalysisofthemarketandabusinessconceptdescriptionwillbedone.Aswellas,
themission,vision,objectivesandcompetitiveedgeof“OffUgo”willbeencountered.
2.1. LITERATUREREVIEW/HISTORYANDPOINTSOFINTEREST
The hotel industry is a branch of tourism thatmakes up the accommodation services in
variousestablishmentsfortouristsfrommanypartsoftheworld.Sinceancienttimes(1000
to500B.C)manymerchantstraveledasnomadsexchangingmerchandise for lodgingand
food,overtimetherecreatedestablishmentsthatprovidedlodgingforbothtravelersand
theirhorses;later,betweenthe10thand11thcenturies,themonasteriesappropriatedthe
lodging service, anact thatwasendorsedby thepoliciesof that time to culminate in the
transformationnotonlyofaccommodationbutalsoof recreationalcenterswithbusiness
hallsavailabletofamiliesrichfromthe15thtothe18thcenturies,thusdemonstratingthat
lodginghasbeenahumannecessitysinceancienttimeswheretherearerelatedeconomic
activitiesthatboostit(MarcosN.,2019).
Following the historical timeline, the Industrial Revolution is recognized as a period of
considerableimportanceforthedevelopmentofthehotelsectorthatweknowtoday,itis
therewherethedevelopmentofthemeansoftransportwaspromoted,anactthatallowed
peopletoreplacetheirmovementonanimalsbytheuseofthefirstmotorizedvehicleswhich
alsoincludedthedevelopmentoflargevesselsandcruisessothatmorepeoplecouldexpand
thescopeoftouristdestinations(ErrázurizT.,2010).Inturn,therewerepeoplewithgreater
purchasingpowerwhodemandedpreferentialconditionsnotonlyintheconditioningofthe
means of transport, the roomswhere theywould be staying and the halls and corridors
aroundthehotelbutalsointermsofamorepersonalizedanddemandingserviceforwhich
theywerewillingtopay; it istherewherethetouristcategoriesandhotelswithdifferent
rankingsareborn(from1starto5),beingthehighestratedthemostdesiredbyconsumers
whohaveaconstantinterestincomfortandqualityofservice(SoftwareSuggest,2018).
Inthesameorderofideas,Spainmovesfromtheattentionofexclusivelodgingservicesto
kingsandwealthyfamiliestoprovideservicesavailabletoeveryone.
9
Besides, with the entry of globalization and the technological era, competitiveness has
expandedgloballywherepricesandstatuscompete(DavidW.andSidneyD.,2000);many
hotelshavebeensuccessfulfortheirservicewhichhasenabledthemtodevelopamarketing
strategyalongwithastudyofthesectorthathasallowedthemtogeo-strategicallylocate
otherheadquarters,transformingintohotelchains(BOIŞA,M.etal,2012).
Asadifferentiatingfactor,qualitycontinuestobeafactorthatallowsthesehotelchainsto
acquirenewcompetitiveadvantagesandsustainabilityovertime(Pizam,A.,&Milman,A,
1993); ontheotherhand,itisunquestionablethatthevariouseconomiccriseshavebeen
affectingnotonlythevolatilityofpricesinthehotelmarketregardlessofthehighandlow
demandforseasons(JoeDownes,2010),whichshowsaneedinthesectorforthesearchfor
newsolutionsthatallowthemtomaintaintheirlevelofsales(Santana,G.G.,1997).
Added to theabove, theenvironmental impacts that result in globalwarmingdue to the
damageofecosystems,threatandputsatriskmanyothersthatareconsideredexoticandthat
representagreattouristattractionespeciallyforecologicaltourisminSpain(OlcinaCantos
J.,2012)whoduringnumerousdecadeshasbeenbasedonthesunandbeachmodelthat
hasallowedittopositionitselfsuccessfullyonaglobalscalealongwithtwomajorpowers
suchastheUSandFrance(UKEssays,2018).
In the search for new competitive advantages, it has been necessary to mitigate the
probabilityoferrorbyestablishingqualitycontrolsthatalsotake intoaccounttheratings
givenbycustomers(delaBallinaB.andValdésP.,2016).Fromthis,asectionoftheservice
hasbeenevaluatedwhichhasnotbeenveryboostedandthatcanrepresentagreatchange
intheoptimizationofthegeneralhotelservice(Lai,KK.andNg,WL.,2005).
Sinceancient times thereweremanyassistants responsible for taking the luggageof the
guests tocarrythemtothecorrespondingroomsandatthesametimewhenleavingthe
establishment,takingthemtothetransportvehiclewithwhichpeoplewillgototheairports
(delaCruz,F.S.,1996).
10
However,astheobjectiveofthehotelchainsistoprovidecomfortforthattheirguestsenjoy
theirentirestay,i.e.,fromthebeginningtotheend;it'sindispensablethestrategicalliance
thatisformedbetweenthehotels,theairlinesandthemeansoftransportthatinterconnects
them(AznarJ.P.,et.al,2017).
In this order of ideas, it was found that many customers showed dissatisfaction with
problemsobtainedwiththeirluggage,ontheonehand,becausesometimesthesewerenot
easilyfoundandontheotherhandbecausetherehavebeenmanycasesinwhichtheluggage
waslostandfinally,theairlineshadtopayaccordingtothelosses.Takingintoaccountthat
therearenotafewpeoplewhodecidetotravelandstayinahotel,overallwhenitisaholiday
season;Airlines such asChina Easternhas implementeda luggage identificationprogram
whichworksthroughRadioFrequencyIdentificationTechnology(RFID)withwhichitsusers
can know the locationof theirluggagethroughtheircellphonesinreal-time(EfeShaghai,
2019),thismodelwaslaunchedonshortflightsbetweenHongqiaoandWuhanairportswhere
itisexpectedtohavegoodresults topropel them tootherprovincesof the country; this
measure is also being evaluated as a pilot test in international airlines such as Air New
Zealand,QantasandDeltaAirLines(IATA,2016).Accordingtoasurveyconductedbythe
InternationalAirTransportAssociation,49%ofpassengersworldwidewanttoreceivemore
informationabouttheconditionandlocationoftheirluggageinreal-time(IATA,2018)and
Spainisnoexception.
Thatiswhyouridea"OffUgo"arises,whichconsistsinthegenerationofapartnershipwith
Airbnbwhereanappformobilephonesmaydevelopalongwithachipthatwillbeinstalled
intheguests'luggagesothattheycanknowthelocationoftheirluggageinrealtime,avoiding
thepossiblelossesorevenflightdelaysbynothavinginformationabouttheexactlocation
oftheluggageintheairport'lockers.
Withrespecttothelogisticsofluggagetransportfromhotelheadquarterstoairportsthere
willbemadeanoutsourcedcontractwithcompaniessuchasUberandCabify,thepilottests
willbedestinedinthemaintouristcitiesofSpain(Barcelona,MadridandSeville)(LamaA.
V., 2018) since the flowof people is broader and themanagement improvement can be
measuredalongwithservicetestsaccordingtocustomerbehavior.
11
Analyzingthedataobtainedinamoremeaningfulwayandinaccordancewiththeseresults,
thescopeofthisbusinessplanwillbeexpandedprimarilytocountriesclosetoSpainsuchas
Portugal, France andMorocco, and then expand it internationally, also it would be very
interestingtoconductapilottestinLatinAmericancountriessuchasMexico,Brazil,Costa
Rica,Panama,ArgentinaandColombia,sincetheyarewithinthetop60placesintheranking
of the most competitive tourist destinations in Latin America, and within the most
competitivetouristdestinationsintheworld,Spainoccupiesthefirstplace,duetothis,there
mustdrawon this competitiveadvantageandfurtherimprovetheservicessothatpeople
continuetopreferSpainasthemaintouristcountry(BBCNews,2019).
Thispositioninghasallowedthehotelsectortorepresent6.2%ofGDPaccordingtostudies
conductedin2018(A.Díaz,2019)andthatforthesameyearhasincreasedtheturnoverof
the business by 2.5% reaching to 16,600 million euros according to the DBJ Sector
Observatory,with a subdivision between holiday hotels where have an increase of 1.9%
comparedtoturnover,whileforcityhotelstheturnoverincreasedby3.6%;inturn,forthe
year2019itreached17,000millioneuros(Hosteltur,2019)whicharedistributedasfollows:
Accordingtothesestatisticaldata,therecanbeanalyzedtheincreaseintheannualturnover
ofthehotelsectorinSpain,wheretheinvestmentinthesectorwas5000millioneurosfor
2018(A.Díaz,2019),inturn,thenumberoftravelersaccommodateincreased1.4%in2018
reaching105millioncomparedto4%in2017(Hosteltur,2019)whichshowsthatalthough
thereareupsanddownsintourismdemanditmaybeduetoexternalfactorsandhowever,
Spaincontinuespositionedatthetopoftherankingofthemaintouristdestinations.
Asweanalyzedpreviously,thehigherthehotelbillingnumberalongwiththeinvestment,it
showsthatthesector,ingeneral,ispresentingdifferentchangestowhichitmustbecoupled
(Adrian,S.-C.,2017),withinthisisanincreaseindemandandinturn,aneedtomaintainthe
quality control so that it does not leave the indicators with which its management is
measured and the requirements to implement action plans are identified in response to
improvements andways tomitigate both existing and potential errors (Alonso A., et. al,
2012).
12
Ifcustomershaveabadexperiencewiththeserviceoftheirluggageandblametoanairline
fornotknowinghowtosolve theproblem, it ismostprobable that theywillnotuse this
serviceagainandinmanycasestoavoidit,thecustomercanchangethetourismplacewhich
mayjeopardizefuturehoteldemandinSpain(RománMárquezA.,2011).That iswhyit is
importanttoaddresstheseissuesandimproveconditionsbeforeitimpactslargerdecisions
atthemacrolevel.
Currently,morethan1,450,000hotelbedsareavailableinSpainandaccordingtoINEdata
inthesector,284,690peoplework,ofwhich83%workinhotelsandhostels(DigitalGroup,
2018), if we analyze this condition where people available for customer service will be
requiredwhencarryingluggagetotheairport,itwillcontributetothegenerationofjobsinthe
country,soUberandCabifycanexpandthescopeoftheirserviceandcustomizeit,thisalso
generatesaguaranteeforcustomersthattheirluggageissafeandthattheyhaveresponsible
andqualifiedstaffattheirdisposalintheprovisionofthisservice.
Finally, it is a concrete and punctual solution to a problem that is transformed into a
consumerneed,soitcanevengeneratecompetitiontoWimbag,acompanythatcurrently
operatesinSpainandthatseeksfinancinginKickStarterforthemanufactureofdevicesfor
luggagetrackingwhichworkswitha1000mAhbatterywithadurabilityof5days(MaríaG.,
2016),unlikethis,the“OffUgo”chipwouldbeimplantedintheluggageandviewedfromthe
smartphone so as not to have to carry a device but following the contextual linewhere
peoplehaveglobalaccess(allgatheredfromtheircellphone).
13
2.2. BUSINESSMODELCONCEPT
Image2:"OffUgo"CanvasModelSource:OwnelaborationbasedinCanvasBusinessModel
AccordingtoPinson(2008),abusinessmodel isthemethodofdoingbusinessbywhicha
company can generate revenue and sustain itself. In this business model concept, nine
elementswerediscussed.Thevaluepropositiontobeoutlinedisthecomfortwhiletraveling
foracustomer.Likewise,safetyandtimeoptimizationarekeyelementstoconsider,aswell
as, the stress management found, particularly in the ground experience.
Thecustomersegmentstobefocusedonwillbe;theleisureandbusinesstravelers,along
withalltheluxurytravelers,mainlyinbetween20to35yearsold,withnogenderdistinction.
This two segments were chosen based on the fact that commodity, comfort and time
managementispreciousforeveryone.
Likewise,thechannelsthatwillbenefittheproductivenessofthisbusinessconceptwillbe
thedesignedwebsiteanditsApp,thechannels;suchaspartnerHotels,Airlines,Airbnb,and
metasearchengines.
Thegoalof“OffUgo”istogiveapersonalizedandexceptionalcustomerserviceinorderto
makethetravelingexperiencea flawlessone.Thedesignedcourseofaction is tomakea
continuousfollowupofthecustomerjourney,alongwithaninterruptedtechnicalassistance.
14
Toboosttheexpansionoftheservice,promotionalofferswillbedisplayedtonewpotential
consumers, as well as, loyalty programs to all those users willing to use the service
periodically. The main income will be subtracted from the service fee charged to each
customer, together with the commission that will be charged to the associates (Hotels,
Airbnb,Airlines…).Themostimportantassetsinordertomakethisbusinessplantofunction
are; first of all, to gain the confidence of the potential clients. Have a qualified and
experiencedworkforcewouldbethekeytomakethehumanresourcework.Lastbutnot
least,the intellectualresourceswouldbecomposedofcapturingthetrustofthepreferred
partnerssuchashotels,AirbnbandAirlines.
Referring to the physical resources, transportation, infrastructure and storage facilities
wouldbeneeded.Thefinancialresourcewouldbemainlyfocusedoninvestor´sfunding’s,
cashandcredit.Asperthis,thiscompanywouldgeneratevaluepropositionsandrevenue.
