House Services in Munich: Founding Team’s Vision & Strategy

1. Introduction from the Entrepreneur/Promoter or Founding Team

This proposal is a brainchild of a founding team who has identified an opportunity for the house services segment in Munich and are really interested in filling this gap. The entrepreneurial vision here is to comprehensively provide house services by setting up a one- stop-shop model, consolidating the spattered service offerings that are currently present in the market. This founding team, with its leadership, expertise, and energy, will power the venture through the competitive industry while keeping growth up and sustainable.

1.1 Presentation of the Founding Team

The founding team consists of professionals who have exposure in operations management, technology, business strategy, and delivery of service. Every individual in the proposed venture possesses valuable expertise. The three key members include:

[Founder 1] with a solid background in business management and operations, oversees the strategic direction and execution of the company's objectives. Having experience managing high-growth ventures, he has had the ability to scale operations, make sure the company remains competitive continuously striving for enhancement.

[Founder 2] is someone with immense exposure and knowledge in technologies and digital platforms, where he will significantly contribute to creating the technological infrastructure of the company. This will include evolving an advanced web-based platform along with a mobile application to enhance user experience, streamline service delivery, and improve the level of customer engagement. His knowledge in analytics and data-driven decision-making further strengthens the company's competitive advantage.

[Founder 3] majors on marketing and customer relations. This ensures that she designs the market strategies to fit within the growth objectives of the company. She will know what customers want and determine the movement of the market; hence her business will remain in line with what the customer needs.

1.2 Key Considerations

The founding team is well aware of the complexities involved in entering a high-competitive market. For this reason, they have concentrated on identifying what would constitute critical considerations that would define their venture's success or failure. These include:

Market Fragmentation: The house services market in Munich is very fragmented with many players running very small-scale operations with different quality and levels of specialization (Amenify, 2023). The founding team will create a single service provider to overcome these inefficiencies and gives customers a holistic and dependable solution.

Technological Infrastructure: Strong technological infrastructure is a major difference- making factor for the team. The company would be able to identify consumer preferences and track service delivery performance with business analytics to maximize the outcome of the customer experience. That way, it would not lag behind competitors yet only in the preliminary understanding of such technologies (Koehler and Ulrich, 2021).

Customer-Centric Approach: A service-based industry thrives on customer satisfaction. Therefore, the founding team would ensure maintaining a high level of service quality using stringent quality assurance processes and open channels of communication with customers.

1.3 Personal Traits

These entrepreneurs are basically known by their personality traits, which are the direct influence on the direction of and results for the business. Founding members of this home services firm share a few characteristics making it suitable to lead this venture:

Visionary thinking: This team is keen not only on satisfying the requirement of today's marketplace but, of course, on seeing into the future. They realize that as customer expectations evolve, there is bound to be an increasing demand in an integrated, technology- driven solution in the house services segment (Smith and Green, 2019).

Adaptability: With how fast technologies are updated and consumer demand moves, this team adapts accordingly and, through strategies and processes modification, absorbs changes as they hit the market.

Collaborative Leadership: Team members of the founding recognize the need for each other in achieving the business goals. This cuts across the members within the company to the external stakeholders like partners, vendors, and customers.

2. Reasons Why

2.1 Personal Interests

First and foremost, the main significant reason why the founding team decided to go ahead with this business is because they are all interested in improving the quality and access to house services in Munich. As residents of the city, they have indeed experienced the frustration that can come with such a fragmented market and inconsistent delivery of services. This practical experience has compelled them to form a company that provides credible, accessible, and convenient service to meet the day-to-day necessities of both home owners and renters.

Additionally, the entrepreneurs are motivated by the need to apply technology in solving real- life problems. The house services industry is service-based; however, this provides an excellent opportunity to infuse digital innovation that can increase client satisfaction and efficiency in the operation (Bauer, 2023). With an enhanced web-based platform and mobile application, the team can make it easier for customers and streamline their internal processes.

2.2 Desire to Implement an Innovative Idea

Innovation is at the heart of the founding team's objective to create this business. The house services sector, though quintessential, has always been slightly behind the curve in embracing modern technological solutions (Today's Homeowner, 2023). It will change the nature of delivery for house services in Munich by implementing a data-driven approach which includes business analytics and real-time service tracking.

This new way of thinking is based on a notion that technology can change the nature of the experience that customers are provided with and the kind of operational setup that the business has. For example, by using demand forecasting, the business will realize efficient use of resources, reducing waiting times of customers with resultant quality service delivery (Morrison, 2020). Similarly, by using dynamic pricing models, the business may provide competitive rates according to market conditions and customer demand.

2.3 Job Creation

Besides the incentive of personal and technological reasons for founding, commitment to creating employment in Munich is the case of the founding team. The most likely number of jobs is the case of creating employment in cleaning, maintenance, and customer service as well as technology sectors (Inside Advisor Pro, 2023). This significant number of jobs will undoubtedly be created through the growing business firm in the local economy.

This would also benefit the organization for a general sense of impact on the community, as the strategy of the company focuses solely on creating jobs and services (Jones and Miller, 2022). Instead of just providing service to the customers, the company aspires to create a healthy working environment that motivates the employees in pursuing professional development and career advancement. The firm's trainings and developing skills are part of its package in order to assure the employees would be able to fit the ever-changing nature of the industry.

All in all, the motivations of the founding team of their entrepreneurial journey are very deep- rooted in personal experiences, passion for innovation and responsibility for improving their surroundings. When combined with a powerful business strategy and focus on technological advancements, it would well suit the founding team to establish a successful, sustainable business in Munich's house services sector.

