OperationalBusinessPlan

Movida
 Operational Business Plan

TableofContents
I...........................Executive summary
...................................................3
II.........................Presentation of our
organizational structure and human
management procedures..............4
III.............................Internal analysis:
...................................................6
IV. External analysis.........................................................8
V. Strategy and Business Abla HJIAJ
Sanaa OUADI
Model.............................................................................12
Olga MISHUKOVA
VI. Financial forecasts....................................................15
Yulia ZALIUBOVSKA
VII. ANNEXES.................................................................19
Patricia RODRIGUES

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 Operational Business Plan

I. Executivesummary

Companyandtheconceptdescription

WeareanewcompanyontheSpanishmarket.WeareMovidaHubanapparel
rentalserviceandbeautybar.AphysicalplacelocatedinBarcelonaprovidingwomen
withclothestorentfor17daysanditsbeautybarwithmakeupandhairartists.Itis
aplacetopreparefortheeventaswellastochillandhaveagreattimewithaglassof
Cava.Atthesametimewehaveonlineservicewithpicturesofalloutfitsavailableat
thestore.Webelievethatwecancontributetotheresponsibleconsumptiontrend,and
tocreateecoorientedlifestylebrand.WewanttosupportSpanishemergingdesigners
andtouseandpromotetheirclothesandaccessories.Atthesametimewewantto
collaboratewithbrandofnaturaldecorativeandbeautycarecosmetics.

Wehavefourmainactivityblocks:
Apparel,bagsandsimpleaccessories
Hairandmakeupartists
Bar:Tea,Cava,Beer,Water,Naturaljuice,softdrinks
Salesofmakeupandaccessories.

Objective

Theoverallobjectiveoftheprojectistoidentifythenicheopportunityonthespanish
markettointroducetheinnovativebusinessmodelofapparelrentalandbeautyHub.
Identify the target and develop the strategy to reach our target, and identify the
feasibilityoftheproject.Tomakeitpossiblewemadeexternalanalysisandwecame
upwiththenewconcept,withfinancialforecasttosupportourproject.

Analysisandmarketopportunity

According to our external analysis we identified that there is a trend for the
sustainableconsumptionandthegrowingapparelandfootwearmarketcontributingto
the successful introduction of our concept. We decided that Barcelona is perfect
marketinspaintolaunchsinceourtargetispresentinthiscity,isamajortextiles
marketandthereisagrowingnumberofstudents.

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 Operational Business Plan

II. Presentationofourorganizationalstructureandhuman
managementprocedures

A. Organisationchart

Sinceourcompanyisasmallstartupbusiness,wecannotaffordalargenumberof
staff.Wearegoingtosplitsomedutiesamongshareholdersandadditionallyweare
goingtohire4people:makeupartistsandhairstylists.

B. Responsibilitiesbyposition

ResponsibilitiesofBoardofdirectors,financialdirector,businessmanagerandsales
managerwillbeundertakenbytheshareholdersofourcompany.However,justtwo
ofuswillbetheFinancialDirectorandtheBusinessManagerbecausewecannot
enablereceivesalaryforeachmemberoftheBoardManager.Infuturewewillhirea
personforthepositionoftheadministratorandforthepresentthebusinessmanager
willsharetheduties.

Position Responsibilities
Board of Management
directors Financialmanagement
Identifyriskareasandoverseeriskmanagement
Protectcompanyassetsandreputation
Setting the salaries and compensation of company
management
Governingtheorganizationbyestablishingbroadpolicies
andobjectives
Keeping up with different designer labels and fashion
designers

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 Operational Business Plan

Financial Developstrategiesforfinancialtrading
Director Monitorandrecommendsolutionstomaintainliquidityof
allbusiness
Overseeing the budgets and that everyone is sticking to
them
Planningforthefuture
Competitoranalysis
Settingannualcostratesandpricesforcustomers
Business Keep a strong client base and ensure that customers are
Manager satisfied
Managingemployeesschedulesandperformanceaswellas
workingtomakesuretherentalserviceisprofitable
Receptionduties
Generaldaytodayofficedutiesincludingkeepingtheoffice
tidy
Welcomingandgreetingcustomerswhocometothestore
Sellingbeautyproductsandtreatments
Organisingpromotionandmarketingcampaigns
Style Creatinganimageforclients
Assistant predictingandspottingfashiontrends
buildingupagoodnetworkofclients
puttingtogethercreativeanduniquefashionoutfits
Makeup applymakeupforbigeventsincludingweddings,funerals,
artist holidays,andoutings
demonstratecosmeticproductstoclients
instructclientsaboutmakeupapplication
give advice to clients about maintaining hygiene after
applying/removingmakeup
ensuretocleanandarrangeproductstorage
Hairstylist Determine clients individual requirements by conferring
withthemindetail
Provide information to clients regarding the type of hair
styleandtreatmentsuitableforthem
analysing clients hair, facial features, and needs, and
determining/recommendingbeautytreatments
creatinghairstylesfordifferentevents
ensureappropriatecleanlinessofworkareas
maintain and sanitize hair cutting tools and salon
instruments
trainnewlyhiredhairstylistsinaproactivemanner
maintainappointmentcalendarsandcustomerdatabases