The keypartners are theundoubtable force tomake the company succeed in areas that
“OffUgo”wouldhaveobstaclesingrowingbyitself;communicationtowardspotentialusers
willbestronglysupportedbyourpartners.
The strategic alliances between non-competitors would be focused on the outsourced
companieswithinthetransportationandlogisticsindustry.Thebuyer-supplierrelationship
will be supported by building strong connections with the purchasers and suppliers or
partners(hotels,Airbnb,Airlines…).Itisneededtoincorporatethecharacteristicsoftrust,
qualityandcommitmentbetweenthetwoentities.
Asmentionedpreviously,thekeyactivitiestobecarriedoutduringthebusinesscyclewillbe;
aconscioussupporttowardsourcustomers(technologicallyandhumanlyspeaking).Thekey
activities required by the value proposition of this business is primarily logistics wise,
togetherwiththemaintenanceofourcommunicationtoolswithclients(App,Website…).
The key activities needed for the channels discussed are a great advertising method
(marketingplan)andequipmentintermsoflogistics.
Thecoststructureof“OffUgo”ismainlybasedonfixedcostssuchasstartup(technological
setup)andacquisitioncostsandvariablecostsuchasmonthlyoperationcosts(outsourced
logisticcompanies,employeesalaries,innovation…).
15
2.3. STRATEGYANDCOMPETITIVEEDGE
Themaincompetitiveedgeofthiscompanywillbethetrustoftheclientstowardstheservice
offered.
Moreover,socialmediawillhavealotofpowerinthiscompany.Everytimeaclientusesthe
service,theycanpostapictureinsocialmediatagging“OffUgo”andtheywillberewarded.
Bydoingthisactivities,adiscountwillbedirectlyaddedtotheaccountsoftheusers.Inorder
toenlargethetargetaudience.Consumerswillbeabletoshareadesignated linktotheir
relatives/friendssothattheappcanbedownloadedandanewuserwillbeaddedtothe
database.Thisactionswillalsocreatediscountsfortheexistingusers.
Furthermore,“OffUgo”willgeneratemarketingforthedifferentdestinationsataworldwide
scaleinordertomakeaB2Bactivity.Thisway,conventionbureausfromtheagreedcities
wouldbeabletogetonlinesocialmediamarketingfrom“OffUgo”usersinexchangeofthe
promotionoftheapp/servicefromtheirside.
Aclearcompetitiveadvantagefor“OffUgo”willbetheevidenceofpartneringwithleading
companiesofthemarketandgainingreputationandprestigewithinthesector.
Nottoforget,themostimportantvaluedassetisreceivingfeedbackfromtheusers.Thatis
why,surveyswillbesendoutaftereveryservicedoneforeachcustomer.Thisway,updated
reviewsandpossibilitiestoimprovetheservicewillbeastrongpointforthedailybasisofthe
company.
2.4. MISSIONANDOBJECTIVES
Mission:
““OffUgo”workstoenhancethetravelexperiencebyprovidingtrustworthytransportation
andstoringservicesgivingthebestqualityandsecuritytoourcustomers”.
Themain objectives will be focused on a financial, operational, innovation and customer
servicelevel.
16
Financial:
● Ensurefinancialsustainability
● costmanagement
● growshareholdervalue
● maintainprofitability
Operational:
● efficientoperativeactivities
● timemanagement
● reduceannualcosts
Innovation:
● productdifferentiation
● InvestonI+D
● Newcustomersacquisitionbylaunchinginnovativeoffers
Customerservice:
● improvementofcustomerserviceexperience
● partnerwithcustomerstodesignsolutions
● developandusageofacustomerdatabase
2.5. THEENTREPRENEURIALTEAM
The entrepreneurial team from “OffUgo” will be composed of internal and external
employees/partners.Makingreferencetotheinternalteam;afounder,co-founderandthe
CEOwillbethemaindirectcontactsofthecompany.Whentalkingabouttheexternalteam,
allthepartnerswillbetakenintoaccount,meaningthat,theexternalteamwillbefocused
on companies such as, Cabify, Uber, Airports, Airbnb, Booking and partner hotels.
Founder:SofiaFuglsang–MadsenPelegrí
Co-Founder&CEO:ClaraBarbanyBofill
17
TheFounderof“OffUgo”istheheartandsoulofthecompany.Thispersonwillberesponsible
ofdeterminingwhattypeofboardthecompanyshouldhave,whoisontheboardandhow
theboardoperates.Likewise,istherightpersontocreatethevisionofwhatthecustomers
want;ithastobepowerful,uniqueandsimple.Sinceitisbelievedthattheemployeesarethe
strongestassetofacompany,thefounderwillberesponsibleofrecruitingandretainingthe
besttalents,agoodcoreteamwillbekeytomakeprogresstimetotime.Buildandleadthe
executive teamwill definitely be the kick start of this company, it is important that the
Founderassemblesacomprehensiveteaminordertorunthebusiness.
Moreover, the co-founder of “OffUgo” will be the responsible of identifying market
opportunities,beforetheproductcanbelaunched,theco-founderwillneedtoidentifythe
different opportunities or areas where costumers may need a product. Also, the
managementoftheproductdevelopmentwillbeoneofthekeyactivitiestobeundertaken.
Aco-founderwillhaveanactiveroleinproductdevelopmentandimplementation,together
withdirectmarketingandpromotionactivates.Likewise,developingfinancialestimatesand
creatingbusinessplanswillbeadailytaskmadebytheco-founder.Asthecompanygrows,
a co-founderwill buildand leadeffective teams inorder tomake thebusinessgrow ina
healthyenvironment.
WhenreferringtotheCEO’soperations,thisone,willhavetomanagethemonthlytasksand
keeptheteamupdatedatalltimes.Thisinvolveeverythingrelatedto;cash-flows,product
vision,teambuilding,investingmanagement,brandmanagement,corporatedevelopment,
revenueandexpensesmanagement.
3. ANALYSISOFTHEBUSINESSENVIRONMENT
Inthisdivision,aquantitativeandqualitativeassessmentofthemarketwillbeexecuted.A
deeplookintothesizeofthemarket,bothinvolumeandvaluewillbeencountered.The
variouscustomersegmentsandexpectedgrowthwillalsobeanalyzed.
3.1. THEMARKETInthissection,asmentionedpreviously,theexpertiseoftheparticularmarketanalyzedwill
bedemonstrated,alongwiththeattractivenessofthemarketfromafinancialoutlook.
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3.1.1. MARKETCHARACTERISTICSANDMAJORTRENDSInlinewithUberandCabify’sphilosophy,itisaneedtodecreasecarbonemissionsincitieswhere
theyoperate.InordertominimizetheusageofUbersandCabify’swhencustomerspurchasethe
service;“OffUgo”willprovidesharedservicestobeenvironmentallyfriendly.Thismeansthatfor
everyservicebooked,therewillbetheoptiontoshareyourCabify’sorUber,alwayscalculating
thebestroutewithotherclientsinordertoreducecarbonemissions.
AccordingtoKlookStatistics(2020),solotravelingisthetrendnumberonearoundtheworldin
2019.Moreover,theyhavepredictedthatthenumberswillincreasein2020.Inorderfor“OffUgo”
tobesustainableandeco-friendly,solotravelerswhoplantotraveltothesamecityandsharethe
sameflightcanusethesameUberorCabify inordertosendtheir luggage’stoeachrespective
accommodation.Withthisconcept,itispossibletoreducethecarbonemissionsthatcarsorvans
produce.
According toDr. SandiMann (2015), senior lecturer in psychology at theUniversity of Central
Lancashire,nowadayssocietyliveina“Whizzy,whizzyBangBangWorld”whereeveryoneexpect
instantgratificationandexpectationshavebeenmoldedsoastobeintolerantofdelay.According
toDr.Sandi,“Wearethuscreatinganangriernationofpeoplewhoareintolerantofanythreatto
our“wantitnow”society”.“OffUgo”iscreatedinordertomaketravelerslifeeasierandletthem
enjoyafullexperiencewithoutworryingabouttheirbaggage.
In consonancewithM.Kaufman (2016), “Raceand technologymagazine”, thereare significant
improvementsintechnologyoverthelast20yearsorsohaveperhapsmadepatienceunnecessary
inthemodernworld.Nowadays,onecanmakecreditcardpayments,getataxi,talktoafriend
acrosstheworld,orevenchecktheirmail;allofthisonline,rightfromtheirhome,andwithinthe
matter of seconds. As technology grows, people's behaviors change and adapt to the
revolutionizedworldaroundus.Itseemsthatpeoplehaveadoptedaneedforinstantgratification
thatisguidedbymoderntechnology,buttheyultimatelyexpectitinallfacetsoftheirlife.Thisis
the result of instant gratification using high-end technology that provides societywith amuch
easierlifestyle. “OffUgo”wanttomakethetravelerlifeeasierandgivethemallthefreedomtoexplorewithout
anyadditionalload.
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Inaddition,thiscompanywillprovidepersonalservicetoeachcustomer24hourseverydayofthe
year.Ifthereisanyproblemwhileusingtheservice,therewillalwaysbeanassistantinorderto
solvetheproblem.AccordingtoForbesarticleandG.Dinardi,DirectorofDemandGenerationat
Nextiva, on Quora (2018), if customer service gets done right, it can tremendously boost a
company’sbottomline.Sotherecanbeastrongpositiverelationshipbetweencustomerservice
andbusinesssuccess.Surveysdrillingdownonthismatterdemonstratedthatbuildingastrong
customerserviceoperationcanincreasesales,revenue,andprofits,that'swhythiscompanywill
takeastrongconsiderationoncustomersatisfactioninordertomakethemusetheserviceinthe
future.
3.1.2. SIZEANDEXPECTEDGROWTHAs stated by the World Tourism Barometer and Statistical Annex before the COVID-19,
internationaltouristarrivals(overnightvisitors)worldwidegrew4%in2019toreach1.5billion,
basedondatareportedbydestinationsaroundtheworld.Therewasanincreaseofa4%inEurope.
Basedoncurrenttrends,economicprospectsandtheUNWTOConfidenceIndex,UNWTOforecasts
agrowthof3%to4%ininternationaltouristarrivalsworldwidein2020.
Likewise,thesestatisticswillchangeaftertheCOVID-19.AccordingtoUNWTO(2020)statesthat
tourismwillbeoneofthemostaffectedindustriesduetothisvirus,withimpactsinbothtravel
supplyanddemand.
Thetourismsectorisbasedoninteractionamongstpeople.UNWTOhasbeenguidingthetourism
sector’sresponseonseverallevels:
• BycooperatingcloselywiththeWorldHealthOrganization(WHO),theleadUNagencyfor
themanagementofthisoutbreak;
• by ensuring withWHO that health measures are implemented in ways that minimize
unnecessaryimpactoninternationaltravelandtrade;
• bystandinginsolidaritywithaffectedcountries;and
• byemphasizingtourism’sprovenresilienceandbystandingreadytosupportrecovery.
AspertheinformationgiventhroughUNWTO,consideringthenatureevolvingsituation,itishard
tomakeafullpredictiononhowCOVID-19willaffecttourismindustry.
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As of today, UNWTO forecasts that in 2020 global international tourist arrivals could decline
between1%to3%,downfromanestimatedgrowthof3%to4%forecastinearlyJanuary2020.
This could translate into a loss of US$ 30 to 50 billion in spending by international visitors
(internationaltourismreceipts).Moreover,itistooearlytoestimatelossesfromeachregionas
thesituationisvolatileandconstantlychanging.
Thismeans,thatthiscompanywillalsobeaffectedduetoCOVID-19butaspertheUNWTOstated,
overtheyears,thesectorhasconsistentlyprovenitsresilienceanditsabilitynotonlytobounce
backasasectorbuttoleadthewidereconomicandsocialrecovery.Moreover,“OffUgo”willstart
theiroperationinJanuary2021.
ThelastinformationpublishedinAirbnbwebpage,isthatfromthe14thMarchto14thApril,the
companywillcancelalltheirhosts.Forthemoment,thereisnofurtherinformationabouthow
COVID-19willaffectAirbnb.
According toP.Hyland (2019)article in“TourismReviewNews”,before thisviruscrisis,Airbnb
wasimmunetothemostrecenttourismslowdowninSpain.Therentalplatformin2019hadnot
seenadropinforeignvisitorsduringthesummerandhadincreasedonceagainthenumberof
visitorsinSpain,reachingover3.6millionguestsinthethreemonthsofthesummerseason.
Thisnumber,whichsignificantlyincreasedby12%overthepreviousyear,includesbothforeign
visitorsarrivingtoSpanishlandsanddomesticswhovisitothercitiesintheterritory.
ThishasbeenconfirmedbyAirbnb itself,which states that Spain represents the fourth largest
marketintheworldinnumberoftotalovernightstays,averaging99eurospernight.Barcelona,
MadridandValenciaarethethreemostvisiteddestinations,withPalmadeMallorcaandGranada
closelybehind.