3. Business Identity and Business Objectives

3.1 Business Definition and Orientation

Meeting Munich’s growing demand for reliable and quality home maintenance and repair services is the starting point for establishing a house services company in Munich. This business will cover many clients from homeowners to renters, with basic services like cleaning, electrical repairs, plumbing, gardening, and general handyman work. According to estimates, in 2023, German households spent over €3 billion a year on household services, a pattern that is bound to continue as more and more people want to outsource home maintenance (Kleinertzet al. 2024). This business intends to enter this growing market and provide efficient and affordable services at affordable prices to all urban households in Munich; to meet their various needs and requirements.

Our target market is busy professionals, families, and elderly persons, who may get overburdened with other obligations, and hence it becomes difficult for them to house maintenance. One reason it made sense to offer this service in Munich is that Munich is a very large city and highly demographically part of Germany and has higher incomes. About 56 per cent of Munich's population consists of working professionals with disposable income and presents a great market for private household services (Borga et al. 2021). Customer-centric business orientation will combine a focus on satisfaction and reliability of the service with a well-established proven reputation of delivering focused services of high standards of customer care.

The hybrid service chosen by this company will be the combination of scheduled maintenance services and on-demand requests. Services scheduled would include weekly or bi-weekly cleaning and gardening, and on-demand services would include urgent repairs – and specialized work such as the installation of an appliance or repairing a water system (Üblacker and Lukas, 2024). A flexible service model can be easily adapted to cater to various customer needs and at the same time achieve constant business during the year and quick customer response during peak demands.

With that in mind, our business strategy comprises multiple key frameworks including Michael Porter’s Five Forces model, which helps us to establish a grasp of the market dynamics that we are striving to understand and navigate. The existence of competition, customer bargaining power, and supplier power are the main competitive forces in the household service industry of Munich (Leandro et al. 2020). Today, Munich contains a combination of smaller local suppliers and big firms within the home service industry. However, most of these competitors have restricted flexibility in services and schedules, giving rise to a competitive edge to a company serving customized services in flexible plans. Based on affordability, reliability, and convenience, the business can strategically position itself against these forces by providing a competitive pricing structure, with high service quality, to attract customers.

To be operational, it will have to focus on operational efficiency. The company will also spend on both technology and a well-trained workforce to ensure a sustainable growth path. The platform would be digital and service bookings, payment and customer interaction would be seamless for users, reducing administrative costs (Leandro et al. 2020). Also, there would be training for employees to be sure the team has the needed technical skills to meet the demands of the services of households. This method will create a consistent, high-quality service experience that will promote customer loyalty.

The business will guide its performance and growth towards financial objectives. The company plans to achieve a gross margin of at least 40 per cent by the first fiscal year-end and to generate revenue of around €500,000 (Kinigadner and Buttner, 2020). If they do, they’ll have a service fee revenue stream that they should generate most of the revenue streams coming from it. So value-added a contract for something like, for example, an appliance maintenance contract that could grow to that over time. Furthermore, Munich’s average annual household budget for maintenance is €800 to €1,200, and this business will seek to capture that market through competitive recurring services.

3.2 Development of the Firm’s Statements

Munich-based house services company is dedicated to providing best-in-class maintenance and repair services targeted at the needs of the busy crowd. In order to build itself into the foremost household service provider in Munich with trustworthiness, satisfaction of the customer, and provision of innovative solutions, which lead to simplification of home management, the firm has a vision (Rosenfeld, 2023). The company puts emphasis on customer-centric trustworthy and quality home services in the case of the region.

The mission statement for the company states that it is a company committed to reliable and standard home maintenance services, aimed at giving its customers a better life; value, and convenience. Handling the essential household tasks using professional services is crucial, primarily to free up time for clients for their priorities.

The firm upholds several core values that are integral to its culture and operational practices:

Quality and Consistency: The mission of the company is to help deliver services that are not only reliable but also provide high standards every time. Client continuous feedback will be sought to maintain and increase service levels.

Customer-Centric Approach: The key to each service interaction is to create real value for a particular customer based on their needs and preferences (Küttenbaumet al. 2021). By listening to our clients and adjusting our services accordingly, they are satisfied.

Transparency and Integrity: Although the company has complete transparency in pricing, commitments, and communications, customers trust the company completely, and it prioritizes customers' interests.

Innovation: With growing customer needs, the firm takes advantage of digital tools to reduce time in booking, payments, and customer service [interactions].

Its core values frame the objectives of the company, designed to grow in the local market. Its target market share is 10 per cent in Munich’s household services sector, with a market value of approximately €200 million. The company also hopes to cut down on service request fulfilment times to less than 60 minutes by the end of its first year so that users have prompt answers (Sarker et al. 2020). An 80% client retention rate target will also be set up by delivering consistent service quality while actively seeking feedback for better offerings.

Specifically, it develops the firm’s statements around crafting a massive foundation that unmistakably communicates the firm’s reason, vision, and operational values. The premise of this foundation is to expose a business that isn't living in a competition-free environment and also build the ability to inculcate quality service and trust which will help the business to have a lasting relationship with customers.

3.3 Business Plan Objectives, Charter, and Mission

The business plan of the house services company in Munich aims at growth, customer satisfaction, and operational efficiency. The goal is to get at least 500 households on board in the company's first year of operation. Data suggests that Munich’s working professionals, families, and elderly are interested in home services, and this target is backed by that data. The firm is trying to achieve a gross profit margin of 40% similar to its industry standard, and a break-even in 18 months (Wenner et al. 2020). To accomplish operational objectives, the company will establish a scheduling system to reduce delays and compile training for technicians to guarantee proper performance of service standards.

The company’s charter specifies what the company is made for and its vision of ethics to sustain business. The firm aims to offer the householders of Munich timely and quality services. Its ethical principles—reliability, professionalism, and community service all commit to this effort. The firm believes that without maintaining ethical practices, it wouldn’t be building customer trust and a positive reputation (Burns et al. 2021). In addition, the charter notes a commitment to sustainability, requiring the use of environmentally friendly products and reducing waste to align operations with the growing demand for eco-friendly services provided by consumers.

