EST 2018
SMART HOUSE SHIH CHIEN UNIVERSITY
hansteven
Content 01 Executive Summary 1.1 Overview 1.2 Problem 1.3 Solution 1.4 Marketing 02 Market 2.1 Target Market 2.2 Our Solution 2.3 Key Customer 03 Execution 3.1 Marketing Plan 3.2 Sales Plan 3.3 Technology
04 Company 4.1 Management Team 4.2 Sales Team 4.3 Advisors 05 Financing 5.1 Sources of Funds 5.2 Use of Funds 06 Statements 6.1 Projected Profit & Loss 6.2 Projected Balance Sheet 6.3 Projected Cash Flow Statement
01
EXECUTIVE SUMMARY
1.1 Overview 1.2 Problem 1.3 Solution 1.4 Marketing
1.1
OVERVIEW Change and uncertainty were defining factors for Greenbuild 2009 as a sustainable event. After several years of exponential growth, it was uncertain how the event would weather the economic downturn that has caused many to curtail travel and conference education. Hosting the event in a newly opened building, with a split exhibit hall, new event vendors and a limited local infrastructure for recycling and composting also created new challenges to maintain and exceed baselines for sustainable practices.
1.2
PROBLEM Social problems of green buildings: From the humanistic needs to social acceptance In the past few decades, scholars have conducted research and held discussions on green building to highlight their vital significance in addressing environmental, economic and social challenges. It is recognized that public attitudes and views towards green building may affect its application in daily lives, although studies on consumers ׳cognition are rarely carried out. The social problems related to green building such as consumers ׳basic understanding, purchase intention, social and humanistic needs, public attitudes and behaviors, rebound effects and furthermore social acceptance are therefore studied, based on three research methods including literature review, questionnaire and inductive analysis. Through the analysis, following results can be obtained:
(i) green building׳s sustainable design has quite important influence over consumers׳ decision making process. The general public maintains a high regard for the advantages of green building, where better ventilation and lighting is a major benefit, saving energy and water are the second rated, and then land and construction material saving.
(ii) Although the general public is not being familiar with the concept of green building,
1.3
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1.4
MARKETING
Marketing Green Building Services: Strategies for Success presents all the information key decision-makers need to respond to the fast-growing market for green buildings, design and construction services and products. Completely updated, revised and expanded from the author’s previous works, this book is the one resource you need to succeed in the green building marketplace. With a sound grounding in contemporary marketing theory and practice, the book assembles hard-to-find information to assist executives and partners in design and construction firms in crafting competitive strategies that build on their firm’ strengths, while shoring up their weaknesses. Since most design and construction firms specialize in particular market sectors, the book systematically examines the important market segments for green buildings. It also presents key business case justifications for green buildings that help architects, engineers and builders to understand client motivations and respond to them with appropriate marketing tactics and communications strategies.
02
Market 2.1 Target Market 2.2 Our Solution 2.3 Key Customer
2.1
Target Market
If your brand meets all the requirements above, cong ratulations. You’re a genuine green company with the ability to ethically practice green marketing.Now, let’s talk tactics. There are three principles your brand needs to live and breathe to execute successful green marketing: 1. Environmentallyfriendly needs to be at the core of your company culture.
2. Support your community’s environmentallyfriendly initiatives
3. Your brand is transparent about operations, sourcing, and processes
Beyond Greenbuild. USGBC CED is already taking forward lessons learned from this event and applying them to other events planned by USGBC nationally. An expanded focus for 2010 will be the engagement of Chapter teams to support capacity building for regional events.
Measuring utility use. Although USGBC has tracked estimates of venue energy use in the past, Greenbuild is now in a position to capture venue-specific energy and water use.
2.2 Our Solution This is helping us to show in actual terms how LEED principles and regional climate can impact on-site resource use, which in turn can be used to assist with future site selection.
Improving exhibitor engagement. Greening the trade show floor is a critical challenge for Greenbuild. Key performance indicators show a steady improvement in expanding participation in the Green Exhibitor Award program, which has paved the way for Greenbuild Mandatory Exhibitor Green Guidelines in 2010.