MAINHYPOTHESIS&ASSUMPTIONSCALCULATIONS (Currency:€) 1 2 3 4 5 Inflation 2,0% 2,0% 2,0% 2,0% Revenues Numberofusers(perday&percountry) 30 40 50 80 95Numberofoperatedcountries 1 1 3 3 5Averagepriceperservice 25 26 27 28 29Numberofoperabledays 360 360 360 360 360Numberoftotalservicessoldperyear 10.800 14.400 54.000 86.400 171.000TOTALANNUALREVENUES 270.000 374.400 1.458.000 2.419.200 4.959.000Table1:AnnualRevenues"OffUgo"Source:OwnElaboration
Asmentionedintheprevioustable,togetherwiththeactualeconomicsituation,itisstudiedthat
theexpectedgrowthineachyearwillalsodependontheoperatedcountries.“OffUgo”willstart
thebusiness inSpain (BarcelonaandMadrid)and intendstokeepgrowing in2morecountries
afterthefirst2operationalyears.
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Likewise,onthe5thyear,thisbusinessmodelwillhave1moreofficeandwillbeoperating in5
Europeancountries.Lookingintothefuture,“OffUgo”aimstoreachallthecountriesandAirports
mentionedintheproject.
The firstoperationalyear,2021,“OffUgo”aims tosell30servicesperday inSpainandsince it
operates360daysperyear;in2021,thiscompany’sobjectiveistosell10.800servicesataprice
of 30€ approximately, considering that there is the variable (€ amount) of the Uber/Cabify
kilometersdone,theamountofluggage’sperserviceandifthechipwillbedeliveredinadvanced
ornot.
3.1.3. SEGMENTSSmith(1956)introducestheconceptofmarketsegmentationasastrategy.Whensegmentinga
market, groups of individuals are developed which are similar with respect to some personal
characteristic.
AccordingtothearticlethatS.Dolnicar(2008)touristsareheterogeneous.Marketsegmentation
isthestrategictooltoaccountforheterogeneityamongtouristsbygroupingthemintomarket
segments which include members similar to each other and dissimilar to members of other
segments.Tourismresearchersandtourismindustryusemarketsegmentationinordertostudy
opportunitiesforhaveacompetitiveadvantageinthemarket.
According to I. Pradesh (2015), for the sake of consumer-based segmentation, consumers are
identifiedaccordingtoanumberofsharedcharacteristics(Buttle,2007).Thesecharacteristicscan
be categorized into three main groups of variables, namely demographic, geographic and
psychographic/lifestylevariables.Thethreegroupsareintroducedinthissection.
1. Geographicsegmentation
Thissegmentation isbasedontheassumptionthatpeople,wholive inthesameplace,sharea
number of characteristics with their closest neighbors, such as lifestyle characteristics,
demographicsandconsumptionbehaviorpatterns (Mitchell,1995;cited inWedel&Kamakura,
2000).
Geographicsegmentationimpliesthatinformationisavailableaboutthegeographiclocationsof
consumers,suchascountry,province,region,city,cityareaandclimate(VanDijketal.2005).
Thegeographicsegmentationisfurthermoreusefulwhentherearedifferencesinalocationwhere
aproductismarketed.
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Regarding“OffUgo”,therewouldbeaworldwidegeographicsegmentationaseachtravelerwillbe
abletousethisserviceintheoperationalcountries.Itwillbesegmentedaspercountries.
2. Demographicsegmentation
Thedemographicsegmentationdividescustomers intosegmentsbasedondemographicvalues
suchasage,gender, familysize, family lifecycle, income,occupation,education, religion, race,
generation,socialclassandnationality(ArmstrongandKotler,2005:187).
Basedonthesurveydone, ithasbeenanalysedthatpeopleusingourservicewouldbemostly
female,butwithsimilarstatisticsasmen.Moreover,thecustomeragerangewouldbefrom21to
35yearsoldwithinamedium/highincomelevel.
3. Psychographic/lifestylesegmentation
Psychographic segmentation divides a population into groups that have similar psychographic
characteristics,values,personaltraitsandlifestyles(Rao&Steckel,1998;Brennanetal.,2003).
Personaltraitsincludecharacteristicssuchasneedforcognition,self-monitoring,locusofcontrol
and need for closure. Lifestyle information is collected by asking people about their activities,
possessions, interests and opinions (Kahle et al., 1986; adopted from Van Dijk et al.,
2005).“OffUgo”willbemostlydemandedbyleisureandbusinesscustomerswhotraveloften.
3.2. COMPETITIVEENVIRONMENTANDSECTOR
Below, a Porter’s analysis will be conducted in order to understand the competitive
advantageof“OffUgo”.
3.2.1. COMPETITION–CURRENTANDNEWENTRANTS3.2.2.
Image3:"OffUgo"Porter'sAnalysisSource:OwnelaborationbasedonPorter’sBusinessModel
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3.2.1. COMPETITION–CURRENTANDNEWENTRANTS
Aspreviouslyshowninthegraphicabove,there isamediumrisingrivalryamongexisting
competitors.Themostconcerningcompetitorsatthemomentare;Deltaairlineswiththeir
new launch at CES 2020 LasVegas.Delta airlines has created a newbusiness concept of
buildingairporthubs,togetherwithparallelrealityexperiencesthatwillallowcustomersto
delivertheirluggage’sfromthestartingpointtothefinaldestination(hotels,Airbnb’s,homes
andothers).
Moreover,LuggageHeroisanonlineplatformlocatedin35citiesworldwidethatallowtheir
gueststostoretheirluggage’sindifferentspotsaroundthecities.Thisserviceishavingan
estimatedpriceof3€perhourandhastheoptiontoaccessto24/7hstoragelocationsor
otherthatonlyopensduringtheday.
Bags&Go isaBarcelonabasedcompany thatoffers3differentservices regarding luggage
transportation.Thebasicserviceofferedisthetransportationofluggage’sfromElPortde
BarcelonatotheT1airportofBarcelonaat13:00hforthepriceof9,90€.
Likewise, Bags&Go do offer a more personalized service which allows guests to choose
designatedpointsfordropoffandcollectionoftheiritems(apartment,port,airport,train,
hotels). Consequently, their excellent service offers a personalized collection andpick up
point,togetherwitha3000€insurance,assistedpersonalizeddeliveryanddeliverytimeto
bechosenbythecostumerforapriceof50€.
Takingthisinformationintoconsideration,itistruethatthedirectrivalsoutsideofSpainis
onamedium/ rising level, aswell as, thedirect competition. Since the local competition
foundisonlybasedononecompany,thelevelofthiscompetitionislowandrisingtopossible
newcompetitors.
Referringtothepossiblenewentrants,theaveragelevelisfoundonamediumscale.Thisis
duetothefactthatthebarriersofentryandexitareonalowlevel.
Sincetherearenotmanycompetitorswiththeexactsameserviceinthehospitalityindustry,
theentrylevelislow,eventhough,thelogisticssideandthesecuritymeasuresshouldbe
takenintoaccount.
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Whentalkingaboutthebarriersofexit,thebusinessconceptof“OffUgo”,istocreateshort-
termcontractswiththeoutsourcedservicesinordertohavetherighttoexitthemarketif
needed,thisiswhythelevelisalsoonalowscale.
Theindustryprofitability,aswellas,theeconomiesofscalewillberisingasthemarketgets
toknowtheserviceandthecompanygrowstimetotime.Thisiswhy,itisfoundamedium/
risinglevel.Asmoretimethepartnersarebeingcontracted,betterofferscanbedoneand
bettereconomiesofscalecanbefound.
On thebelow table, a SWOTanalysiswill beperformed inorder todevelop thebusiness
strategyof“OffUgo”.
This analysis will be done so to analyze and organize the strengths, weaknesses,
opportunitiesandthreatsinanexternalandinternalpointofview.
Strengths:
• Aggressiveandfocusmarketingcampaigns
withclearstrategies
• Discountsand loyaltyprogramsgenerates
intereststowardscustomers
• Lowcapitalrequirements
Weaknesses:
• Nottech-savvy(Internetreputationwillbe
challenging)
• QuickExpansion(newhirestotrain)
• Lackinginsocialmediapresence
• Technologyskills
Opportunities:
• Growingcommunityofloyalcustomers
• SocialMediapresencewillbeimproved
• Alliancesandco-branding
• NewMarkets/Services
Threats:
• Supplierdependent(dependenton
outsourcedcompaniesprovidingthe
service
• Fluctuationinpricesofsuppliesmayoccur
Table2:"OffUgo"SWOTAnalysisSource:OwnelaborationbasedontheSWOTanalysis
Secondly,onthegraphbelow,aPESTELanalysiswillbeperformedinordertoanalyzeandmonitor
themacro-environmentalfactorsthathaveimpactedonthecompany.
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Image4:"OffUgo"PESTELAnalysisSource:OwnelaborationbasedonthePESTELAnalysis
3.2.2. SUPPLIERS’BARGAININGPOWER
Theaimofthisbusinessprojectistooutsourceallthelogisticsmovementstowell-known
companies in order to create more trust towards our potential customers. Since the
transportationoftheluggage’swouldbedonebyoutsourcedcompanies(UberorCabify),
theabilitytobesubstitutedisconsiderablylow.Therefore,thesepreferredsupplierswould
behavingastrongpowertowardsus,sinceitisalsoauniqueandlimitedservice.
3.2.3. CLIENTS’BARGAININGPOWER
Whenentering amarket, launching anewproductor in response to a change inmarket
trends,thestrongestpowerthatbuyerscanexertistolowerprices,whichinturn,impacts
the potential profit. Buyers can also demand higher quality of services or products, and
increasecompetitivenessbyforcingdifferentcompaniesintopricewars.
PESTELANALYSIS
Economic: Increasinglabourcosts,economicsituationdand
trends.
Social:Lifestyletrends,
consumerattitudesandopinions,
mediaviews,brandimage.
Legal:mobilityofpersonalbelonggingsaroundcities,customer'srightsandlaws,safetystandards.
Environmental:promotingpositivebusinessethics,environmentallegislation.
Technological:Theopportunitytoadvertisethroughsocialmedia,
flexiblepaymentfacilities.
Political:Highinvolvementin
goodlabourpractices.
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3.2.4. THREATOFALTERNATIVEPRODUCTS/SERVICES
Alternativesubstitutesareahighthreatfor“OffUgo”.Duetothefactthatthisserviceisan
innovative idea and the barriers of entry are low, the possibility to have more existing
alternativeservicesorproductsonanearfutureisreasonablyhigh.
Alternativeproductssuchasregularlockersinairportsordesignatedpointofacityisfound
onahighlevel,sinceitisalsoaservicethatwillhighlysatisfyourtargetmarket.Nottoforget,
curriercompaniesthatallowcitizenstosenditemstootherdestinationsworldwide.
Lastly, thehigh threat to this service is all the travelers that arenotwilling tohave their
luggagesentandtheywillbringtheir luggagewithnoaddedservices. It isaconsiderable
numberofpeopletravelingnowadaysonalowbudget,andthishasalsobeenseenonthe
surveyconductedexplainedbelow.
4. MARKETINGPLANOnthenextpoint,amarketinganalysisandprojectionwillbeexplainedindetail.
4.1. TARGETSEGMENTSANDKEYSUCCESSFACTORSPERSEGMENTInordertocollectdataandunderstandtheneedsofthepotentialtargetofrespondentsto
gaininformationandinsightsonthisbusinessconcept,asurveytopossiblefuturecostumers
hasbeenconductedviaGoogleForms.
200surveysweresentbutonly108respondentsanswered.
STATEMENTOFTHESURVEY
Tiredofbeing stressedbecauseofyour luggagewhile traveling? Introducing "OffUgo"an
innovativeservicethatwillpickupyourluggagefromyouraccommodationandwilldeliverit
to airport lockers with a secure tracking system for you to check where your personal
belongingsareatalltimes.
Readytomakethemostofyourtravelexperienceallovertheglobe?
27
Accordingtotheanswersfromtherespondents,itisobservedthat55,6%oftheinterviewees
werefemalesand44,4%weremales.Asreportedbythesecondchart,morethan70%of
themwereinthe20-35yearsoldframerange.
Chart1:PieChart–DistributionofthepopulationpergenderSource:OwnelaborationfromGoogleForms
Chart2:PieChart–DistributionofthepopulationperageSource:OwnelaborationfromGoogleForms
15 – 20 21 – 35 35 – 50 + 50
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Chart3:PieChart–DegreeofstressfulnesswhentravellingSource:OwnelaborationfromGoogleForms
Inagreementwiththischart,itisobservedthatalmost70%oftherespondentsfeelstressed
when dealing with the luggage’s while traveling. Moreover, 15,7% of the interviewees
sometimesfeelstressfulinthetravellingexperienceandfor14,8%oftherespondents,itis
notaproblem.
Asstatedinthischart,almost60%oftherespondentswoulduseacourierservicethatbring
theirtrackedluggage’sfromtheaccommodationtoairportlockers.Thismeansthat63out
of108respondentswouldbewillingtousethisservicewhereas14intervieweeswouldnot.