The mission statement defines the company's purpose: To provide Munich residents with high-quality home care services that effectively make home care a worry-free experience. Service quality, reliability, and customer convenience are highlighted in this mission. The company caters to a wide variety of customer needs and, as a result, wishes to organize services so that they are flexible and responsive (Burns et al. 2021). So to address those particular household needs, the firm offers a range of service options. Secondly, the mission reflects an ongoing dedication to innovation and a user-friendly digital platform through ease of scheduling, communication, and payment processing.

Finally, business plan objectives, charter, and mission culminate in a strategy for the house services company in Munich. The firm is focused on growth, customer satisfaction, and ethical practices in an effort to create a foundation for long-term success in a competitive market. The company places these guiding principles in place to ensure that it continuously delivers great service and value for clients.

3.4 Business Plan Strategy

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Figure 3.4: Business Canvas Model

(Source: Self-created)

In Munich, highlighting the key partners of a house services company such as local suppliers and contractors, and essential activities such as service delivery and customer engagement, serves as a Business Model Canvas for the company. Aiming to offer quality and convenient services through an online platform, to busy professionals families, and new homeowners, the company wishes to offer convenience. Service fees, subscription packages, satisfied customers through maintenance of strong customer relations through personal support. The cost structure is about labour, marketing, and operational costs that support sustainable and customer-based business strategy.

Furthermore, the market objective of establishing a household services company in Munich is to capture market share with a concentration on quality, convenience, and customer satisfaction. The company plans to take a hybrid service approach in which the services will be a combination of scheduled and on-demand offerings. This approach meets a wide variety of customer needs and puts the firm in a position to take a large portion of the market (Georgiev et al. 2020). According to market research, the household services industry in Munich is slated to grow at a rate of 5 per cent annually, a favourable environment for the business model.

The first strategy will be grounded in market penetration. The target market will include working professionals, families, and elderly people with disposable income a need for reliable reliability in their home maintenance, have a population of over 1.5 million (Llorca et al. 2020). Your prices will be competitive – lower than the existing providers, with high-quality service. The firm aims for a 10 per cent market share within the first two years, meaning an annual revenue of about €20 million, based on the current market valuation.

The company will utilize digital marketing strategies to raise brand visibility, and also, establish partnerships locally. By working with residential complexes, real estate agencies, and local businesses you will have a steady flow of clientele. Targeted advertising and community engagement on social media platforms will just further increase the company’s reach. The firm promotes customer testimonials and reviews so that it creates a good brand image to make customers trust it and attract new ones.

Technology and training will be the major operations of the company as they will help streamline services and enhance customer service. This will enable easy booking, real-time service tracking, and seamless payment processing away from the entry of extensive data and manual handling by the team. They will be thoroughly trained to follow set service standards and maintain consistency and a high quality of customer interactions.

The company aims to develop a year-long offering to customers, expanding the service offerings beyond regular cleaning to include seasonal services, such as winter home cleaning services and eco-friendly cleaning solutions to support long-term growth. This diversification will enable the firm to meet changing customer needs and enable the differentiation of its services from competitors in Munich (Georgiev et al. 2020). The company will always keep checking customer feedback and industry trends to make sure its service offerings are stickable and competitive.

The entire strategy will eventually turn the company into a sustainable business that puts quality and customer satisfaction first. The firm wants to become the number one household service in Munich by focusing primarily on operational efficiency and responsive service delivery (Burns et al. 2021). And its commitment to quality and innovation will fuel growth and, quite possibly, lead it as a leader in this kind of market.

4. Marketing Plan

4.1 Pinpointing and Defining Customer Needs

In a highly fragmented house services market, as in Munich, the task of a customer who seeks reliable and constant home service providers is tough. There are many small providers, which vary greatly from each other in quality and services, in a very fragmented market (Koschinskyet al. 2024). The most annoying factors for the customer include finding reliable providers, co-coordinating multiple appointments, and inconsistency in the services rendered.

It is time for a trusted, holistic, and quality one-stop-shop model for house services in this fast-moving and increasingly convenient market.

The new venture will meet the above need through a digital platform that can provide a holistic and easily accessible solution to these requirements. The basis will facilitate booking various home services easily and efficiently. Services guaranteed by the company will be executed from one source with sure standards and consistency in service. In addition, by applying the technological approach, the company will introduce real-time tracking, feedback, and support for customers, thereby considerably increasing the opportunities for convenience and trust (Kleinertzet al. 2024). This is exactly what the business wants to fill in the lacuna of the market easy access to a varieties of reliable home services available through one umbrella by focusing on quality assurance and service standards and convenience. In essence, it will help revolutionize the experience of consumers of home services with a time-saving, quality-assured, and trust-building solution that sets new standards in the provision of home services in Munich. This will give the business a leadership position in fulfilling the demands of a diversified and growing base of customers in the house services market.

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Figure 1: HoC Munich

(Source: Kleinertzet al. 2024)

4.2 Goods and Services Provided

A wide array of fundamental house services will be offered in this business, ranging from cleaning, maintaining to repairing, through a user-friendly mobile app and web-based platform. The user-friendly features are designed to make the customer's experience easier while allowing clients to easily browse and select the services needed (Wetzel and Eiche, 2024). This will have an in-built scheduling system so smooth that it allows customers to choose certain time slots, thus giving them real-time updates regarding service delivery. Professional and screened staff will administer every kind of service, from regular cleaning to a complicated repair task, to standardize and maintain a high level of quality. Directing the business to take focus on quality assurance separates it from other traditional competitors that are neighborhood-based and may not base their services on standards.