C. Recruitmentprocedures

Ourcompanyadvertisesthejobinlocalnewspapers,byonlinethrougharecruitment
website,throughsocialmedia.Wedonotlookforpopularandfamousmakeupand

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 Operational Business Plan

hairstylist,forusisimportantprofessionalandcommunicationskills.Thereforewe
askaportfolioandcertificates.
Essentially any discrimination based on race, gender, sexual orientation, national
origin,age,religion,disabilityormaritalstatus arestronglynotwelcomedinour
company.

III. Internalanalysis:

A. Mission

Weareaspiredtobringpeopletogetheronthecommongroundofcollaborationand
fun,toinspirethesharedeconomy.

B. Vision
Wewanttomakesurethatweprovidepeoplewithspaceandinspirationtocreate
sustainableconsumption.

C. Objectives

Sincethecompanyisnewonthismarketandthemarketisnotreallyexisting,we
wanttoputasourobjectivesthefollowing:
we want to become established company on the barcelona market reaching the
customerbaseofclientsbythethirdyear
Bythethirdyearwewanttouse70%oftheclothesinthestoreonlyfromtheclients
whobringthem
Bythe5thyearwewanttobeabletoopenthesecondlocationinBarcelona.

D. MarketingMix

Product

Weoffernotaproduct,weofferaserviceofrentclothesfordifferentevents.Itisa
freshideaforthismarketinBarcelona. Werentoutclothes forwomenandthis
includesitemslikeaccessories,coats,shirts,dressesandseveralothers.Alsoweoffer
makeup,hairstyleservicesandattendanceofourloungebar.

Place

WechooseaphysicalrealplaceinExampleinBarcelona.Itisacenterofcityandit
willbeconvienttogettoourHub.
Additionallywehaveawebsiteofourcompany.Customerswillhavetologontothe
websitetolookattheproductsandtoreservethem.ThebusinesswillhaveaHub:a
headoffice,wheretheproductswillbekept.

Price

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 Operational Business Plan

Wehaveareasonablepricingstrategybutnotcheapandwehopeourcustomersfind
these prices quite affordable. The price depends on what sort of product that the
customer is reserved. Pricing is designed to be competitive to the other clothes
services.

Promotion

Weattractcustomersbyhavingarangeofpromotionslikediscountcodes.Alsowe
advertisebypromotingthebusinessbysendingregisteredcustomerswithemailsand
socialmediasregularlywithinformationaboutnewproducts.
Additionallywewillholdeventwithmarketingactions.Wehaveapageinmany
socialmediasandwewillpublicizeourcustomersaboutdiscountsandeventsthrough
it.

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 Operational Business Plan

IV. Externalanalysis

A. ApparelandfootwearinSpain.

Aftertherecessionperiodin2014theapparelandfootwearinSpainregistereditsfirst
positivegrowth.ThepurchasingpowerofSpaniardsstoppeddeclining.Thisislikely
to support the expansion of midrange brands, which largely suffered during
economiccrisis.Womensweardrovetherecoverywhilefootwearstillshowspoor
performance. Between2014and2019theSpanishapparelandfootwearmarketis
expectedtoconsolidateitspositiveperformance,andtogrowbyavalueCAGRof
2%atconstant2014prices.
Total GDP is expected to grow by 10% between 2014 and 2019, whilst the
unemploymentrateisexpectedtofallfrom25%in2014to17%in2019.Ontheother
hand,averageunitpricesareexpectedtosteadilyincreaseonlyfrom2016onwards,
determiningslowergrowthinvaluetermscomparedwithvolumeterms.
ThecollaborativeeconomyisafastgrowingsectorinSpainandisbecomingtobe
one of the European markets in which most business initiatives related to the
economicsphereareemerging.Ourbusinessisincorporatedwithinthisframework:
indeedtheconceptofrentalclothesisadoorwaytothesharingeconomy.