Likewise,thereisstill29intervieweesthattheyarenotsureiftheywouldusethisfacility.
Chart4:PieChart–UsageofcourierservicesSource:OwnelaborationfromGoogleForms
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Chart5:PieChart–SecuritysystemSource:OwnelaborationfromGoogleForms
Inlinewiththischart,88,9%oftheintervieweeswouldfeelmoresecureaddingatagwitha
chiponthe luggagefromthestartingpointoftheserviceuntil the luggagepickupatthe
airport,whereas3,7%wouldnotfeelmoresecureaddingthisextratotheservice.7,4%of
thetotalanswerersshowthatmaybeaddingthirdchipwouldhelpthemtofeelsafer.
Accordingtothischart,91,7%oftheanswererswouldhaveamorepleasantexperienceif
theyweretravellinghands-freeontheirlastdaytrip.
Chart6:PieChart–Hands-freefactorSource:OwnelaborationfromGoogleForms
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Chart7:PieChart–PromotionaloffersandloyaltyprogramsopportunitiesSource:OwnelaborationfromGoogleForms
As stated in this chart, 64,8% of the respondents, would use this service regularly if
promotionaloffersandloyaltyprogramswereofferedas9,3%ofthemansweredthatthey
wouldnotusethisserviceregularlyifaddingtheseextras.While25,9%oftheanswerersstate
thatmaybetheywouldusetheservicemoreoftenwhenaddingthis.
Inconsonancewiththisgraphic,88,9%oftherespondents’statethattheyhaveneverused
asimilarservicebeforewhereas11,1%ofthemhaveuseasimilarservicewhiletravelling.
Chart8:PieChart–PercentageofrespondentsusingasimilarserviceSource:OwnelaborationfromGoogleForms
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Chart9:PieChart–Percentageofrespondentsusingtheservicenationally/internationallySource:OwnelaborationfromGoogleForms
In this graphic, it is observed that 63,9% of the responderswould use this service both,
nationalandinternationallevelswhereas26,9%ofthemwouldonlyuseitinaninternational
scale.
Accordingwiththispiechart,almost60%oftheparticipantswouldpaybetween10and20
eurosperservice,25,9%ofthemwouldpaybetween5and10eurosandonly11,1%ofthem
wouldpaymorethan20euros.
Toconclude,afterreviewingtheanswersfromtheconductedsurveyabove.Itisclearthat
luggage’s are a barrier for nearly most of the travelers surveyed during their travelling
experiences.
Chart10:PieChart–PercentageofpriceswillingtobepaidbyparticipantsSource:OwnelaborationfromGoogleForms
+20€
10-20€
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The travel experience consists ofmaking themostof each traveler’s time. It is taken for
grantedthatlosingtimewithyourpersonalbelongingsshouldbeincludedinthisexperience,
aswellas,thestressinvolvedasmentionedinthethirdpiechartabove.
Furthermore, participantswould feel safer having their luggage trackedwith a chip until
delivery.Thisisthereasonwhyaddingachiptagintheluggageisoneofthemostprecious
addedvalueinordertogaincustomer´strust.
Moreover,itisobservedthatifloyaltyprogramsandpromotionaloffersareincluded,people
wouldusethisservicemoreoftenbecausethecustomeriswillingtomakethemostofthe
travelexperienceexploringadestinationwithhands-free.As it canbenotedmostof the
respondersofthissurvey,neverusedasimilarservicebefore.Correspondingly,ithasbeen
determinedthatthereareonlyfewcompaniesprovidingrelatedservicesanditisdefinitely
anuntappedmarket.
Furthermore,morethanhalfoftherespondersstatedthattheywouldusethisserviceboth
nationalandinternationalwhile26%ofthemsaidtheywouldonlyuseitinternationally.
Regardingthepriceoftheservice,itcanbeconcludedthatmostoftheanswererswouldbe
willingtopaybetweenmorethan20€while26%ofthem,wouldpaybetween5€and10€.
Nottoforget,therewouldbean11,1%ofthetesteeswillingtopayinbetween10to20€in
ordertousethisservice.
Furthermore, 3 interviews were carried out to professionals of the hospitality sector,
speciallypositionsandcompaniesrelatedto“OffUgo”’sbusinessidea.Themaintakeaways
oftheinterviewscanbeencounteredbelow.
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Themaintakeawaysafter interviewing4 leaders fromthehospitalityand logistics industry
was that “OffUgo”’s business model idea is innovative and would definitely solve a lot if
luggagetransportationissueswhiletraveling.AsMarkAspinall(AirbnbResolutionsManager),
thisservicewoulddefinitelyboosttheexperienceofAirbnbguestssincemostofthecomplains
comefromwheretoleavetheirpersonalbelongingsbeforethecheckinorafterthecheck
out.
Likewise,itisalsostronglymentionedfromalltheintervieweesthatsecuritygoesfirstandall
theusersshouldhavethefeelingofhavingtheirpersonalbelongingstrackedandsecureatall
times,thatiswhyithasbeenmentionedthattheideaofintroducingatrackabletraveltagis
astrongkeypointofthebusiness.Fromthelogisticspointofview,itissaidthatthecompany
wouldhave to face the losses of any luggage that iswhy it is very important to have this
trackable service available.As SvenGarcia (Kerry LogisticsOperationsManager)mentions,
anotherservicethatcouldbeimplementedwithin“OffUgo”’sideawouldbetoaddatabin
theAppwhere theusers could informor locate their selveswhen traveling, thisway, the
companywouldmakesuretheirluggageisontimewheretheuserswantsittobeinamore
preciseway.
Furthermore, it is important to consider andaccomplish all the stepswhendelivering this
serviceinordertomakeitfunctionandhavealltheuserspleasedwiththeservice.Also,itis
kindlymentionedthattakingintoconsiderationtheusersreviewswillbeveryimportantfor
thebusinessinordertoimproveitdaytoday.
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4.2. POSITIONINGSTRATEGY
Themainaimof “OffUgo”’spositioning strategy is toprojecta favorable image from the
audiencemindsoftheservice.
Therearedifferentpositioningstrategiesthatthiscompanywillfocuson:
Therollofofferingdiscountscanbeausefultacticinresponsetoanaggressivecompetition.
Likewise,sincemakingdiscountscanbeperceivedinawrongwayandithasitsrisk,these
activitiesshouldbecontrolledandconceivedaspartof“OffUgo”marketingstrategy.
Thispriceadaptationstrategy,asperofferingdiscountswhenusingtheserviceseveraltimes
and also as when inviting people to use the app, will likely reduce the profit margin of
“OffUgo”atthebeginningoftheexercise.Inconsequence,asitwillincreasethenumberof
users’daytoday,theprofitmarginwillbeaffectedpositively.Thiswillbethekeymoment
for“OffUgo”totakeactionontheclient´strustinordertocreateloyalty.
4.3. MARKETINGMIX
Inordertofaceandsustaincompetitiveactivities,aplanningofthemarketingmixhasbeen
createdbelow.Thismarketingmixisthekeyelementofthemarketingplanandwillallow
thebusinesstofocusonbest-tacticsandstrategiesinordertobesuccessfulinafuture.
4.3.1. PRODUCTAND/ORSERVICESTRATEGY
“OffUgo”consistsonaservicethatboostsandimprovesthetravelingexperienceofanyone
willingnottoworryabouttheirluggage’swhiletraveling.Thisbusinessconceptwouldtake
careofcustomer luggage’s fromtheirpreferredstartingpointtoairport lockersorall the
wayaround.Inordertomakethisactivitiesmoretrustable,chippedtagswouldbeintroduced
toeachbaggagefromthepick-up todelivery,allowingcustomers to track theirpersonal
belongingsatalltimesifcontractingtheservice48hinadvance.
Moreover,theoutsourced(Cabify/Uber)verifiedemployees,wouldputtheitemsinsidethe
airportlockersandaverificationcodewiththepasswordofthelockerwouldbesenttothe
customerinorderforthemtoopenitafterwards.
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The transportation would be done with those outsourced companies that have high
reputationinthemarketinordertobuildtrusttowardsourpotentialtargetsuchasCabify
andUber.
Thisservicewouldallowtravelerstohavemorefreedomoncertainsituationswhentraveling
thatluggage’shavebecomeastressorobstacle.
Aclearexampleforthiswouldbewhentravelershavetheflightlateintheeveningandthey
stillwanttoexploreacityafterthecheckoutoftheiraccommodation.
“OffUgo” would be taking care of their belongings so they can explore the destination
withoutcaringtheluggage’sandfindingthemstraightawayattheairports.
Also, ifabusiness travelerneeds togo fromtheairporttoameetingdirectly;thisservice
wouldallow thecustomer togo therewithnoconcernsabout the luggageand“OffUgo”
wouldbringthebagstothepreferreddestination(home,Airbnb,hotels…).
4.3.2. PRICINGSTRATEGY
Regarding the variables in themarketingmix, themain revenues produced by “OffUgo”
wouldbethenumberofuserspurchasingthisservice.
Inaddition,towardstheconsumer,thepricepolicyisgoingtoserveasatoolforpositioning
andhelpthecompanyreducecomplexityinpurchasingdecisions.
According to the survey conducted to 108 respondents, the pastmajority (58,3%) of the
potentialconsumerswouldpaymorethan20eurosforthisservice.Likewise,an11,1%of
therespondentswouldpayinbetween10to20eurosanda25,9%wouldpayinbetween5
to10euros.Likewise,allthestatedexpensesandbenefitsinthefinancialplanareconsidered
foreachpurchasedluggage,aswellas,thesellingpriceandthecostprice.
The principal expenses for making this service run would be the transportation rates,
togetherwiththeusageoftheairportlockersandthefixedsalaryemployeesof“OffUgo”.
ThetablesattachedbelowdisplaytheCabifyratesforregularusers,theaimofthiscompany
istoarrangeaB2Bpricesinordertomakeitmoreaffordable.Also,apriceorientationof
UberratesintheUS.
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Image6:Cabify'sRatesSource:Cabify’sOfficialWebsite
4.3.3. CHANNELSTRATEGY
Themaindistributionchannelusedbythiscompanywillbethedualdistribution.Sincepart
of the service will be done indirect; where outsourced companies will be handling the
transportationandtherestofthebusinesswillbedoneby“OffUgo”,inadirectway.
Thedistributionstrategythatwillbeusedistheselectivedistributionas“OffUgo”wouldbe
targeting a certain market and would be introducing the service to all those travelers
mentioned.
Image5:Uber'sRatesSource:Uber’sOfficialWebsite
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Whenassessingthepossiblechannelcosts,sinceitwouldbedonewithintermediaries,itis
necessary to assume that certain costs will be held by the producer. Because those
intermediariesneedtobeeitherpaidfortheservicesorallowedtoresellatahigherprice,
“OffUgo”mayfacelossofrevenueandtheprofitmarginwillhavetobereducedatcertain
point.
Likewise,alongwiththerevenue,themessagebeingreceivedbythepotentialclientsisalso
inthehandsoftheintermediary,thatiswhythereisdangerortherisktobeperceivedin
thewrongway(suchasproductfeatures,benefits…)anddefinitelyleadtodissatisfaction.In
ordertoavoidthis,astrongfollowuponcommunicationandstepstakenduringthedelivery
oftheservicewillbedonebythecoreteamof“OffUgo”.
4.3.4. COMMUNICATIONSTRATEGY
ThefinalC,andarguablythemostimportantone,isthecommunicationstrategyfollowed
bythecompany. It is theprocessfollowed inordertoreachthetargetaudiencenotonly
throughone-waypromotionbutalsolistenstofeedbackandtipshowtoimprovetheproduct
more.Itisdefinitelyatwo-wayprocesssincenotonlyinvolvedallthepromotionprocessbut
alsolisteningtoallfeedbacks,demandsandneedsgivenbycustomersinordertoimprove
theservice.
Inordertomakethiscommunicationeffective,thepreferredtoolstobeusedwillbeastrong
socialmediamarketing,togetherwithemailandcontentmarketing.Likewise,thedesigned
websitefor“OffUgo”willbecontinuouslyupdatedwithusefulinformationandadstomake
themostpleasantexperiencefortheaudience.Thepurchaseoftheserviceonlinewillbea
keyelementtomakeitfasterandeasierforthetarget,sinceit isabusinessconceptthat
allowscustomersnottolosetimewhiletraveling.Searchengineoptimizationandpaidtraffic
willbepartofthepromotionalmix,togetherwiththeelementsstatedabove.
Inconjunctionwiththeelementsdeclaredontop,promotionaloffersandloyaltyprograms
will be provided to customers. As assessed in the 108 surveys done previously, a wide
majorityofthepotentialuserswouldmakeamorefrequentuseoftheserviceifhavingthis
offers.Thiswouldboosttheamountofsuitcasejourneys,andconsequentlytherevenueof
thecompany.
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4.4. FORECASTINGANDSALESOUTLOOK
Inthissection,apredictionandestimationof“OffUgo”salesfortheupcomingmonthswillbe
done.Ananalysisofhowthesesalesandthetrendsperformedwillbeencountered.