Although traditional house service providers do not have standards, this business will take the measures to have quality control over performance evaluation and customer feedback, thus ensuring every service rendered is in adherence to high standards. Moreover, the digital platform will have transparency for its customers by showing service history, ratings on services, and even very precise details about pricing. The customer knows exactly what to expect and becomes confident (Homberg, 2024). The company also puts significant emphasis on its technology-based customer service that would make communication channels easily accessible through in-app support and notifications. Altogether, this company will position itself as unique in the Munich home services market, respectively due to its technological innovation and user convenience and with a varied range of quality-assured services.

4.3 Background Analysis (PESTLE Analysis)

Political: The house services in Munich have to follow strict regulations on the safety standards of the local areas, labor laws, and consumer protection regulations. Compliance is essential to avoid fines and to have a reputation that the community trusts (Krautter, 2024). Businesses providing house services should be aware of any regional changes that may affect service delivery and labor practices.

Economic: With the trend of increasing disposable income within Munich and growing demand for convenience, growth in house services is well positioned for expansion. However, cost effectiveness is a necessary factor; price sensitivity, as affected by customers, limits purchasing activities. A market-sensitive model that can generate competitive prices will attract steady business and continuous customer returns.

Social: Increasing urbanization is making people busier, and therefore, more dependence on trusted home services. Dual-income families have also increased in the urban cities of Munich (Musil et al. 2024). The outsourcing of home service demand will also be higher due to convenience-based services. This trend goes well with expansion.

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Figure 2: PESTLE Analysis

(Source: Musil et al. 2024)

Technological: A digital platform can be used to offer service tracking, customization, and real-time updates to customers. The platform provides customers with information that allows them to make informed decisions and track the progress of services, which helps create transparency and trust (Petersen, 2024). Analytics can also be used to optimize operations, making it more efficient and satisfactory for customers.

Legal: The customer data managed through the platforms requires compliance with labor laws and data protection (Koivuniemi, 2024). Having all the requirements of the GDPR in place and operating procedures for secure data management ensures that the company stays on the right side of clients, thereby building trust between them and reducing legal implications.

Environmental: Green practices, for instance, the use of green cleaning solutions appeals to the environmentally conscious customer (Yurdaanik and Ewertz, 2024). By embracing green practices in the business, it could attract a wider market and position itself as a responsible service provider in an increasingly eco-aware market.

4.4 Sector/Industry Analysis

State of the Art

House services are evolving, gradually implementing digital solutions for their customers. However, still relatively few providers offer fully inclusive digital solutions that have developed a frictionless customer journey from reservation to feedback (Liang et al. 2024). The availability of such an opportunity can bring new entry opportunities to players taking a route in technologies that could make them special.

Trends

Demand for digitalized, on-demand house services is on the rise with the aim of seeking convenience and efficiency from the customer's side. There is a significant drift toward mobile app-based booking, real-time tracking, and personalized service delivery. The trend also follows changes in consumer behavior as more consumers prefer tech-enabled solutions for various service industries.

Level of Fragmentation

The house services market is considerably fragmented, comprising a very large number of small and independent players, with scarce scalability and mixed quality delivery (Kunzmann, 2024). Most small service providers usually do not have the economic capacity to invest in quality checks, technology support, or customer engagement strategies that can have an impact on service level consistency.

Potential Competition

The major competition that will be found in most of the regions will stem from individual contractors and the small agencies operating within any given region that provide maintenance, cleaning, or some form of repair services. These competitors may have a local market presence but generally lack the capability to provide all-around, integrated service. Here lies the difference for the one-stop-shop model, which provides a different kind of competitive advantage, the number of services offered under one platform helps fill a gap in the market for customers requiring convenience and reliability in all-in-one service providers.

4.5 Market Analysis

I. Targeting Customers

Urban residence is the target customers in the proposed house services venture in Munich. The target customers are busy young professionals and families. The house customers will require home services, for example, cleaning, maintenance, and repairs in a reliable and convenient manner (Latifi et al. 2024). The pace of life is nearly rocketing in urban environments, and needs services that can make daily life easy and hassle-free. This market can command premium pricing for reliably saving time and hassle associated with the management of households.

II. Customer Profile

The profile of potential customers mainly reflects middle to high-income people ranging between 25 and 50 years old. This type of customer includes working professionals, expatriates, and dual incomes in Munich. Such customers generally have disposable income and tend to look for digital options when purchasing services. They seek technological invention that makes life easier through betterment of user experience and more streamlined delivery of services (Baquero et al. 2024). These clients are quality and time conscious. Their preference is on service providers who can deliver holistic solutions and have an excellent online presence. Considering their busy schedule, they also like booking services via mobile applications or web-based platforms. Thus, they are good targets for the proposed business's products.

III. Market Size

The potential market size of house services in Munich would encompass all households within city limits, with over 1.5 million people residing there. With latest statistics showing about 600,000 households in Munich, there is a sizeable enough customer base to tap into. Available market size shrinks down to those households likely to spend on convenience and consistent quality of service. Research has shown that approximately 30% of them will outsource home services because of busyness, hence an estimated available market size of about 180,000 households (Schuster and Holtbrügge, 2024). The data in the similar metropolitan areas show a trend to outsource household tasks to prove the estimation of this market size. For example, in similar demographic and economic cities, it is noticed that demand for home services has dramatically increased in recent years.

4.6 SWOT Analysis

Strengths

The proposed home services business venture in Munich has a number of significant strengths positioned for success.

Innovative Platform: The company intended to develop a cutting-edge web-based platform and mobile application that would enhance the user experience, streamline service delivery, and engage more customers.

Convenience: There has always been a convenience of carrying all the home services under a single roof. This eliminates the hassle of negotiating for several providers, which appears convenient to busy homeowners or renters seeking reliable and inclusive solutions (Herzog, 2024).