2.3
Key Customer
With an average of 12 per cent in Looking at the experiences of annual construction growth in the past the U.S., Europe, and decade, even greater ecological and Singapore, it’s clear that the financial losses will be sustained unless higher up-front costs for green building inefficiencies are soon buildings is offset by the higher addressed. At the same time, relevant sales prices (up to 9 per cent) policies and practices can be and higher sales ratios (up to implemented to unlock buildings’ huge fourfold faster than other potential to save energy, costs, as well buildings). as reduce CO2 emissions.
03 E x e c u t i o n
3.1 Marketing Plan 3.2 Sales Plan 3.3 Technology
3.1 Marketing Plan What should then be the green marketing strategy for leading firms? This is a question that I’ve discussed with a number of design firm CEOs in the past several months. It comes down to a few basic modes of differentiation. Here are a few examples:
Budgets: building is still about meeting budgets AND expectations for high-performance sustainable design outcomes. Can you prove that you can design such projects on a conventional budget? Do you have the numbers to document your claims? The New Normal is “frugal green,” in which clients expect high-performance outcomes on conventional budgets.
Innovation: how readily have your project innovations become mainstream applications? Do you have a “signature” approach to design that you can readily articulate that actually brings innovation to a project and makes it work? Have you figured out how to incorporate integrated design into each project?
Performance: do your projects actually perform as predicted? Is there a high level of occupant satisfaction? Have you done the Post-Occupancy Evaluations (POE in the lingo) to back up your claims? Does your energy modeling actually come close to predicting energy use?
3.2 Sales Plan Don’t Go to Market Without a Plan Know their markets Select a target audience. “You can’t be all things to all people,” he commented. Do a thorough analysis of competitors. Understand the challenges and opportunities to building green. Communicate your objectives. Have a clear and compelling message. Become the go-to green source for local media. Develop a realistic marketing/advertising budget (about 2% to 5% of sales). Write a timeline for implementing the plan and decide who is responsible for implementation. Develop metrics for success. He noted that some metrics aren’t easily measured; for example, public relations efforts that pay off in the long term.
The value of green hits home In July 2012, my colleague Matthew Kahn and I released the “Value of Green Home Labels,” the largest study of its kind to document a significant price premium for green-labeled homes. Looking at sales transactions of 1.6 million homes in California from 2007 to 2012, we investigated the price implications of the three largest California green labels: LEED for Homes, Energy Star and GreenPoint Rated.
Kitchen appliances of all sorts are available, including smart coffee makers that can brew you a fresh cup as soon as your alarm goes off; smart refrigerators that keep track of expiration dates, make shopping lists or even create recipes based on ingredients currently on hand; slower cookers and toasters; and, in the laundry room, washing machines and dryers.
Using smart locks and garage-door openers, users can grant or deny access to visitors. Smart locks can also detect when residents are near and unlock the doors for them.
3.3
Household system monitors may, for example, sense an electric surge and turn off appliances or sense water failures or freezing pipes and turn off the water so there isn't a flood in your basement.
Technology Examples of smart home technologies
Nearly every aspect of life where technology has entered the domestic space (lightbulbs, dishwashers and so on) has seen the introduction of a smart home alternative:
Smart TVs connect to the internet to access content through applications, such as on-demand video and music. Some smart TVs also include voice or gesture recognition.
In addition to being able to be controlled remotely and customized, smart lighting systems, such as Hue from Philips Lighting Holding B.V., can detect when occupants are in the room and adjust lighting as needed. Smart lightbulbs can also regulate themselves based on daylight availability
Smart thermostats, such as Nest from Nest Labs Inc., come with integrated Wi-Fi, allowing users to schedule, monitor and remotely control home temperatures. These devices also learn homeowners' behaviors and automatically modify settings to provide residents with maximum comfort and efficiency. Smart thermostats can also report energy use and remind users to change filters, among other things.
04 Company
4.1 Management Team 4.2 Sales Team 4.3 Advisors
4.1 Management Team xxx has served as our President and Chief Executive Officer since January 2012, and previously served as our President and Chief Operating Officer from April 2010 to January 2012. Additionally, Mr. xxx has served as a member of our board of directors since January 2012. Prior to joining us in April 2010, Mr. xxx was an executive with divisions of The Kroger Company, one of the world's largest supermarket operators, including President of Food4Less, a national warehouse grocery store chain of The Kroger Company, from 1999 to 2004 and from September 2007 to April 2010, and President of the Ralphs Grocery Company, the largest supermarket chain in Southern California, from March 2004 to September 2007. Previously, he held store and operations management positions with several retail grocery companies. Mr. xxx is a graduate of California State University, Fullerton. Mr. xxx brings significant senior leadership and both operational and industry experience to our board of directors, along with an extensive knowledge of the food retail and foodservice industries.