Newstrategies
Changinglandscapemakesthecompaniestoadoptnewstrategiesinordertostay
relevantandgainpositioninthemarket.Manufacturerswanttocreatestrongbrand
imagetoincreasecustomerloyalty.
Retail plans, collections and low prices are the key success factors behind
manufacturers new strategies. Companies focus on combination of low cost,
attractivedesignstrategyandoncreatinglifestylebrandstoenternewcategories.
Internetretailing
Differentfactorshelpedtherapidgrowthofonlinesalesduringlastthreeyears:timid
improvementintheeconomicconditionsdrovethegeneralgrowthindemandforthe
apparel,theexpansionoffashionbrandsonthewebwithlowerpricesandthespread
ofnewhabitsamongstpopulation.Duringandintherecoveryperiodofcrisesthe
Spaniardsstartedtosurfintheinternettryingtofindbestpricesandpromotions,
consumersstartedtobemorefamiliarwithwebstoresanddrovethepurchasesonline
creatingstrongrelationshipsbetweenonlineandphysicalstores.Companiesintroduce
newstrategiesandservicestogettotheconsumerthroughInternetaswellasthrough
physicallocations.Internetretailingwillalsobeimportantforsmalllocalplayersin
ordertoexpandtheirofferbyreducingstockcostsandreachingabiggernumberof
consumers.
Internetretailingwithinapparelandfootwearisexpectedtomaintainarapidgrowth
rate,withaCAGRof12%.In2013thischannelsawgrowthof29%,reaching1,043
mlneuro,andin2014itgrewto1,196mlneuro.In2014itrepresented5%ofoverall
valuesalesofapparelandfootwear.

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 Operational Business Plan

B. BeautyandpersonalcareinSpain

GDPgrowththoughdoesntshowsignificantimpactonperformanceofbeautyand
personalcare.
Spanishconsumerstradedowntocheaperalternatives,manufacturerswereforcedto
developstrongpricereductioncampaignsandattractivespecialoffers.
Nail products were the fastest growing category but now it reached its state of
saturation.Thatisattributedtofashioncycles.
ManufacturerswithinbeautyandpersonalcareinSpainarebettingonefficiencyand
simplifyingtherangeofproductsonofferand,withthisinmind,theyaimtobemore
selective,makingfewerproductsavailable.
ManySpanishconsumersarepayingincreasingattentiontothecompositionofbeauty
and personal care products. The trend responds to the growing ecofriendly
philosophy,whichisbecomingstrongeramongacertainsegmentofSpanishsociety.
Respect for the environment and concern about responsible consumption are the
dominantfactorsinfluencingtheirdemand.
Consumersarestronglyawareofthesideeffectsofchemicalingredientsandtoxins
thatcanbuildupintheskinandtheydemandtoknowtheoriginsoftheingredients
theirbenefitsandpossiblesideeffects.
Itis withinthis segmentofthepopulationthatnaturalandbiologicalbeautyand
personalcareproductsareemergingasanalternativetotraditionalchemicalbased
products.
Althoughthedemandfornaturalproductsisexpectedtogrowtheexpertssaythatitis
unlikely that it will reach the similar levels to the demand for the conventional
products.

C. Choiceofthelocation

We decided to launch our project in barcelona, the following points explain the
decisionundertaken:

Rankingsspeakbythemselves:Barcelonaisthefourthbesteuropeansmart
city(2012),fifthbestworldcityofqualityoflife,6thbesteuropeancitytodo
business.
BarcelonaisCatalunacapital:214000studentsattheeightuniversitiesofthe
Barcelonaarea.
Barcelona is known for its traditional importance of textiles. The city is
becomingamajorfashioneuropeancenter.In2012,Barcelonawasnamedas
thethirdmostimportant fashioncapital accordingtothe GlobalLanguage
Monitorsannualrankingoftheworld'stopfiftyfashioncapitals.
Population
Inhabitants:1.611.822inhabitantsin2014
Percentage of young people 326.257 (20%) 1216 yrs: 61.528 (19%) 1730 yrs:
264.729(81%)
Localisation:

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 Operational Business Plan

ByfarthemostdenselypopulatedareainthecityisEixample,with36,000peopleper
squarekilometer.Thestatisticsbelowshowit:

DistributionoffemalepopulationbydistrictinBarcelona
6,000
5,000
4,000
3,000
2,000
1,000 Population
0

Distribution of female population by district in Barcelona

9. la Nova Esquerra de l'Eixample 31. la Vila de Grcia 26. Sant Gervasi - Galvany

Thestatisticsclearlyshowthat3,93%ofthe122819fifteentotwentynineyearold
womenliveintheEixample,whichisthehighestpercentageconcentrationacrossall
districts.
Furthermore,thisareaisoneofthemosttouristicanddynamiconesinthecity,which
meansthatitisanideallocationforyoungandinnovativebusinessconcept.
SowedecidedtoimplementourbusinessinBarcelonaEixampledistrict.

D. Competition

ItisconsiderablydifficulttoanalysefullythedirectcompetitioninSpainoronlyin
Barcelona.Wehavefoundjusttwodirectcompetitorsofferingsimilarservice,renting

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 Operational Business Plan

the apparel however, they are not offering the coiffure and make up, the overall
conceptisdifferent.Weassumetherecanbesomeotherlittleshopsofferingrenting
of vintage clothes, but it is very difficult to identify them all. As to the indirect
competitorsweconsiderthemtobethenormalretailshopsofapparellikeInditex
groupthemostpopular,andothersmallerbrandsandretailers.Itgoeswithoutsaying
thattheretailingofapparelindustryhasaverystrongcompetition.Itisaverymature
market.However,wewouldliketopointoutthatwearenotenteringthismarketasa
directcompetitor,thusweconsidertheindirectcompetitonasathreat,butwedonot
focusonanalysingtheindirectcompetitionsincetheofferiscompletelydifferent.

E. TargetDefinition

OurprojecttargetsyoungfemalepopulationinBarcelonaof15to29yearsoldwho
wanttogettogetherandpreparethemselvesforparty,sharetheexperienceandbein
trend. They are open minded, they care about the environment and about their
appearance.

Thesecondarytargetarethewomenwhoarestudentsorwhocomesforworkor
internshipforacertainperiodoftime.Theywanttolookgoodandtobelongtothe
community,findnewinternationalfriendsandhavespacetohangout.Atthesame
timetheycannotbringalltheirclothesherethustheywanttohaveopportunitytobe
welldressedwithoutspendingeffortonbringingeverythingfromtheirhomecountry.
Indeed,giventhespiritofourconcept,itisthetargetthatweexpecttoattract.Thats
whyourfiguresfocusonthisrangeofage,butthatdoesntnecessarilymeanthat
youngerorolderwomenwontcountaspossibleclients.

V. StrategyandBusinessModel

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 Operational Business Plan

A. KeyPartners

Ourkeypartnersarethedesignersandhairandmakeupfirms.Wewanttocollaborate
withthelocaldesigners inordertoobtaindesirableapparelandfromourpartto
promotetheirbrandthroughourMovidaHubspace.Wealsowanttocollaboratewith
somehairandmakeupbeautycaresupplierstousetheirproductionandatthesame
timetosellsomeoftheirproductsinourphysicalshop.Otherkeypartnerweconsider
the drink suppliers for our lounge bar, in order to provide our customers with
refreshing drinks. We consider also possible the collaboration with the hair and
makeupcompanytoorganizecollaborativeeventsandoutsourcetheirfirmtoobtain
theexpertiseandtopromotetheirbusinessusingourplatform.

B. KeyActivities

Ourkeyactivitiesareofferingofrentalserviceandhairandmakeupbarservice,
whichisthemainconceptbehindtheproject.Atthesametimetheloungebarto
createthespaceforrelaxandcommunication.Wealsowanttooffersomeaccessories
andcosmeticsforsaleinordertosupportourcashflow.
C. KeyResources

The key resources we have are: the physical space of the MovidaHub and the
logistics,meaningtheexpertisein waywemanageorvaluedeliveryprocess,the

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 Operational Business Plan

supplyofalltheneededproductsandservices.Theapparelmovementalongthevalue
chainandoverallconceptimplementation.