Strong Quality Control: Effective quality control will ensure that the service delivery meets high standards and, consequently, increases the level of satisfaction with the clients and their loyalty. In addition, maintaining strict quality control processes and open communication channels with the clients enables it to address issues promptly and effectively, creating trust and reliance.

Weaknesses

The company has some inherent weaknesses despite its strengths.

High Initial Investment in Technology: A powerful technological platform requires a huge initial investment, which could severely strain financial resources in the early stages of operation. This high initial cost might make it difficult to gain early profitability (Mironica, 2024).

Market Penetration: Extremely high fragmentation and competition make it a very challenging barrier to enter. Brand awareness and the customer base would take time and rather careful marketing. The company may have difficulties to differentiate itself when compared to an already established local provider, making it hard to gain customer trust.

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Figure 3: SWOT Analysis

(Source: Mironica, 2024)

Opportunities

The venture has vast opportunities to invest in this burgeoning market of house services.
Expansion of service portfolio: As needs are being redefined by customers, the company could expand its service offerings toward providing more home maintenance and improvement services. This means addressing a larger audience base with growing revenue streams.

Leverage customer feedback: Use customer feedback actively to understand and incorporate it into service-delivery improvement and innovation, which will make the organization responsive to the shifting and changing preferences of the clients and market (Grom and Putz, 2024).

Leveraging Environment-Friendly Practices: The company can take advantage of increasing awareness about environmental sustainability among the consumers to use green practices. Green practices will make the company more attractive to customers concerned about the environment and differentiates it from the rest of the market.

Threats

Competition from Local Providers: As there are many small-scale local providers, it gives a strong threat as those local providers are offering low rates and customer base. So, the company needs to constantly innovate and communicate its value proposition.

Change in customer preference or economic condition: Shifting the economic terms of operation will also have their share to play in affecting the demand for home services (Junghans, 2024). It has to be adaptable enough, not being sidelined by what might seem external sources outside the company to hinder it from running properly. It is set to keep looking into all market changes and aspects on changes.

4.7 Customer Value Proposition

Reliability, superior quality, and convenience are the customer value proposition from the proposed house services business in Munich. The venture tries to transform the fragmented house services market so that a wide range of services is covered through a single digital platform, thus making the customer experience simpler and more transparent, with ease of access to diverse home services.

Range of Services

It will cater to all the requirements of home services, cleaning, maintenance, and repair, etc. Combining these services under one roof, it will save customers their precious time and energy; thereby, they will get all these services in one sitting. The quality will be at a premium because every service provider will undergo rigorous scrutiny for the best possible performance and professionalism (Wansleben and Neumann, 2024). This will help in creating customer trust, and the service provider will be trusted completely for all home service requirements.

Technology Convenience

This aspect of the value proposition also focuses on the use of technology. The company will develop an advanced web application and a mobile application that would help customers schedule services and track appointments in real-time and communicate with the service providers (Tripathi et al. 2024). This technology-enabled solution will therefore improve customer experience through seamless interaction, immediate update, and clear view service delivery. Furthermore, the platform's user-friendly interfaces and support services will help customers at any stage of their journey, hence providing the necessary support.

Transparency and Trust

The value proposition also involves transparency. The customers will be well-informed of all services, including price, description of the services, and reviews from the customers. This level of transparency makes it easy for the customer to make a right decision while ensuring that he or she is confident in using the service (Alcayaga and Hansen, 2024). The company will have a feedback system where customers can rate the experience, hence increasing the quality of services and accountability of the services.

4.8 Target Market and Positioning

Primary Target Market

Key target markets for this business are urban professionals, their families, and those residing in the city of Munich. Their lifestyles are very busy, and they seek efficient solutions in home services (Roth-Dietrich and Gröschel, 2024). Housed with a premium, reliable, and tech-enabled solution, the business appeals to the customer who, even if not price-conscious, considers quality and convenience for value.

Market Differentiation

This way, the business will focus on the unique selling propositions that can position it in the market as a quality and reliable advanced technology platform for a comprehensive suite of services (Lee et al. 2024). This will clearly differentiate the business from many competitors who may be fragmented or lower-quality service providers. The value proposition of the company will thus be clearly communicated, attracting and holding customers who will pay a premium for this better experience.

Positioning

The new house services business in Munich has a very compelling value proposition for the customers about reliability, quality, and simplicity. Strategically leveraging technology and multiple services offered by the company offers the allure to simplify the experience for customers in the house services market (Urueta and Dekoninck, 2024). Focusing on the urban professional and family as the target shall help the business meet the changing needs of its customers, thus boosting customer satisfaction and loyalty.

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Figure 4: STP Framework

(Source: Urueta and Dekoninck, 2024)

4.9 Branding Policy

The three core values on which the branding policy of the house services firm in Munich will be based are reliability, quality, and convenience. Brand name and logo will reflect these values and portray the image of trustworthiness, yet it will not compromise on modernity and aesthetic appeal. This duality of reliability and contemporary design will establish a strong market presence and emotionally connect with customers (Kedir et al. 2024). This also brings in a customer-centric technology brand focus, through which the company can point to its use of cutting-edge digital solutions that enhance its services. In this sense, it creates a differential in a fragmenting market while also capturing the demand from consumers toward technology-usage services. The brand will also depict the commitment of the firm toward being environment-friendly, in line with increasing consumer desire for sustainable consumption. This will be included in all branding materials, from marketing collateral to digital platforms, underlining the firm's commitment to green business operations.