ooo has served as our Senior Vice President and Chief Financial Officer since May 2001, and joined us in September 1996 as Vice President and Treasurer. Prior to joining us, Mr. ooo served in senior treasury, strategic planning and financial management positions with Atlantic Richfield Company, an international oil and gas company. He holds a master's degree in Business Administration from the University of Southern California and is a graduate of Humboldt State University. Mr. ooo is an associate member of the American Institute of Certified Public Accountants.
!!! joined our Sales and Marketing team in January of 2013. As a Sales Consultant, she works closely with clients to determine technology needs for their home or office and then serves as a liaison between clients and our design team to bring their vision to light. Now working out of our satellite office in Traverse City, !!! is dedicated to expanding the special expertise of Smart Homes & Smart Offices to a whole new area. !!! holds a BA in Journalism from Michigan State University. Her extensive background in Education, Human Resources and Business to Business Sales, coupled with her strong communication skills and warm personality, make her a wonderful addition to our team. !!! enjoys volunteering in her community, long bike rides with her husband, traveling and spending time with her children.
4.2
Sales Team ??? has been with us for over a year. ??? ensures our clients’ needs are met and satisfied whether that may be home, office, or web development. ??? understands what the customer wants, and makes sure the project gets delivered and installed as discussed. Maintaining relationships with our customers is a top priority. He believes in vast knowledge of current and future technology can be very important to see how it can be incorporated to our client’s setups. ??? has over 9 years of customer service experience which has taught him how to provide the best business/professional practices that our customers deserve. He enjoys being outdoors and doing activities like fishing and camping. He continues to play hockey and lacrosse which he loves. At home ??? dabbles with software development and technology research.
4.3
Advisors
>..< is an attorney practicing in New York City. He has served as general counsel for American Business Media, a trade association of B2B media companies, and has handled corporate and investment transactions since 1985. Before entering the practice of law, he worked on federal energy policy matters as a staff member in the U.S. Senate and an official of the U.S. Department of Housing and Urban Development.
*_* is the Sustainability Examiner in the Boulder County Land Use Department implementing the most stringent energy code in the country. Prior to this he was President of Big Horn Builders, an award winning builder who for four decades pioneered developing and building passive solar and very low energy consuming buildings. He was inducted into the Remodelerâ&#x20AC;&#x2122;s Hall of Fame for his work. He is a co-founder of the Boulder Green Building Guild. His great passion is finding the least-cost low-energy buildings. He is deeply concerned that the perils of climate change are not being recognized or dealt with by our society.
05
Financing
5.1 Sources of Funds 5.2 Use of Funds
5.1 Sources of Funds Numerous sources of funding for green building are available at the national, state and local levels for homeowners, industry, government organizations and nonprofits. We are providing the links on this page to help you find a variety of funding sources including grants, tax-credits, loans, or others. Please contact us with suggestions to add other green building funding opportunities not listed on this page. EPA does not currently provide funding to support green building projects.
06 Statements
6.1 Projected Balance Sheet 6.2 Projected Cash Flow Statement
6.1 Projected Balance Sheet
Imagine that we are tasked with building a 3-statement statement model for Apple. Based on analyst research and management guidance, we have completed the company’s income statement projections, including revenues, operating expenses, interest expense and taxes – all the way down to the company’s net income. Now it’s time to turn to the balance sheet.
At least two years of historical data It is recommended that at least two years of historical results are inputted into the model to help provide some context to forecasts. Data is organized in columns ascending from left to right. Reclassify GAAP to suit your needs Companies present their balance sheet in ways that are not always optimized for analysis. For example, companies may lump line items with different drivers together. In these cases, the line items need to be separated and forecasting approaches should be tailored to the nature of the items. Conversely, GAAP requires that certain line items be broken out into current and long-term components (deferred taxes and deferred revenue are common examples).
6.2 Projected Cash Flow Statement
A cash flow forecast is an important business tool for every business. The forecast establishes whether there is enough cash to run the business or to expand it. It will also reveal when more cash is going out of the business, than in.
EST 2018
SMART HOUSE SHIH CHIEN UNIVERSITY
hansteven