Firstly,sincenearlyan80%oftheservicewillbeoutsourced,theinitialinvestmentdoesnothave
tobenecessarilyhigh.Thisisthereasonwhyastrongmarketingcampaignwillbedonesincethe
beginningand thecreationof thecompany.Thiswillnotonlyallow to startbuildinga strong
connectionandtrusttowardscustomersbutalsoitispredictedthatduetotheperformanceof
this marketing campaigns, the price of “OffUgo” services will be increasing 1 euro per each
upcomingyearforthefirst5thones.
5. OPERATIONSPLAN
Onthefollowingsection,ananalysisoftheoperationsplanwillbeperformed.Meaningthat,it
willbestatedalifecycleoftheservice,aswellas,whereitisoperatedandtheresourcesneeded
forthat.Thecapacityofproductionandaforecastforthefuture,togetherwiththeoutsourced
serviceswillbeexplainedindetail.
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5.1. PROCESSIDENTIFICATIONANDMAP
Image7:ProcessIdentificationMap"OffUgo"Source:OwnElaboration
1. Apersonwhoisstresseddealingwiththeluggageonatravellingexperience.
2. Searchingonlineforasolutionfinds“OffUgo”.
3. Thisperson,registershim/herself in“OffUgo”app/webpagewithhis/herpersonal
data.
4. Thecustomerregistershis/hernexttripinordertousetheservice(48hinadvanced
at least, ifwilling to receive the trackable chip before the luggage pick up). The
following informationwillberequired:flightnumber,thetimewhenthe luggage
needs to be picked up, address of the Airbnb/hotel and an emergency phone
number.
5. The next step, would be to send a trackable suitcase travel tag in order for the
customertoknowwherehis/herpersonalbelongingsareatanytime.
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6. The customer enjoys his/her trip. When it comes to an end, the reputable
Cabify/Uberdriverswillberemainingatthecustomer´sdisposal inordertohave
theluggage’spickedup.
7. TheUber/Cabifydriver,willdrivetheluggagetothecorrespondingairportandbring
themtothelockers.Whilethisishappening,thecustomerwillbeabletotrackthe
luggageduringalltheprocess.
8. ThroughouttheApp,thelockerPINCodewillbeautomaticallysenttoeachcustomer
oncetheluggageissafelylocked.
9. Whentheuserarrivestotheairport,he/shewillbeassistedthroughouttheAppwith
accuratedirectionstoarrivetothelockers.
10. Whentheclientarrivesthere,theonlytaskremainingwillbetointroducethepin
codeintothelockerandgrabtheirluggage’s.Finally,theycancontinuewiththeir
journey.
5.2. LOCATION,PHYSICALINFRASTRUCTUREANDLAYOUT
Theairports/cities that“OffUgo”willoperateandwilldeliver theservicewillbethe following
ones:
Likewise,theseairportsandrespectivecitiesthatareaccommodatedtotheservice,willbewhere
“offUgo”servicewillbeimplementedonthefutureexpansionof“OffUgo”,consideringthatfor
thefirstyearduetothecurrentsituationwith“Covid-19”“OffUgo”willbeoperatingexclusively
inSpain.Also,withapossibleexpansionafterthose3to4years.
• InternationalairportofHongKong(HKG)–HongKong
• InternationalairportofNarita(NRT)-Japan
• InternationalairportofKaohsiung(KHH)-Taiwan
• InternationalairportofAdelaide(ADL)–Australia
• InternationalairportofVienna(VIE)–Austria
• Brusselsairport(BRU)–Belgium
• ParisAirport-CharlesdeGaulle(CDG)–France
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• AirportofBerlin-Schönefeld(SXF)-Germany
• DublinAirport(DUB)–Ireland
• RomeAirport-FiumicinoLeonardodaVinci(FCO)-Italy
• AirportofAmsterdam-Schiphol(AMS)-Netherlands
• LondonAirport–Heathrow(LHR)–UK
• InternationalairportofGeneva(GVA)–Switzerland
• InternationalairportofJohnF.Kennedy(JFK)–NY,USA
• NationalAirportofRonaldReagandeWashington(DCA)–Washington,USA
Meaningthat,thecitiesthat“OffUgo”wouldbeoperatinginare:HongKong,Tokyo,Kaohsiung,
Adelaide,Vienna,Paris,Brussels,Berlin,Dublin,Rome,Amsterdam,London,Madrid,Barcelona,
Geneva,NY,Washington.
This selected airports and companies would be focused to operate with in the future of the
company.Tostartwith,thefirstyear“OffUgo”willbeoperatinginSpain,duetocurrenteconomic
situationofaglobalpandemic“Covid-19”.
AlltheservicewouldbedonebyUber,exceptingSpainthatwouldbealsooperatedbyCabify.
5.3. RESOURCES:MACHINERYANDFACILITIES“OffUgo”isaservicethatdoesnotneedmanyfacilities.Likewise,itisencounteredtheproduction
ofthetrackingtagsforthepersonalbelongings.Also,theusageofthelockersfromthedesignated
airportshastobetakenintoaccount.Forthis,researchaboutthestatedpricesofbothitemshas
beendone.
Image8:Tracking/GPSChipspriceSource:Alibaba.com
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Image9:SuitcaseTagPriceSource:Alibaba.com
Thepricesstatedabovecanbetakenintoaccountfortheproductionof“OffUgo”trackabletags
thatwouldbedeliveredtocustomersbeforetheirtripifwantedandifpurchasingtheservice48h
before.AlsoanessentialresourcethatshouldbetakenintoaccountisthecreationofanApp.This
appwouldallowcustomerstotracktheirluggage’satalltimes.
Likewise,thestatedairportsdohavelockersattheirterminals.Thefollowinginformationisthe
pricesresearchedforeachairportstatedbefore.
• InternationalairportofHongKong(HKG)–10,77€perhour
• InternationalairportofNarita(NRT)-2,5€perpieceperday
• InternationalairportofKaohsiung(KHH)–2,98€perpieceperhalfday
• InternationalairportofAdelaide(ADL)–Small44wx42hx89dA$8.00(4,44€)/medium44wx
57hx89dA$10.00(5,55€)/Large44wx86hx89dA$12.00(6,66€)perday
• InternationalairportofVienna(VIE)–4€smallitem/8€bigitemperday
• Brusselsairport(BRU)–7,5€perpieceperday
• ParisAirport-CharlesdeGaulle(CDG)–6€for0to6h/10€for7to12h/15€for13to24h.
• AirportofBerlin-Schönefeld(SXF)–5€fix+5to19€dependingonhoursandtypeofitem
• DublinAirport(DUB)–12,5€perpieceperday
• RomeAirport-FiumicinoLeonardodaVinci(FCO)–6€perpieceperday
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• AirportofAmsterdam-Schiphol(AMS)–7€perpieceperday
• LondonAirport–Heathrow(LHR)–8,5€perpieceperday
• MadridAirport–Barajas(MAD)–3.85€forthefirstday,4.92€perdayfordaystwotofourteen
and1.97€perdayfromdayfifteenon.
• BarcelonaElPratAirport(BCN)–4€perpieceperday
• InternationalairportofGeneva(GVA)–5€to35€peralockersizeSupto96h
• InternationalairportofJohnF.Kennedy(JFK)–5,30€perpieceperday
• NationalAirportofRonaldReagandeWashington(DCA)–5,30€perpieceperday
5.4. STOCKSMANAGEMENTANDPURCHASESSince“OffUgo”ismainlyfocusedondeliveringaservice,theonlystockmanagementwouldbethe
trackabletags.Afirstproductionwouldbedoneaccordingtotheestimationoftheusageofthe
serviceand200itemswouldbestoredforexternalcomplicationsfound.Thatisthereasonwhy
thissectionisnotcompletelyapplicableto“OffUgo”.
5.5. SUBCONTRACTINGThe main subcontracted companies would be located on the transportation of the personal
belongingsfromAirbnb’s,hotelsandhomestotheairportlockers.Sincetrustfromthecustomers
isan importantassetfor“OffUgo”,well-knowncompanieshavebeenchosenfordeliveringthis
service. Cabify and Uber will be the outsourced companies, since they have high reputation
towardscustomersandtrusthasbeenbuiltonthepastyears.Asmentionedonprevioussections,
“OffUgo”wouldbefocusingontheratesmentionedbythesetwocompanies,withthepossibility
ofbuildingpartnershipandaccommodatedratesonanearfuture.
5.6. PRODUCTIONCAPACITYOFFUTURECOMPANYInordertodealwiththeproductioncapacityinthefuture,“OffUgo”wouldneedmorepeoplein
chargeofclientsdemandororders.Thismeans,moreworkersinchargeofsendingthechipsto
thedifferentcustomer’sresidencesandalsotocontrolthattheprocessofeachservicegivenworks
fluently.Moreover,“OffUgo”wouldalsoneedadepartmentofcustomerservice,meaningthatif
oneoftheclientshasaproblemorquestion,thecompanywouldgiveasolutionoranswerright
awayinordertomaketheclientsatisfiedwiththeservicegiven.
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5.7. OPERATIONSPLANPARAMETERSInthissection,itwillbehighlightedtheproductioncapacityofthecompany,aswellastheinitial
investmentneededinordertostartthefirstexerciseofthecompany.Thelogisticsofthecompany,
meaning,thestoredstocksandtheunitarycostoftheservicewillalsobeencountered.
5.7.1. INVESTMENTSSincethisbusinessplanisfocusedonaservicethatthemainactivitieswillbeoutsourcedandnot
tangible,itisclearthattheinitialinvestmentwillbeconsiderablyhigh.Thisinvestmentwillbeused
tobuy the first stocks (chipsandsuitcase tag), topay the firstmonthof theoffice rentand to
ensuretheusageofthefirstoutsourcedservices.
Table3:Necessaryinvestmentfor"OffUgo"Source:OwnElaboration
5.7.2. STOCKSInregardstothestockneeded,asmentionedpreviously,theonlystoragethatwillbedone,willbe
anamountof200trackabletagsatthemainofficesof“OffUgo”incaseofemergencyorlackof
stock.
5.7.3. UNITCOSTSTakingintoaccountthatinordertomaketheservicedoableandunderstandtheunitarycostfor
it;thetransportationoftheluggage,togetherwiththepurchaseofthetrackabletagsandtherent
oftheairportlockerwillbeencountered;anestimationofthecostswillbefoundbelow.
Considerthat,thispriceoverviewmayvarydependingontheairport feesstated inthesection
“5.3.Resources”andtheratesforUber/Cabifyforeachdesignatedcitytogetherwith,thejourney
foreachservice.
PriceOverviewinBarcelona:
Forthecalculationoftheunitarycost,the3mainvariablestoconsiderwillbethetrackabletags,
thelocker,thedeliveryofthetrackabletaginadvancedandthecostforeachjourneymadewith
UberorCabify.
Example1:(1pieceofluggagefromthecitycenterofBarcelonatoT1ElPrat)
TOTAL 1.000.000
Shareholders 500.000
Banks(5%interest) 500.000
5-YEARCREDIT 25.000 5%ofthebankinterest
5.000 The5%interestdividedby5-yearsloan
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BarcelonacitycentertoElPratAirportT1JourneymadewithCabify=12,6kmx1,11€=13,986€
(11,04€VATExcl.)
AirportLockerfee=4€perpieceperday(3,16€VATExcl.)
Trackabletag=2,60$+1,18$=3,78$/3,51€(2,77€VATExcl.)
Deliveryofthetaginadvanced=4,98€(4,12€VATExcl.)-MadewithZelerisCompany.
Image10:Example"Zeleris"QuotationforaTagshipmentinsideinBarcelonaSource:ZelerisWebsite
TOTALUNITARYCOST=13,986€+4€+3,51€+4,98€=26,481€TOTALUNITARYCOST(VATExcl.)=11,04€+3,16€+2,77€+4,12€=21,09€Inthisscenario,theunitarycosttoprovidetheservicefromalocationinBarcelonacitycenterto
theairportofElPrat,consideringthatitwouldbeasingletravelerwithonehandluggageandthat
wouldhavepurchasedtheservice48hoursinadvanced(withtrackabletag);theunitarycostwould
beof21,09€(VATexcl.)anditwouldbesoldfor25€(VATexcl.),makingamarginof3,91€.
Inordertomakethisbusinessprofitable,acalculationofhowmanyyearlyservicesinthisscenario
wouldhavetobesoldshouldbeperformed.Tomakethis,acalculationofthetotalannualfixed
costwillbeperformed(rentoftheBarcelonaofficeandtheannualsalaryofalltheemployees).By
knowing the total fixed costs, and dividing it by the margin calculated above; the number of
servicesthatshouldbesoldannuallywouldbestated.Ifdoingthatamountofservices,“OffUgo”
wouldbeabletocoverthosefixedcosts.Thesecalculationscanbefoundinthefinancialanalysis
statedbelow.
5.8. LAUNCHING:PROVISIONALPLANNINGSecondly,onthebelowchart,aGANTTanalysiswillbedoneinordertotrackprojectschedules;it
illustrates and allow “OffUgo” to knowwhat it has tobedone andwhen. This analysiswill be
performed inorder for “OffUgo” tounderstand thedeadlines throughout the launchingof the
projectandhaveanextremevisualunderstandingofit.