D. Valueproposition

Weareanapparelrentalservicewiththebeautybarandloungewithdrinks.We
believeinresponsibleconsumptionandsharingeconomy,thatiswhywewantto
reducetheimpactontheenvironmentbyofferingpeoplethepossibilitytoreuseand
givethenewlifetoalreadyproduceditems.Thuswewouldliketoturnourcustomers
into suppliers inviting them to donate some of their clothes in exchange for
promotions.
Wealsooffertheexperienceofgettingreadytotheeventwhilesharingthemoments
offunwithyourfriends.Wefocusonyoungfemalecustomersagedfrom15to29
whoareopenminded,theycareabouttheenvironmentandabouttheirappearance.
Thesecondarytargetarethewomenwhoarestudentsorwhocomesforworkor
internshipforacertainperiodoftime.Theywanttolookgoodandtobelongtothe
community,findnewinternationalfriendsandhavespacetohangout.Atthesame
timetheycannotbringalltheirclothesherethustheywanttohaveopportunitytobe
welldressedwithoutspendingeffortonbringingeverythingfromtheirhomecountry.

E. Customerrelationship

Inordertoretainourcustomers:wearegoingtocreateavaluableandstrongbrand
image,basedonthesustainableandecofriendlyaspectsofourbusiness.Wealso
considerourconceptasaplacewherewomencancomeandhaveagreatmoment
withtheirfriends,rentadress,dotheirmakeupandhairbeforeaparty,liketheywere
athome.Weconsiderthatshopmanagerswillhavetoadviseandsupportclients,in
ordertoprovidethemthetoolstodecidewellwhichdresstheregoingtorent,orwhat
colormatchestheshoesetc.Wewanttomakeourpropositionasclearandsimpleas
possibleandatthesametimerelevantforourtarget.
Furthermore, in order to increase the clients loyalty, some loyalty cards will be
distributedtoourfirstclients.Foreachdressbought,makeuporhairstyledone,20,
30,or40pointswillbegainedbytheperson.150pointscanallowthepersontohave
afreemakeupsessionforexample,orafreemakeupkit.

F. Channels

Wewillhaveourwebsitetoreachourcustomersandtomakeeasierforthemtheuse
ofourservice.Wewouldliketobepresentandactiveinthesocialmediainorderto
interactwithourcustomersandcreatebrandawareness.Aboveallwewillhaveour
physicalspacetoprovideourservicesandtocreatethecommunityaroundit.Atthe
sametimeinordertokeeptheclientbaseandtoincreasetheclientretentionwewill
havetheloyaltyprograms.

G. Customersegments

Wewillhavetwomaincustomersegmentthatwewilltarget:

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 Operational Business Plan

youngfemalecustomersagedfrom15to29whoareopenminded,theycare
abouttheenvironmentandabouttheirappearance
femalestudentsorcomingforworkorinternshipforacertainperiodoftime,
theywanttolookgoodandtobelongtothecommunity

H. Coststructure

We consider the main costs of our project are the rental of physical space, the
maintenanceofapparel,thehairandmakeupserviceandthelogisticsmanagement.

I. Revenuestreams

The main revenue streams are coming from the main concept of the renting out
apparel,theservicesweofferandthesubscriptions.Atthesametimewewillalsoget
revenuesfromsalesofmakeupandaccessoriesanddrinks.

VI. Financialforecasts

A. Initialinvestments

Tostartupourbusiness,wewillneedtoinvest48308euros.Thisamountisallocated
inasfollows:

Tofinance Cost Financedby

ProfessionalFees** 1500 Debt/loan 23308,00
Licenses/Permits 200 Personal 25000,00
cash
Officesupplies 2000
Furnitures 2000
0
Advertising/marketing 1000
Renovations (leasehold 2200
improvements)* 0
SpecialEquipment* 1608
Total(Startupcosts) 4830 Total 48308,00
8

Sotofinancetheseinvestments,theshareholderswillinject25000euros(5000euros
each).Theremainingpartwillbefinancedbyaloanof23308euros.

Therepaymentplanwillgoasfollows:

Period Principle Interestpaid Payment Balance

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 Operational Business Plan

1 7616,00 466,16 8082,16 15692,00

2 7768,32 313,84 8082,16 7923,68
3 7923,68 158,47 8082,16 0,00
Total 23308,00 938,47 24246,47

Graduallytheinterestpartdecreases,andsodoesthefinancialrisk.Thisallowsusto
respectourengagements.