4.10 Goods/Services Policy

The house services firm will be able to provide a broad variety of services, from cleaning and repair to maintenance, according to the needs of different home owners and renters in Munich. The firm will pay much attention to quality control so that all the services provided meet the standards of excellence. Additionally, the firm will provide eco-friendly options wherever possible to attract environmentally conscious consumers (Löfstenet al. 2024). At this point, the innovation for offering functionality enhancement on the platform and service adaptation according to individual preference is expected from the company. This may be achieved through proactive approach in seeking feedback from clients and implementing changes to retain its offerings modern and on pace in the market. The company currently is in growth stage from the product cycle and so needs constant upgrades and alterations as the trends change concerning the preferences of the client's and market situation. This would sustain growth and customer satisfaction in the long run.

4.11 Communication Policy

Convenience, reliability, and trust are the marketing messages for house services business in Munich. The three are critical in an increasingly fragmented market to win and retain customers. These would involve social media, online adverts, local business partnerships, and SEO. Social media usage allows for direct engagement with the target customers and enables real-time feedback and interaction (Böttcher et al. 2024). There will be online advertisements targeting various demographies to highlight the different offers of the business. There will be clear services descriptions on the website and on the app so that clients will know what services are on offer. Customer testimonials also will be featured to generate credibility and trust in the brand. Quality assurances will help remind the potential customers of how reliable the services are going to be.

I. Distribution Policy

The company's mobile application as well as website shall comprise the main direct channel strategy. This will ease on booking and payment processes towards the services. Consequently, the business will have an undertaking over the sales process because there will be consistent experiences with quality for customers (Gao et al. 2024). Besides, this kind of direct distribution will give it an easy way of rapidly communicating with customers, hence to quickly respond to requests and questions directed towards them.

II. Pricing Policy

The pricing system will be designed with foresight from fixed and variable costs, customer demand, and comprehensive competitor study. Bundling services and offering subscription packages would encourage customer retention and loyalty (Schroedel, 2024). Special discounts for repeat customers to encourage repeat business will also be offered. Flexible payment methods will also be practiced wherein the customers can choose the payment method that suits their financial taste and preference.

III. Service Policy

Service policy will be customer satisfaction with adequate pre-sale and post-sale services. The pre-sale service would therefore involve consultation and estimates in a bid to ensure that the customers make informed decisions (Hoang and Böckel, 2024). The post-sale service would then involve maintenance, warranties, and dedicated customer support. These are some of the features of service excellence that will contribute to customer loyalty and even generate good word-of-mouth referrals.

4.12 Selling Program

To devise the sales program for this new house services business in Munich, the strategy for penetrating the market effectively and maintaining growth is undertaken with a soft launch targeting young professionals, families, as well as the elderly who are staying in the location (Schlimbachet al. 2024). At this stage, the founding team will be able to derive an idea regarding the inclinations of the customers, the effectiveness of the service given, as well as problems that may invite modification.

Soft Launch Phase

The company would, in this case, test a service range, awarded to a limited group of consumers, which means the team may be able to tweak the service offerings and the user experience (Fink et al. 2024). Surveys as well as face-to-face interactions of the users will be crucial during the soft launch in defining the adjustments to the service and the digital platform.

Marketing Campaign

There will be a soft launch followed by an extensive marketing campaign. Online advertisements will be placed on multiple websites, targeting social media sites such as Facebook, Instagram, and LinkedIn (Fink et al. 2024). Public relations partnerships with local influencers will also ensure increased visibility and acceptability in the locality. Influencers will relate their experiences about using the service, thereby creating engagement and bringing in the potential customers.

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Figure 6: 8 Steps to Rolling Out an Effective Social Selling

(Source: Fink et al. 2024)

Continuous Improvement

This continuous integration of the feedback from the customer during both the soft launch and the marketing campaign shall be the key to upgrading services (Spanjolet al. 2024). Using such an adaptive approach will guarantee that the company meets and exceeds customer expectations, thus laying a strong and long-term basis for success within this competitive house services market in Munich.

5. Productions and Operations Plan

5.1 Essential Operations and Processes

Munich-based house services company will primarily concentrate on providing high-quality, timely, and effective home services like cleaning, maintenance, and minor repairs. This section describes the core operations, the technology integrations, the business's management strategies, and the working quality assurance processes that constitute the business's normal day-to-day operations.

Customisation and service offering

The company will offer the services to the customers with routine cleaning, deep cleaning, appliance repairs, plumbing, and electrical maintenance. The service will be catalogued to reduce lead time in the booking process and provide clarity for clients. Predefined packages, the services will have these, with the option to be customized to meet customer requirements (Hainounet al. 2022). The goal is to customize in order to increase customer satisfaction, to have a retention rate of 70% within the first year.

Booking and Scheduling System

There will be an advanced online booking and scheduling system which will underpin the operations. As customers book services on a website or mobile application, this system will be implemented. Based on cloud technology, the system will automatically compute which service provider is nearest and best available to do the work on time and as efficiently as possible. The number of service requests to be handled by this system is expected to be 300 per day and the system is scalable for future growth.

Workforce Management

It will assign a team of trained service professionals. Tools will be given to each worker, along with continuous training programs. Workforce management would involve job assignments considering skill set and proximity so that the demands of the task will be matched optimally to a staff’s capabilities (Morishita-Steffen et al. 2021). To keep up good standards of service delivery, performance metrics, for example, job completion time and customer feedback score will be watched. A job completion time average of 2 hours per service is the targeted goal to improve labour efficiency.

Quality Assurance and Customer Feedback

The daily operations will work with quality assurance as part of the daily operations including regular performance review and customer feedback loops. Customer satisfaction will be evaluated via the Net Promoter score with the goal of +50 within the first year (Suwalaet al. 2021). Once the feedback is received after serving each customer, they would be encouraged to give their feedback and there would be analysis to identify what to improve in the service. Random service standards checks are made by a dedicated quality control team to make sure everything we have been doing is consistent.