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Week1 Week2 Week3 Week4 Week5 Week6 Week7 Week8 Week9 Week10 Week11 Week12 Week13 Week14A1 CreationoftheCompany A2 PersonnelSelectionProcess A3 ContactUberandCabify A4 ContactLuggageTagSupplier A5 ContactTrackableChipSupplier A6 ContactCourierSupplier A7 Researchairportlockersviability A8 CreationoftheApp A9 CreationofSocialMedia
A10 CreationofMarketingCampaigns A11 Legalaspects A12 Firstservicedone
Image11:"OffUgo"GANTTAnalysisSource:OwnCreationbasedontheGANTTAnalysis
6. ORGANIZATIONALPLANANDHUMANRESOURCESThekeycomponentsofthissectionwillbetheorganizationalstructureof“OffUgo”,meaningthe
managementandhumanresourcescapabilities),theneeds,thenumberofemployeesintendedto
hire,themanagementofthoseemployeesandtheestimatedpersonnelcosts.
6.1. ORGANIZATIONALSTRUCTUREIn this division, theorganizational chartwill bedevelopedbelow.The interiorworkingsof this
projectwillbeanalyzedindetail.
Chart11:OrganizationalChart"OffUgo"Source:OwnElaboration
6.2. JOBDESCRIPTIONS
Founder:
• Responsibleofrecruitmentprocessandretainmentofthebesttalents
Founder
CustomerServiceAgents
TechincalAgents(AppITassistances- Subcontracted)
Cabify&UberAgents
(Subcontracted)
TrackableChipsDistributors
(Subcontracted)
MarketingAgents
Co-Founder&CEO
47
• Leadtheexecutiveteam&assembleacomprehensiveteam
• Leadeffectiveteams
• DirectmarketingandPromotionsmanagement
• MarketingandSocialMediaManagementandcreationofthestrategyCo-Founder&CEO:
• Identifyingmarketopportunities
• Managementoftheproductdevelopment
• Productdevelopmentandimplementation
• DirectmarketingandPromotionsmanagement
• Financialestimatesmanagementandbusinessplancreation
• Monthlytasksmanagement
• Teamcommunicator&Teambuilding
• Brand,revenueandexpensesmanagementCustomerServiceAgents:
• Problemsolverstowardscustomers
• Phoneandemailduties
• Customerassistance24/7
• Customerguidanceandfollow–uponenquiries
• Providehelpfulinformation,answeringquestionsandrespondingtopossiblecomplainsCabify&UberAgents:
• Pickinguppersonalbelongings
• Distributingtheluggage’stotheairports
• Lockingtheluggage’sinthedesignatedairportlockersChipdistributors:
• DistributingChipstocustomer’sresidencesbeforethetrip
• StockManagement
• Subcontractedcouriercompanies’communicationandservicedeliverymanagement
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ITAgents:
• Appcreators
• TechnicalassistancefortheApp,customerserviceagents’platformandwebsite
• Emailandsocialmediaplatformsassistance.MarketingAgents:
• Active roll and lead the marketing strategies, contributing to successful businessperformance
• Advertise/promotetheservicewiththefocusonincreasingsales
• Createandmaintainclientaccounts
• Inchargeoftheexpansionofthebrand/servicevisibility
6.3. HUMANRESOURCEPOLICY:SELECTION,MANAGEMENT,COMPENSATIONThepoliciesof“OffUgo”willbemainlyfocusedintheselectionprocess,howthemanagementof
theteamwillbedoneandthecompensationsfortheemployees.
Since“OffUgo”believesthatthecontractedemployeeswillbethemostimportantassetforthis
companyandsothattodeliveranexceptionalservicetothefuturecustomers;theFounderofthe
companywillbetheoneinchargetorecruitthebesttalentsforeachjobdescription.
Inordertofindthebestcustomerserviceagents,themostvaluedpersonalattributeswillbehaving
a positive attitude, excellent communication skills, product knowledge, multi-tasking skills,
patience,fastpace,creativethinkingandstressresistant.
Regardingthesub-contractedservices(Uber,Cabify,Chipproducersandcouriercompanies),the
mainactivitywillbetryingtofindbestarrangedpricesforthestatedservices,inordertomake
“OffUgo”fordoablesinceitisalreadyseenthatthoseemployeeshavetherequiredskillsandthe
goodreputationforthiswell-knowncompanies.
ITSupportAgentswillbetheonesinchargetosolveanytechnicalissueandtheonestocreatethe
AppandWebsite,theywillberequiredtohavecustomerserviceskills,aswellas,highknowledge
onProgramming,PC,Mac,SupportTicket,CallCenterSupport,Knowledge-basedsystems, Java
andJavaScrpit,OperatingSystems,BasicCoding,AnalyzingAppLogsandProjectManagement.
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ChipDistributorswillbeOfficeAgentsinchargeofcontactingtheChipProducersandthecourier
companiesinordertomakethechipsbedistributedtoallthecustomer’slocationsontime.Strong
TimeManagementskillswillberequested,aswellas,beingorganizedpeopleandmulti-tasking
skills.
Themanagementof thisemployeesandservicesgivenwouldbesupervisedby themanagerial
teamcomposedbytheFounderandtheCo-Founder&CEO.
Inregardstothecompensationgiventoallthecomponentsofthecompany,giventhefactthatall
theemployeeswouldbehavingan indefinitecontractof40h;28workingdayswouldbegiven,
togetherwith2daysforpersonalissues.Likewise,workingfromhomeifpossiblewillbeallowed
foremployees,theywillonlyneedtonotifythemanagersandstillbeavailableatskypeforbusiness
andemailduringworkinghours,thiswillalsobeasignoftrusttowardstheteam.Ahealthylifestyle
isoneofthepillarstobetakenintoaccountfortheemployees,thatiswhyahealthyprogramwill
bestablished,wereeachemployeewillbeallowedtouse1workinghourperweektodosports
(eithergotothegymorforarun/walk).
Ifthecompanyrunswell,thepossibilitytohave“TicketRestaurant”pereachmealdoneduring
theworkinghourswillbeencounteredinanearfuture,likewise,atthemoment,employeeswill
havetobringtheirownlunchtothemainofficesifworkingfromthere.
6.4. MANAGEMENTTEAMANDBOARDOFDIRECTORSThemanagerialteam,aswellastheboardofdirectorswillbecomposedbythefounderandco-
founder&CEO,whichatthesametime,willbetheexactsamecomponentsastheentrepreneurial
team.
Thismanagerial board systemwill be stablished for the first 1 to 3 years. If the company has
positiveresultsaftereachexerciseand“OffUgo”introducesnewofficesandstartstooperatein
new markets; regional managers and office directors will be hired in order to make the
communicationsmoother.Itisalsobelievedthatopeningthispositionswillalsoensurethatthe
companyvision,missionandwayofdeliveringtheservicewillstandwiththesameparametersas
thebeginning.
Makingreferencetotheinternalteam;forthefirst3years,thefounderandCo-founder+CEOwill
bethemaindirectcontactsofthecompany.
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Whentalkingabouttheexternalteam,allthepartnerswillbetakenintoaccount,meaningthat,
theexternalteamwillbefocusedoncompaniessuchas,Cabify,Uber,Airports,Airbnb,Booking
andpartnerhotels.Togetherwith,thecouriercompaniesthatwilldeliverthetrackabletagstothe
customersinadvanced,alongwith,theproducersofthechipsandthetags.
7. FINANCIALPLANThefinancialsectionwilldeterminewhetherornotthebusinessideaisviableandwillbethefocus
of any investors whomay be attracted to “OffUgo”.Moreover, it will determine the financial
assumptionsdone,togetherwiththesourcesandneedsprojectionandafinalfinancialforecast.
Themainassumptionsofthebusinessmodelandfinancialprojectionswillalsobeencounteredin
thissection.
7.1. NECESSARYFINANCIALINVESTMENT
Table4:Necessaryinvestmentfor"OffUgo"Source:OwnElaboration
Investment in assets has been considered as an expense for the first year, hence the initial
investmentneedsarebasedontheworkingcapitalnecessarytofinancethelossesofthefirstfour
years.
7.2. PROJECTFINANCING
Inthissection,themostsuitablefinancingoptionsfor“OffUgo”willbedetermined.Firstly,a
500.000€ofthenecessaryinvestmentwillbefinancedbybanks(loans).A5%interestwillbe
chargedandthiscreditwillbegivenin5years’time.
Likewise,shareholderswillassumetherestoftheinvestmentneeded.Inordertounderstand
theamountneededtostartthisbusiness;“OffUgo”workingcapital isconsideredfromthe
first4yearlossesasmentionedpreviously.
INVESTMENT
WorkingCapital 1.000.000 First4yearlosses
TOTAL 1.000.000Shareholders 500.000Banks(5%interest) 500.0005-YEARCREDIT
15.000 5%ofthebankinterest 3.000 The5%interestdividedby5-yearsloan
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7.3. MAINHYPOTHESISANDASSUMPTIONSOFTHEBUSINESSMODELMAINHYPOTHESIS&ASSUMPTIONSCALCULATIONS (Currency:€) 1 2 3 4 5 Inflation 2,0% 2,0% 2,0% 2,0% Revenues Numberofusers(perday&percountry) 30 40 50 80 95Numberofoperatedcountries 1 1 3 3 5Averagepriceperservice 25 26 27 28 29Numberofoperabledays 360 360 360 360 360Numberoftotalservicessoldperyear 10.800 14.400 54.000 86.400 171.000TOTALANNUALREVENUES 270.000 374.400 1.458.000 2.419.200 4.959.000 EXPENSES
TotalServicesperyear 10.800 14.400 54.000 86.400 171.000Cabify/Uberunitaryserviceprice 11,04 11,04 11,04 11,04 11,04
Cabify/UberServicerent -119.232 -158.976 -596.160 -953.856 -1.887.840LaborCost(SeeTable6) -277.200 -356.400 -514.800 -620.400 -858.000OTHEROPERATIONALEXPENSES
TotalServicesperyear 10.800 14.400 54.000 86.400 171.000TravelTagunitaryprice 0,85 0,85 0,85 0,85 0,85
TravelTagPurchase -9.180 -12.240 -45.900 -73.440 -145.350TotalServicesperyear 10.800 14.400 54.000 86.400 171.000GPSunitaryprice 1,86 1,86 1,86 1,86 1,86
GPSPurchase -20.088 -26.784 -100.440 -160.704 -318.060TotalServicesperyear 10.800 14.400 54.000 86.400 171.000Lockersrentunitaryprice 3,16 3,16 3,16 3,16 3,16
LockersRent -34.128 -45.504 -170.640 -273.024 -540.360TotalServicesperyear 10.800 14.400 54.000 86.400 171.000GPSDeliveryunitaryprice 4,12 4,12 4,12 4,12 4,12
CourierServiceUsage(GPSDelivery) -44.496 -59.328 -222.480 -355.968 -704.520OutsourcedAccountingcompany -4.000 -4.000 -12.000 -12.000 -20.000
MonthlyOfficeRent 2.500 2.500 2.500 2.500 2.500Rentedmonths 12 12 12 12 12
OfficeRent -30.000 -30.000 -30.000 -30.000 -60.000Marketingcampaigns -45.000 -35.000 -60.000 -50.000 -60.000App&Websitepurchase -2.000 -2.000 -3.000 -4.000 -5.000Otherexpenses(5%ofthetotalannualrevenues) -13.500 -18.720 -72.900 -120.960 -247.950TOTALOTHEREXPENSES -202.392 -233.576 -717.360 -1.080.096 -2.101.240TOTALANNUALEXPENSES -598.824 -748.952 -1.828.320 -2.654.352 -4.847.080Table5:MainHypothesis&Assumptions"OffUgo"Source:OwnElaboration
LaborCost Year1 Year2 Year3 Year4 Year5
Founder&Co-Founder 2 2 2 2 2
Salary 25.000 25.000 25.000 25.000 25.000
SUBTOTAL 50.000 50.000 50.000 50.000 50.000
CustomerServiceAgents 4 5 9 10 14
Salary 20.000 20.000 20.000 20.000 20.000
SUBTOTAL 80.000 100.000 180.000 200.000 280.000
ChipDistributors 1 2 4 6 8
Salary 20.000 20.000 20.000 20.000 20.000
SUBTOTAL 20.000 40.000 80.000 120.000 160.000
ITAgents 1 1 1 1 2
Salary 20.000 20.000 20.000 20.000 20.000
SUBTOTAL 20.000 20.000 20.000 20.000 40.000
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Marketing 2 3 3 4 6
Salary 20.000 20.000 20.000 20.000 20.000
SUBTOTAL 40.000 60.000 60.000 80.000 120.000
TOTALPERYEAR 210.000 270.000 390.000 470.000 650.000
TOTAL+socialsecurity 277.200 356.400 514.800 620.400 858.000Table6:LaborCostbreakdownfor"OffUgo"Source:OwnElaboration
Table7:Purchasesunitaryprice"OffUgo"Source:OwnElaboration
AveragepriceperservicebasedonUnitarycostpointandscenarioinBarcelonafor1suitcasefromthecitycentertotheairport
7.4. PROJECTEDINCOMESTATEMENTSP&L(Profit&Loss) (Currency:€) 1 2 3 4 5Revenues Revenues 270.000 374.400 1.458.000 2.419.200 4.959.000TOTALREVENUES 270.000 374.400 1.458.000 2.419.200 4.959.000 OperationalExpenses Cabify/UberServicerent -119.232 -158.976 -596.160 -953.856 -1.887.840LaborCost(SeeTable5) -277.200 -356.400 -514.800 -620.400 -858.000OTHEROPERATIONALEXPENSES -202.392 -233.576 -717.360 -1.080.096 -2.101.240TOTALOPERATIONALEXPENSES -598.824 -748.952 -1.828.320 -2.654.352 -4.847.080 EBITDA -328.824 -374.552 -370.320 -235.152 111.920Ammortization 0 0 0 0 0EBIT -328.824 -374.552 -370.320 -235.152 111.920Financial -25.000 -20.000 -15.000 -10.000 -5.000ProfitBeforeTaxes -353.824 -394.552 -385.320 -245.152 106.920Tax(25%) 88.456 98.638 96.330 61.288 -26.730NetProfit -265.368 -295.914 -288.990 -183.864 80.190AccumulatedNetProfit -265.368 -561.282 -850.272 -1.034.136 -953.946Table8:P&Lfor"OffUgo"Source:OwnElaboration
PurchasesPrice
chargedCurrencyexchange
TravelTag $1,18 1,07€
GPS $2,60 2,36€
CourierService 4,12€ 4,12€
LockersRent 4,00€ 4,00€
Cabify/Uber 13,99€ 13,99€
TOTAL 25,54€
53
7.5. SENSIBILITYANALYSISThemainvariablesfor“OffUgo”arethenumberofusersperdayandpercountry,togetherwith,
thepriceperservice.