N N+1 N+2
Interest 466,16 313,84 158,47
Principal 7616 7768,32 7923,68
TOTAL 8082,16 8082,16 8082,16
%ofturnover 3,94% 3,66% 3,24%
Debt 23308 15692 7923,68
Equity 25000 22407,31 27677,90
Debt/Equity 0,93 0,70 0,29

B. Incomestatementforecast(seeAnnexeG)

Intermediatebalanceofmanagement

N N+1 N+2
Sales(ofservices) 193185,00 212503,50 244379,03
Cost 0,00 0,00 0,00
Margin 193185,00 212503,50 244379,03
Expensesoftheaccountingperiod 28800,00 30240,00 33264,00
AddedValue 164385,00 182263,50 211115,03
Compensationofemployees 129600,00 131544,00 133517,16
Taxationandtariffs 2897,78 3187,55 3665,69
EBITDA 31887,22 47531,95 73932,18
Depreciationandamortization 5036,00 10072,00 15108,00
Financialexpenses 466,16 313,84 158,47
Tradingprofit 26385,06 37146,11 58665,71
Corporatetax 28977,75 31875,53 36656,85
Netprofit 2592,69 5270,59 22008,86

TheEBITDAisanimportantindicatorofthefirmscapacitytogeneratecashflow.
OurEBITDAshowsthatweareabletoclearcashflowandrepayourloans.

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 Operational Business Plan

Breakevenpoint

Wewillbeabletoreachthebreakevenpointduringthesecondyearofourbusiness.

Turnover 193185 212503,5 244379

Variablescharges 48296,3 63751,1 78201,3
Contributionmargin 0,8 0,7 0,7
Fixedcharges 146000 146000 146000
Breakevenpoint 194666,7 208571,4 214705,9

N N+1 N+2
Breakevenpoint 194666,70 208571,40 214705,90
Turnover 193185,00 212503,50 244379,03

Turnover

Clientsinayear 8h,5days/week, 16000

50weeks/year
0,5hperservice
Potentialifweworkeveryday 8000servicesforhairstyle:15euro 643950
8000servicesformakeup:25euro
4staff
100dresses
20accessories
Salesforecast 640000potential,30%ofthepotential 193185
ofthefirstyear

C. Cashflowforecast

Ourpositivecashflowwillallowustorepayourloansandsatisfyourworkingcapital
requirements.(AnnexesH)

N N+1 N+2
Turnover 193185,00 212503,50 244379,03
Netprofit 2592,69 5270,59 22008,86
Cashflow 40605,06 95659,56 131164,10

D.

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 Operational Business Plan

E. Ratios

Profitmargin(Netincome/Revenue)

N N+1 N+2
Netincome 26385,06 37146,11 58665,71
Revenue 193185,00 212503,50 244379,03
ProfitMargin 0,14 0,17 0,24

Profitmarginmeasureshowmuchoutofeveryeuroofsales acompanyactually
keepsinearnings.A14%profitmargin,then,meansthecompanyhasanetincomeof
0.14euroforeacheurooftotalrevenueearned.Weseethatovertime,ourprofit
marginincreases.
Regardingtheseratioswecansaythatourbusinessisprofitableandfeasible.

Permanentcapitalcomposition(Loan/Equity)

N N+1 N+2
Loan 23308,00 15692 7923,68
Equity 25000,00 22407,31 27677,90
Loan/Equity 0,93 0,70 0,29

Wecanseethattheratiois<1,whichmeansthatourbusinesshasalowdebtandhigh
equitylevelsinthecapitalizationratiothatindicateinvestmentquality.

Interestcoverageratio(EBIT/Interest)

N N+1 N+2
Interest 466,16 313,84 158,47
EBIT 31887,22 47531,95 73932,18
EBIT/Interest 68,40 151,45 466,54

The interest coverage ratio is used to determine how easily a company can pay
interestexpensesonitsdebt.Thelowertheratio,themorethecompanyisburdened
by debt expense. Given that our ratio is always >1,5, we can conclude that our
businesswilleasilyrepayitsinterestexpenses.

I.

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 Operational Business Plan

VII. ANNEXES

A. SWOT

Opportunities

Growing apparel and footwear market (expected to grow 20142019 by a

valueCAGRof2%atconstant2014prices)compoundannualgrowthrate
Growingeconomy(GDPisexpectedtogrowby10%between20142019)
Trendforsharingeconomyandresponsibleconsumption
Trendfornaturalingredients
Trendforlowerprices
Growingonlinesales
Largetarget214000students
20%ofBarcelonapopulationareagedbetween1230yearsold
Numberofwomen122819womenbetween1529

Threats

Lowacceptancebythetarget
Growthforthebeautyproductisflat
Demand for natural products is not expected to reach the similar level as
conventionalproducts
Matchingpricesforthesimilaritemsintheretailingshops

Strength

Newconcept
Sustainability
Practicality
Affordableprice
Multiservice

Weaknesses
Limitedquantityofclothes
Coststructure

B. Positioning

Nowadays there is an increasing concern about the impact we cause on the

environmentwiththeapparelconsumption.Womenamongthe1529whoareyoung
andcareaboutenvironmentandabouttheirappearancearesearchingforthesolutions
todresswellandcontributetotheresponsibleconsumption.