Technology Integration

Operational efficiency will be founded on the adoption of technology. “To do this, the company will use Internet of Things (IoT) devices to monitor appliance health to predict breakdowns,” they add. Mobile applications are used to facilitate real-time tracking and updates to customers, so they can always see what is happening with how they are used, and when and where that will occur. Apart from that, demand will be forecasted with data analytics for planning inventory and optimizing resource allocation.

Continuous Improvement (Lean Operations)

Lean management principles will be implemented at the company to minimize waste and maximize productivity. In order to facilitate suggestions for operations enhancement, regular Kaizen (continuous improvement) will be conducted with the workforce. With the lean approach, productivity will be increased by 10%, as well as service delivery times which could save money (Van Dyck et al. 2023).

Compliance and Safety standards.

All operations will meet German regulations and safety standards. It also includes regular training about workplace safety, handling of equipment the right way, and emergency response protocols. Quarterly quality compliance audits will be conducted to ensure successful compliance with legal requirements and a safe working environment for staff and customers respectively.

Sustainability Practices

To reduce its carbon footprint, the company will be using eco-friendly cleaning products and energy-efficient equipment. The goal is to reduce energy consumption by 20 percent within three years (Pang et al. 2021). Daily operations will additionally focus on recycling programs and waste reduction initiatives as the company continues to hold its ground with sustainability.

Operational Metrics and Financial.

Performance and strategic key decisions will be based on tracking of key financial and operational metrics. Average revenue per service (€50), cost per service, gross margin (60%), and breakeven analysis are measured as metrics (Hilberathet al. 2020). Monitoring these metrics allows the company to know that it is financially healthy and operationally efficient, and then adjust strategies to reach performance goals.

The Total Quality Management (TQM) framework will be used for the operations in the framework of continuous quality improvement and customer satisfaction. TQM stresses customer-oriented process-driven operations, rolling up all employees in quality initiatives. The company hopes that through TQM it will build a culture of quality and efficiency for long-term success and customer loyalty.

5.2 Resources Needed for the House Services Company in Munich

Premises and Facilities

An administrative hub will be needed, ideally around 150 m², centrally located in Munich, which the house services company will have to seek. It will include areas of customer service operation, staff meetings, and storage of essential tools and materials (Luy et al. 2023). The premises should allow for staff and clients to be easily accessible, and near a major public transportation to be efficient.

The facility will be fitted with a state-of-the-art communication system to facilitate smooth interaction between service providers and clients. It is also going to be an important infrastructure for coordinating daily operations and responding to customer inquiries quickly.

Technical Equipment

The company will invest into modern, durable equipment to deliver such high quality home services. It includes vacuum cleaners, floor polishers, plumbing tools, and electrical diagnostic kits. A standardized set of tools will be available to each service team to guarantee consistency and reliability of service delivery.

Additionally, adopting software solutions, for instance, Customer Relationship Management (CRM) systems, will be extremely important. Client data will be managed, service history tracked and scheduling will be automated through these systems. Initial equipment procurement is estimated to cost €50,000, while such maintenance and upgrades are budgeted at €10,000 yearly (Oluyisolaet al. 2020).

Human Resources

Administrative staff, service technicians, and customer service representatives will be part of the company’s diverse workforce. Initially, the team will comprise:

  • 10 Service Technicians: Knowledge of cleaning, plumbing, and electrical work.
  • 3 Customer Service Representatives: Manages client bookings, inquiries and feedback (ElMaraghyet al. 2021).
  • 2 Administrative Staff: Scheduling, inventory management, and records... all chores of daily operations.

The company will give complete training to each employee so that he can meet the standards of the company’s quality. The skills to be trained include technical, customer, and safety protocols. Secondly, the annual salary budget stands at 500,000 Euros and additional expenses of 20,000 Euros every year for recruitment as well as training (ElMaraghyet al. 2021).

Raw Materials and Consumables

When the services are provided, various consumables are required to include eco-friendly cleaning agents, spare parts for repair, and safety gear for the technicians. The source of these materials will be from local suppliers, to ensure timely availability and support for the local economy. Consumables are estimated to come to €5,000 per month, and effort is made to negotiate bulk purchase discounts to reduce costs.

Milestones and alternative pathways

To ensure steady growth and operational efficiency, the company will set clear milestones:

  • Launch Phase (Month 1-3): Set up the office, bring in the staff train them, and get the necessary equipment.
  • Initial Service Rollout (Month 4-6): Start doing operations by targeting marketing campaigns to start building a client base. They are looking to sign 200 regular clients within six months (Mark et al. 2021).
  • Expansion Phase (Month 7-12): Analyse customer feedback and then evaluate performance as well as expanding services. If demand for new services warrants, introduce such services as home renewal consultations.

Other pathways include partnerships with local businesses, such as real estate agencies and property management firms, for sources of long-term clients. Such an approach will develop multiple revenue sources and decrease the reliance on the direct marketing of the consumer.

Operational Formulas, Ratios and Thresholds

In order to maintain financial health as well as operational efficiency, this company will try to adhere to some important operational metrics:

  • Revenue per Service: At €100 on average, services will cost less. This means an initial target for monthly revenue of €50,000, with a goal of 500 services per month (Missbauer, 2022).
  • Gross Margin: To be profitable, the company hunts for a gross margin of 60%. It’s about managing €20,000 monthly of direct costs like labour and consumables.
  • Break-Even Analysis: We can estimate fixed monthly costs (rent, salaries, utilities) at €30,000, which means they will break even with ~300 services per month (Barriballet al. 2020). The first six months are critical for financial stability because achieving this.

Hypothetical Sales Forecast

The company anticipates steady growth, with sales projected as follows:

Year 1: €600,000 revenue with 6,000 services.

Year 2: increasing to €900,000 in revenue from 9,000 services.

Year 3: This yielded 12,000 services, with €1.2 million in revenue.