Inorder toanalyze thesensibilityof thisbusiness, thenumberofusershavebeenusedas the
variabletobeevaluated.Ithasbeenreduceda10%oftheinitialforecast(7.3.MAINHYPOTHESIS
ANDASSUMPTIONSOFTHEBUSINESSMODEL).ThisAnalysiswillbeapessimistanalysissincethe
mainoneitisalreadydonefromaconservativepointofview.
MAINHYPOTHESIS&ASSUMPTIONSCALCULATIONS (Currency:€) 1 2 3 4 5 Inflation 2,0% 2,0% 2,0% 2,0% Revenues Numberofusers(perday&percountry) 27 36 45 72 86Numberofoperatedcountries 1 1 3 3 5Averagepriceperservice 25 26 27 28 29Numberofoperabledays 360 360 360 360 360Numberoftotalservicessoldperyear 9.720 12.960 48.600 77.760 154.800TOTALANNUALREVENUES 243.000 336.960 1.312.200 2.177.280 4.489.200 EXPENSES -384.509 -499.478 -1.051.344 -1.478.870 -2.566.992
TotalServicesperyear 9.720 12.960 48.600 77.760 154.800Cabify/Uberunitaryserviceprice 11,04 11,04 11,04 11,04 11,04
Cabify/UberServicerent -107.309 -143.078 -536.544 -858.470 -1.708.992LaborCost(SeeTable5) -277.200 -356.400 -514.800 -620.400 -858.000OTHEROPERATIONALEXPENSES -190.253 -217.318 -656.124 -981.686 -1.915.912
TotalServicesperyear 9.720 12.960 48.600 77.760 154.800TravelTagunitaryprice 0,85 0,85 0,85 0,85 0,85
TravelTagPurchase -8.262 -11.016 -41.310 -66.096 -131.580TotalServicesperyear 9.720 12.960 48.600 77.760 154.800GPSunitaryprice 1,86 1,86 1,86 1,86 1,86
GPSPurchase -18.079 -24.106 -90.396 -144.634 -287.928TotalServicesperyear 9.720 12.960 48.600 77.760 154.800Lockersrentunitaryprice 3,16 3,16 3,16 3,16 3,16
LockersRent -30.715 -40.954 -153.576 -245.722 -489.168TotalServicesperyear 9.720 12.960 48.600 77.760 154.800GPSDeliveryunitaryprice 4,12 4,12 4,12 4,12 4,12
CourierServiceUsage(GPSDelivery) -40.046 -53.395 -200.232 -320.371 -637.776OutsourcedAccountingcompany -4.000 -4.000 -12.000 -12.000 -20.000
MonthlyOfficeRent 2.500 2.500 2.500 2.500 2.500Rentedmonths 12 12 12 12 12
OfficeRent -30.000 -30.000 -30.000 -30.000 -60.000Marketingcampaigns -45.000 -35.000 -60.000 -50.000 -60.000App&Websitepurchase -2.000 -2.000 -3.000 -4.000 -5.000Otherexpenses(5%ofthetotalannualrevenues) -12.150 -16.848 -65.610 -108.864 -224.460TOTALOTHEREXPENSES -190.253 -217.318 -656.124 -981.686 -1.915.912TOTALANNUALEXPENSES -574.762 -716.797 -1.707.468 -2.460.557 -4.482.904Table9:Sensibilityanalysisof"OffUgo"Source:OwnElaboration
Itisproved,thatwitha10%lessofdailynumberofusers,thisbusinessmodelwouldbesuffering
lossesthefirst5operationalyears,henceitwouldnotbeviable.Thatiswhyitisconsideredthat
“OffUgo”isaviablebusinessifdoingthestatedsalesperdayandtheaccordingexpansiontoother
countries.
54
P&L(Profit&Loss) (Currency:€) 1 2 3 4 5Revenues Revenues 243.000 336.960 1.312.200 2.177.280 4.489.200TOTALREVENUES 243.000 336.960 1.312.200 2.177.280 4.489.200 OperationalExpenses Cabify/UberServicerent -107.309 -143.078 -536.544 -858.470 -1.708.992LaborCost(SeeTable5) -277.200 -356.400 -514.800 -620.400 -858.000OTHEROPERATIONALEXPENSES -190.253 -217.318 -656.124 -981.686 -1.915.912TOTALOPERATIONALEXPENSES -574.762 -716.797 -1.707.468 -2.460.557 -4.482.904 EBITDA -331.762 -379.837 -395.268 -283.277 6.296Ammortization 0 0 0 0 0EBIT -331.762 -379.837 -395.268 -283.277 6.296Financial -25.000 -20.000 -15.000 -10.000 -5.000ProfitBeforeTaxes -356.762 -399.837 -410.268 -293.277 1.296Tax(25%) 89.190 99.959 102.567 73.319 -324NetProfit -267.571 -299.878 -307.701 -219.958 972AccumulatedNetProfit -267.571 -567.449 -875.150 -1.095.107 -1.094.135Table10:Sensibilityanalysis"OffUgo"Source:OwnElaboration
7.6. FEASIBILITYANALYSIS
AfteranalyzingtheP&Lof“OffUgo”andseeingthatprofitswouldstarttobenoticeableatthe5yh
operationalyear,withanamountof80.190€,thefeasibilityanalysiswillbedonetogetherwith
theShareholders’Investment(500.000€),anditisthefollowingone:
€
NetProfitofthe5thYear 80.690Shareholders’Investment 500.000Table11:FeasibilityAnalysis"OffUgo"Source:OwnElaboration
𝑁𝑒𝑡𝑃𝑟𝑜𝑓𝑖𝑡𝑆ℎ𝑎𝑟𝑒ℎ𝑜𝑙𝑑𝑒𝑟/𝑠𝐼𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡
= 87.690800.000
= 𝟏𝟎, 𝟗𝟔%
Meaningthat,theshareholderswouldbeearninga10,96%oftheirinitialinvestmentonaregular
yearofoperations.
Likewise,thebreak-evenpointwillalsohelpunderstandthefeasibilityof“OffUgo”.
𝑸𝒀𝒆𝒂𝒓𝟏 = 𝑭𝑪(𝑷K𝒖𝑽𝑪)
= 𝟑𝟓𝟖.𝟐𝟎𝟎(𝟐𝟓K𝟐𝟐,𝟐𝟖)
= 𝟏𝟑𝟏. 𝟔𝟗𝟏𝒖𝒏𝒊𝒕𝒔
𝑸𝒀𝒆𝒂𝒓𝟐 = 𝑭𝑪(𝑷K𝒖𝑽𝑪)
= 𝟒𝟐𝟕.𝟒𝟎𝟎(𝟐𝟔K𝟐𝟐,𝟑𝟑)
= 𝟏𝟏𝟔. 𝟒𝟓𝟕𝒖𝒏𝒊𝒕𝒔
𝑸𝒀𝒆𝒂𝒓𝟑 = 𝑭𝑪𝑷K𝒖𝑽𝑪
= 𝟔𝟏𝟗.𝟖𝟎𝟎𝟐𝟕K𝟐𝟐,𝟑𝟖
= 𝟏𝟑𝟒. 𝟏𝟓𝟔𝒖𝒏𝒊𝒕𝒔
55
𝑸𝒀𝒆𝒂𝒓𝟒 = 𝑭𝑪(𝑷K𝒖𝑽𝑪)
= 𝟕𝟏𝟔.𝟒𝟎𝟎(𝟐𝟖K𝟐𝟐,𝟒𝟑)
= 𝟏𝟐𝟖. 𝟔𝟏𝟕𝒖𝒏𝒊𝒕𝒔
𝑸𝒀𝒆𝒂𝒓𝟓 = 𝑭𝑪(𝑷K𝒖𝑽𝑪)
= 𝟏.𝟎𝟎𝟑.𝟎𝟎𝟎(𝟐𝟗K𝟐𝟐,𝟒𝟖)
= 𝟏𝟓𝟑. 𝟖𝟑𝟒𝒖𝒏𝒊𝒕𝒔
Q=Break–EvenPointFC=TotalfixedcostsP=SellingPriceuVC=UnitaryVariableCostsThisanalysismeansthat“OffUgo”needstosell131.691unitsinordertomakethebusinessmodel
doable forthefirstoperationalyear.ThemainreasonwhytheQoftheyear3and5 increases
instead of decreasing it’s because of the expansion to other countries. In order to make this
development;thefixedcostsincreasesconsiderably.
8. LEGALASPECTS
Afterbeingcapabletohavethebusinessmodelclearanddefined,allthelegalaspectstoconsider
inordertomakethisbusinessideaviablewillbeencounteredbelow.
8.1. LEGALFORMATANDSTRUCTURE
When starting a business, one of themost important things to consider is the legal structure
selected for thecompany. Itwillnotonlyhavean impactonthetaxes tobepaid,butalsothe
personalliabilitytoface.
Thereare3differenttypesofbusinessentities,thechosenonefor“OffUgo”willbetheLimited
Society,whichinvolvesthelimitedliabilityofthepartners,withoutanyinvolvementinpersonal
assets.
Aprimaryadvantage is that theSLonlyhas todoa first financial investmentof3000€or less.
Likewise,thetransmissionoftheparticipantswillalsobelimitedandtheywillhaveapreferential
subscriptionrightintheeventoftheabandonmentofoneormoreofitsmembers.Aswellas,the
proceduresforsettingupthecompanyaresimpleranditsoperationisnotsocomplex.
Nottoforget,distributionofprofitand losses isdeterminedbythepartnershipagreementand
passesthroughtothe2individualpartnersof“OffUgo”.
Itdoesnothavetomatchtheownershippercentages,likewise,thepartnershipitselfisnotsubject
toanyincometax.
56
ThecontrolofthebusinessisdeterminedbytheSLagreementbutunlessstatedotherwise,the2
partnerswillcontrolthebusinessbyhavinganequalvote.
Secondly,duetothefactthatthisbusinesswillbebasedinSpain;theregistrationofthecompany
inthesocialsecuritywillbedone,aswellas,registeringalltheemployeesinthegeneralregimen
ofthesocialsecurity.
Regardingthestructureofthebusiness,afunctionalstructurewillbeusedfor“OffUgo”;a“building
block” structure that recognizes the different types of recurringmanagement functions in the
organization(marketing,customercare,distributors/logistics…).Furthermore,thisstructurealso
ensuresthecoordinationofallthementionedactivitiesinprevioussectionsbythecentraloffices
thatwillbestablishedwhensettingupthebusiness.
8.2. INTELLECTUALANDINDUSTRIALPROPERTYItisessentialtoprotecttheknowledgegeneratedbyallpublicandprivateorganizationsinorder
totakeadvantageofthebenefits itcanpotentiallyyield.Suchprotection,moreknownasIP, is
dividedintotwotypesofpropertyrightsinSpain:
• Industrialproperty:theseriesofexclusiverightsthatprotectinnovativeactivities,likenew
products, designs or processes and also commercial activities by way of exclusively
identifyingproductsandservicesonthemarket(trademarksandtradenames).
• Intellectualproperty: theseriesof rights thatcreatorsandotherownershaveover the
worksandbenefitsthatstemfromtheircreation.