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 Operational Business Plan

Fortunately,wecameupwithMovidaHubtheapparelrentalservicewithbeauty
bar,whichisauniqueconceptontheapparelandbeautymarket,thatallowswomen
togetpreparedfortheevent,tobelongtothecommunityandtobeapartofshared
economy.ModernwomenbelievethatbysmallchangeslikeusingtheMovidaHub
theycanshareexperiencewiththeirfriends,experiencedifferentstyles,takecareof
themselves,notharmingtheenvironmentatthesametime.

BecauseMovidaHuballowstoreusethealreadyproducedapparel,usesonlynatural
makeupandbeautyproducts,andsupportthelocaldesigners.

PositioningMap

Forourpositioningmapwehaveidentifiedtwomainaxes:MediumlowHighend,
FunctionalLifestyle.Wewantedtobedifferentiatedfromthealreadyexistingfirms
which are placed between Functional and Highend axes and be placed between
Mediumlow and Lifestyle axes. Since our competitors are only focused on the
fulfillingneedofrentingveryluxurydressesforspecialoccasionslikeweddings.In
contrarywearefocusedoncreatingalifestylebrandinthemindsofourconsumers
and offering more affordable options for the everyday life events, supporting the
sustainablelifechoicesandcreatingcommunity.

A.

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 Operational Business Plan

C. Externalanalysispopulationtable

G. %
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C. 15 D. 20 E. 25 ul
19 24 29 F. Pop at
year year year ulati io
B. s s s on n
H. District I. J. K. L. M.
S. 3,
N. 9.laNova 9
Esquerrade P. 144 Q. 237 R. 481 2
l'Eixample O. 994 9 3 6 %
Y. 3,
5
V. 134 W. 215 X. 431 1
T. 1.elRaval U. 811 7 5 3 %
AE. 3,
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Z. 31.laVilade AB. 111 AC. 223 AD. 406 1
Grcia AA. 715 2 9 6 %
AK. 3,
2
AF. 6.laSagrada AH. 119 AI. 191 AJ. 400 6
Famlia AG. 893 2 8 3 %
AQ. 3,
1
AL. 26.SantGervasi AM. 120 AN. 125 AO. 138 AP. 384 3
Galvany 4 8 5 7 %
AW.3,
0
AS. 102 AT. 120 AU. 156 AV. 378 8
AR. 60.SantAndreu 1 5 0 6 %
BC. 2,
8
AX. 7.laDretade AZ. 101 BA. 168 BB. 348 4
l'Eixample AY. 783 6 8 7 %
BI. 2,
BD. 8.l'Antiga 8
Esquerrade BF. 104 BG. 175 BH. 346 2
l'Eixample BE. 666 9 2 7 %

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 Operational Business Plan

BO. 2,
7
BL. 114 BM. 144 BN. 342 9
BJ. 19.lesCorts BK. 843 4 1 8 %
BU. 2,
5
BS. 151 BT. 313 5
BP. 18.Sants BQ. 691 BR. 930 4 5 %
CA. 2,
BV. 11.elPobleSec 5
AEIParc BY. 149 BZ. 312 4
Montjuc BW. 708 BX. 924 0 2 %
CG. 2,
3
CE. 136 CF. 282 0
CB. 10.SantAntoni CC. 658 CD. 805 4 7 %
CM. 2,
2
CH. 64.elCampde CK. 131 CL. 280 8
l'ArpadelClot CI. 670 CJ. 821 5 6 %
CS. 2,
1
CQ. 113 CR. 257 0
CN. 35.elGuinard CO. 663 CP. 784 1 8 %
CY. 2,
0
CW. 121 CX. 253 6
CT. 5.elFortPienc CU. 574 CV. 749 0 3 %
DE. 2,
CZ. 32.elCamp 0
d'enGrassoti DC. 114 DD. 250 4
GrciaNova DA. 586 DB. 777 1 4 %
DK. 1,
9
DF. 27.elPutxetiel DJ. 236 2
Farr DG. 685 DH. 717 DI. 962 4 %
DQ. 1,
8
DL. 13.laMarinade DP. 232 9
Port DM. 689 DN. 829 DO. 802 0 %
DW.1,
8
DV. 227 5
DR. 37.elCarmel DS. 625 DT. 728 DU. 919 2 %
EC. 1,
7
EB. 213 4
DX. 61.laSagrera DY. 540 DZ. 693 EA. 903 6 %
EI. 1,
7
ED. 25.SantGervasi EH. 212 3
laBonanova EE. 681 EF. 725 EG. 714 0 %
EO. 1,
7
EN. 212 3
EJ. 68.elPoblenou EK. 563 EL. 608 EM. 949 0 %
EU. 1,
6
ET. 206 8
EP. 65.elClot EQ. 546 ER. 641 ES. 876 3 %
EV. 4.SantPere, EW. 294 EX. 520 EY. 124 EZ. 206 FA. 1,
SantaCaterinai 8 2 6