Industrial and intellectual property rights cover awide rangeof legal forms, includingpatents,
utilitymodels,industrialdesigns,newvarietiesofplants,trademarks,brandnames,tradesecret,
computerprogramsandcopyright,amongothers.
First of all, we would need to do a process application form for “OffUgo” in order to have a
registered IP and also a Power of Attorney and Priority Documents that will accompany the
applicationwiththerespectiveregistrationfee.TheIndustrialPropertyRegistrationDirectorate
officereceivesandprocessesapplications for theregistrationofTrademarks, IndustrialDesigns
andPatentsin-linewithlocalandinternationallegislationandregulations.
Furthermore,“OffUgo”wouldneedaTrademarkwhichisasign(logo)thatservestodistinguish
theserviceofferedfromtheorganization.Atrademarkisadistinctivesignthatwill identifythe
servicegivenbythiscompany.“OffUgo”signconsistof:
57
Image12:"OffUgo"designedlogoSource:OwnElaboration
•Words→nameofthecompany
•Figurativeelements→suitcase
•Shapes,slogansorlogos→Travelfree
Exclusiverightoveratrademarkisvalidfor10years,howeveritispossibletorenewthetrademark
indefinitely.Thesemarksalsoneedregistrationandprotection.Thesystemhelpsconsumersto
identifyandpurchasethisservice,asindicatedbythisuniquetrademark.
AccordingtotheOEPM,ortheSpanishPatentandTrademarkOffice,trademarksandtradenames
are distinctive industrial property rights granted by the SpanishGovernmentwhich gives their
creatorexclusiverightstousethemintheeconomicmarketplaceandprotectsthemfrombeing
usedbyanyexternalorunaffiliatedparties.
Firstof all, there isnoother identicalor similar trademarkor commercialname thathasbeen
registered previously. This will prevent “OffUgo” from unwillingly infringing on the industrial
propertyrightsofthirdparties.
Tofollowwith,“OffUgo”isaregistrabletrademarkbecauseitisnottoodescriptiveanddistinctive
whichisoneoftherequirementstobeanofficialtrademarkinEU.
TheEuropeanUnionIntellectualPropertyOffice(EUIPO)hasadoptedtheNiceClassificationfor
theclassificationofproductsandservices.TheNiceClassificationdividesproductsandservices
into45categories(orclasses).Itisnecessarytopay850EURwhichallowsyoutochooseaclass.
ForanadditionalfeeofEUR50,itispossibletochooseasecondclassandifitisnecessarya3rd
oneormore,150EURmusthavebeenpaid.
58
According to Nice Classification, “OffUgo” will use 35 (Advertising; commercial business
management;commercialadministration;Officework.),39(Transport;packagingandstorageof
goods;travelorganization.)services.
Afterthis,anapplicationwillbepresentedasacompanywiththisinformation:
1. Fullnameandlegalform:OffUgoSL
2. Registrationcountry:Spain
3. Direction:officeaddress
Asthiscompanywillonlyregister2classes,thefeeforregisteringthetrademarkwillbeof900
EUR.EUbrandsarevalidfor10yearsandcanberenewedindefinitelyforperiodsof10years.After
allthis,“OffUgo”wouldberegisteredtotheOEPMasalegaltrademark.
Moreover,inordertoregisterthedomain:www.OffUgo.es(whichisstillavailable)for10years,is
necessarytopayafeeof118€(includinga7%ofdiscount).
Image13:"OffUgo"companyregistrationSource:OwnElaborationatMarcaria
9. CRITICALRISKSANDCONTINGENCYPLANS
Whensettingupabusiness,therearesomecriticalrisksandcontingenciesthatcanbefoundwhen
launchingthebusinessoronthewayofthecreationofthecompany.Likewise,thisbusinessplan
willcountonariskmanagementplanbelow.Theriskassessmentandcontingencyplanningisalso
theprocessofdeterminingtherisksthatcanface“OffUgo”andwhatshouldbedoneifthoserisks
endsuphappening.
Itcannotbeplannedforeachofthepossibleemergencies,butitcanbeidentifiedthemostlikely
onesthat“OffUgo”canfaceonanearfuture,andtheonesthatwillcostthemosttothecompany.
Thefirststeptotakeistheriskassessmentandforecasting,duetothecurrentlivingsituationwith
aglobalcrisis(Covid-19),“OffUgo”mayfacedifficultiesatthebeginningofthefirstexercise.Itis
statedthattourismflightswillstartoperatingwithinfewmonths,butofcourse,itisnotsureand
it cannotbepredictedhowmany leisuremovementswill behaving the countryof Spain from
January2021(thelaunchingofthecompany).
59
Likewise,thereisstillaglimmerofhopethattheactivitywillgobacktonormalityontheupcoming
months;bystartingin2021,theriskwillbeminimizedfromnow.
Furthermore,since“OffUgo”’sbusinessmodelaimstodeliverpersonalbelongings(suitcases)to
airportsoraccommodations,thereisalsoameasurablerisktonotarrivingontimetothedelivery
place,orevenalogisticscontroversymakingthisissuetolosetheluggage’s.
Afterforecastingtherisks,ariskindexmustbedone.Eachriskcanberatedonascaleofoneto
five,withonebeingtheleastlikelytooccur(lessdamage)andfivebeingthemostlikelytooccur
(mostdamage).
• COVID-19GlobalCrisisà5
• Lostluggage’sà3
• Wrongtimemanagementà3
Oncealltheseisidentified,“OffUgo”willdecidewhattodowiththerisksthatthecompanycan
face.Byacceptingtheserisks,thecompanywilldealwiththesituationifitendsupoccurringeasily.
In order to make those processes smoother, the Founder & CEO will be the emergency
coordinatorstohelpwiththeback-upplansandmediacontacts.
Theywillbetherisksmanagers inchargeofthecreationofthedetailedplanstodealwiththe
situationsandfacethosethatcanstronglyharmthecompany.
InordertofacetheCOVID-19GlobalCrisis,theexpectedsaleshavebeenlowereda20%ofthe
expectedamountinordertoseeifthecompanywouldstillbefeasible,and“OffUgo”wouldstill
be doable after analyzing the upcoming 5 business exercises. Likewise, since it is a Global
Pandemic,itiscomplicatedtotakefurtheractions.
Whenitcomestothelossofpersonalbelongings,sincealltheuserswillbesecuredwithanamount
ofmoneyincasethishappens,theactiontobetakenwillbetosearchfortheluggage’swithin10
days-time,andifitdoesnotappeara50%ofthatamountwillbetransferredtotheuser,andafter
10moredaysofsearch,theremaining50%willbegiventotheuser.
Allthisprocesswillbeextremelyfollowedupbythecustomerserviceagents,andtheywillbethe
responsiblestosendapologylettersandrewardstotheusers.
Besides,inordertomanagethe“notdeliveringtheluggageontime”concern;anurgentdelivery
willbedonetotheuser,aswellas,acustomizedapologyletterwitha30%discountontheirnext
service(ifapplicable).
60
Lastly,aplanevaluationwillbecompleted;allthesemeasurementsstatedabovewillbeconstantly
checkedandtheplanwillbereviewedbythemanagerialteaminordertomaketheusersmore
delightedafterlisteningtotheirreviewsandconcerns.
10. CLOSINGSTATEMENT:
To conclude with, “OffUgo” ‘s business model will work to enhance the travel experience by
providingtrustworthytransportationandstoringservicesgivingthebestqualityandsecurityto
customers.Thegoalofthisbusinessistogiveapersonalizedandexceptionalcustomerservicein
ordertomakethetravelingexperienceaflawlessone.
Thedesignedcourseofactionistomakeacontinuousfollowupofthecustomerjourney,along
withaninterruptedtechnicalassistanceinordertogaincustomer´strustwhichisoneofthemost
importantpointsinthisbusiness.Toboosttheexpansionoftheservice,promotionalofferswillbe
displayedtonewpotentialconsumers,aswellas,loyaltyprogramstoallthoseuserswillingtouse
theserviceperiodically.
Themain competitiveedgesof this companywill be client´s trust towards the serviceoffered,
marketingintermsofsocialmediaandhavingpartnershipswithleadingcompaniesofthemarket
whilegaining reputationandprestigeat thesame time.Themost importantassets inorder to
make this business plan to function are; firstly, to gain the confidenceof thepotential clients.
Likewise, having a qualified and experienced work force will be the key to make the human
resourcework.
Last but not least the intellectual resourceswould be composed of capturing the trust of the
preferred partners such as hotels, Airbnb and Airlines. Referring to the physical resources,
transportation,infrastructureandstoragefacilitieswouldbeneeded.
Thefinancial resourcewouldbemainlyfocusedon investor´s funding’s,cashandcredit.Asper
this,thiscompanywouldgeneratevaluepropositionsandrevenue.
61
Moreover,economicallyspeaking,thisbusinessmodelwillbeviableiftheunitstobesoldyearly
are completed, as mentioned in detail on the financial plan. As well as the expansion of this
companytothestatedcountriesduringthefirst5yearswiththewilltokeepgrowingthefollowing
ones. Furthermore, thisbusiness ideacouldbecarriedout if “OffUgo”getsa largeportfolioof
internationalclientswhousesthisserviceasanessentialonewhiletraveling.
62
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12. ATTACHEMENTS:12.1.ETHICSFORM:
12. Attachments: 12.1. Ethics Form:
Risk checklist – Please answer ALL the questions in each of the sections below. Risk category 1
Yes
No
Use any information OTHER than that which is freely available in the public domain?
Involve analysis of pre-existing data which contains sensitive or personal information?
Involve direct and/or indirect contact with human participants?
Require consent to conduct?
Require consent to publish?
Have a risk of compromising confidentiality?
Have a risk of compromising anonymity?
Involve risk to any party, including the researcher?
Contain elements which you OR your supervisor are NOT trained to conduct?
Risk Category 2
Require informed consent OTHER than that which is straightforward to obtain to conduct the research?
Require informed consent OTHER than that which is straightforward to obtain to publish the research?
Require information to be collected and/or provided OTHER than that which is straightforward to obtain?
Risk category 3
Involve participants who are particularly vulnerable?
Involve participants who are unable to give informed consent?
Involve data collection taking place BEFORE consent form is given?
67
List agreed actions with your tutor to be taken to address issues raised in questions Risk Category 2:
Tocoverthisrisk2,wehaveaskedeachpersoninterviewedorwhohasparticipatedinthefocusgrouptoauthorizewiththe“ConsentForm”;theacknowledgementthattheinformationgivenwillbeanalyzedforthedegreethesisof“OffUgo”andthattheyfully/partiallyauthorizethatfocusgroup/interviewcanbetranscribedorrecordedforthedegreethesis.
Involve any deliberate cover data collection?
Involve risk to the researcher or participants beyond that experienced in everyday life?
Cause (or could cause) physical or psychological negative consequences?
Use intrusive or invasive procedures?
Include a financial incentive to participate in the research?
Student Declaration: I confirm that I will undertake the Degree Thesis as detailed above. I understand that I must abide by the terms of this approval and that I may not make any substantial amendments to the Degree Thesis without further approval.
Name student 1:……………………… Signed: ……………………….. Date:
Name student 2:……………………… Signed: ……………………….. Date:
Agreement from the supervisor of the student:
Name:……………………… Signed: ……………………….. Date: ………………
ClaraBarbany16/02/2020
SofiaFuglsang-Madsen 16/02/2020
PhdFedericoPrats 16/02/2020
68
12.2.CONDUCTEDSURVEY–GOOGLEFORMS
9/3/2020 Business Plan - Creation of a company
https://docs.google.com/forms/d/1EmPuvAULrgW1GOfRlFC7AJ7s3T3ZPEFiTEdluQvXi1k/edit 1/3
1.
Marca solo un óvalo.
Male
Female
Prefer not to say
2.
Marca solo un óvalo.
15 - 20
21 - 35
36 - 50
+50
3.
Marca solo un óvalo.
Yes
No
Maybe
Business Plan - Creation of a companyTired of being stressed because of your luggage while traveling? Introducing "offUgo" an innovative service that will pick up your luggage from your accomodation and will deliver it to airport lockers with a secure tracking system for you to check where your personal belongings are at all times.
Ready to make the most of your travel experience all over the globe?*Obligatorio
Gender *
Age *
Does your luggage become a stressful part of your travelling experience? *
69
9/3/2020 Business Plan - Creation of a company
https://docs.google.com/forms/d/1EmPuvAULrgW1GOfRlFC7AJ7s3T3ZPEFiTEdluQvXi1k/edit 2/3
4.
Marca solo un óvalo.
Yes
No
Maybe
5.
Marca solo un óvalo.
Yes
No
Maybe
6.
Marca solo un óvalo.
Yes
No
Maybe
7.
Marca solo un óvalo.
Yes
No
Maybe
Would you use a courier service that brings tracked luggages from your accomodation to theairport lockers? *
Would you feel more secure adding a tag with a chip on your luggage? *
Would you have a more pleasant experience if exploring a destination on your last day of thetrip with handsfree? *
Would you use the service regularly if introducing promotional offers and loyalty programs? *
70
+20€
10-20€