21
 Operational Business Plan

8
laRibera %
FB.
FC.
FD.

FG. 15 FH. 20 FI. 25

FF. 19 24 29
A year year year FJ. TOT
FE. s s s AL
FL.
FK. District FM. FN. FO. FP.
FQ. 9.laNovaEsquerrade FR. FT. 144 FU. 237 FV. 481
l'Eixample FS. 994 9 3 6
FX. FZ. 134 GA. 215 GB. 431
FW. 1.elRaval FY. 811 7 5 3
GD. GF. 111 GG. 223 GH. 406
GC. 31.laViladeGrcia GE. 715 2 9 6
GJ. GL. 119 GM. 191 GN. 400
GI. 6.laSagradaFamlia GK. 893 2 8 3
GO. 26.SantGervasi GP. GQ. 120 GR. 125 GS. 138 GT. 384
Galvany 4 8 5 7
GU.

GV.

22
 Operational Business Plan

D. IncomeStatementForecast

GW. GX. GY. GZ.

N N+1 N+2
HA. Products HB. HC. HD.

HE. Totalsales(of HF. HG. HH.

services) 193185, 212503, 244379,
00 50 03
HI.Charges HJ. HK. HL.

HM. Depreciationand HN. HO. HP.

amortization 5036,0 10072, 15108,0
0 00 0
HQ. Expensesofthe HR. HS. HT.
accountingperiod 28800,0 30240,0 33264,0
0 0 0
HU. Rent HV. HW. HX.
12000 12000 12000
HY. Utilities HZ. IA. 2400 IB. 2400
2400
IC. Othercharges ID. 144 IE. 158 IF. 1886
00,0 40,0 4,00
0 0
IG. Compensationofemployees IH. 129 II. 131 IJ. 1335
600, 544, 17,16
00 00
IK. Taxationandtariffs IL. 289 IM.318 IN. 3665
7,78 7,55 ,69
IO. Financialexpenses IP. 466, IQ. 313, IR. 158,4
16 84 7
IS. Beforetaxprofit IT. 263 IU. 371 IV. 5866
85,0 46,1 5,71
6 1
IW. Corporatetaxes IX. 2897 IY. 3187 IZ. 3665
7,75 5,52 6,854
5 5
JA.Netprofit JB.25 JC.527 JD.2200
92,6 0,59 8,86
9
E. Cashflowstatementforecast

N N+1 N+2

23
 Operational Business Plan

Cashinflows
Sales 193185 212503,5 244379,03
Increaseincapital 25000,00
Externalinvestment 23308,00
Totalcashinflows 241493 212503,5 244379,03
Cashoutflows
ProfessionalFees 1500
Licenses/Permits 200
Officesupplies 2000
Furnitures 20000
Advertising/marketing 1000
Renovations(leaseholdimprovements)* 22000
SpecialEquipment* 1608
Salaires 129600,00 131544,00 133517,16
Rent 12000 12000 12000
Interest 466,16 313,84 158,47
Taxes 2897,78 3187,55 3665,69
Divends 0 2635,2925 11004,42775
Remboursementdeladette 7616 7768,32 7923,68
Totalcashoutflows 200887,94 157449,00 168269,43
Netflowofcash 40605,06 55054,50 76109,60
Initialcashposition 0,00 40605 55054,50
Finalcashposition 40605 95660 131164

24