This growth projection is based on good marketing, high customer satisfaction, and added services. These targets indicate how well the company will perform, so regular performance reviews will keep them on track.

Quality Management

Total Quality Management (TQM) will be used to guide the company in assuming the role of a continuous improver. It’s regular feedback collection, process audits, and employee training. The company embeds quality into every aspect of operations seeking to achieve high customer satisfaction and operational excellence.

5.3 Tasks and Activities Organization

Segmentation of Task and Workflow

In Munich, the house services company will split the operations of the house services company into individual tasks so as to offer the house services company efficiently and smoothly. These tasks are categorized into five key operational areas: it is for service scheduling, service execution, quality control, client management the administrative support.

Client Management

The process involved is the whole customer relationship life cycle, that is from the time of first contact to when there’s a follow-up after the service. Tasks include:

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Figure 5.3: Client Management

(Source: Self-created)

  • Customer Inquiry Handling: Receiving and managing incoming requests from any channel either by phone, email or online bookings. The response time is less than 24 hours.
  • Client Onboarding: Accepting new clients, learning what kind of clients need what kind of things, and getting their profile into the CRM system (Köcheret al. 2023).
  • Feedback Collection: Following up to get client satisfaction, as well as addressing concerns quickly. Try to achieve a feedback response rate of 80% to achieve continuous improvement.

Service Scheduling

  • Scheduling is critical: suffice to balance the client demand and resource availability. Tasks include:
  • Daily and Weekly Planning: Assigning jobs to service teams based on location, team expertise, and the preference of clients. We aim to reduce travel time and fuel costs by 15% using the routes (Bühler et al. 2023).
  • Dynamic Rescheduling: Thanks to scheduling software to handle last-minute changes, or urgent requests without causing too much hike to the already planned workflow.

Service Execution

This constitutes the delivery of high-quality home services. Tasks include:

Preparation: Preparing all necessary equipment and materials, so that when teams are dispatched to client locations those teams have everything they need for the jobs they have been sent to perform. A checklist for tools to be sure to use is evaluated and given to each team.

On-site Service Delivery: It conducts service tasks such as cleaning, maintenance, and repair with strict adherence to company standards. In making services, teams are expected to complete services within the allocated time frame of 2-4 hours per visit based on the complexity of the service provided (Lindström et al. 2023).

Reporting: Log all service completion, and any additional client requests or issues they noted while we were there. Once the data is generated it is uploaded to the CRM for future reference.

Quality Control

For client retention and business growth high service standards are critical. Tasks include:

  • Routine Inspections: Randomly inspecting service jobs to check out quality. Our goal is to check 10% of all jobs every month.
  • Performance Reviews: Analytical, looking at the service data, and client feedback, to find ways to improve that. We will generate monthly performance reports, including client satisfaction scores and service completion rates, to strive to be above 90% satisfied.

Administrative Support

This includes all back office functions which help run the business smoothly. Tasks include:

Financial Management: Managing invoicing, payroll, and expense tracking. The purpose is for accurate financial records and on-time payments (Lindström et al. 2023).

Inventory Management: Monitoring, and stock replenishing of consumables and spare parts. Its goal is to maintain as optimal inventory levels as possible so as to avoid service delays.

Compliance and Training: Colorado doing all it can to make sure all legal and regulatory requirements are met and everyone on staff is being trained on new procedures and safety protocols.

Operational Frameworks and Models

The application of Lean Management principles will seek to jointly eliminate waste and add value to the customer. The company plan is to cut operational inefficiencies by 20 percent within the first year by continuously analysing workflow efficiency and using client feedback (Kunovjaneket al. 2022).

Additionally, the performance will be measured against financial, customer, internal process, and learning and growth perspectives using the Balanced Scorecard. This guarantees to diffuse business handling and enhancement holistically.

5.4 Cost of Goods/Services

Since there is a detailed breakdown of direct and indirect costs at the house services company in Munich, it is necessary to find out the price for the services rendered. Key ingredients include labor, materials, overhead, and administrative expenses.

Labor Costs:

The average hourly wage of a technician in a service team is €20, and in each service team, there are 2 technicians. On the supposition that each service takes 3 hours, the labor cost for each service is €120 (€20/hour x 3 hours x 2 technicians) (Barriballet al. 2020). In the absence of 10 services per day, the daily labour cost is around €1,200 or €36,000 monthly (for a month having 30 days).

Material Costs:

Service execution is dependent upon consumables such as cleaning agents, tools, and replacement parts. The costs per service are estimated at €15. The monthly material cost for this will be €4,500 given that we’ll be garnering €150 for 10 services daily.

Overhead Costs:

Such overhead as utilities rent and equipment maintenance is included. If the rent is €3,000 a month, utilities are €1,000 a month and the equipment maintenance is €500 a month, the budget for overhead is €4,500 per month.

Administrative Costs:

It's estimated that the monthly expenses include salaries for support staff and part for software subscriptions at €5,000 per month.

Total Cost Per Service:

Labor (€120), materials (€15), and some proportion of overhead and administrative costs summed up is roughly €170 per service. They will make a profit by charging €250 per service at the lower end, at a margin of €80 per service.

5.5 Technology, Quality Management and Sustainability

Technology Applied:

Advanced scheduling software and a Customer Relationship Management (CRM) system will be used to boost efficiency, says the company. The technician route optimization results in a 15% reduction in travel time and fuel costs (Oluyisolaet al. 2020). This CRM system tracks, for example, client interactions, service history, and feedback so that personalized service and better client retention are possible.

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Figure 5.5: Applied CRM Technology

(Source: Self-created)

Quality Management:

ISO 9001 standards will be complied with and implemented by a robust quality management system (QMS). Service standards are also regularly quality checked and feedback is collected from clients to ensure they are all met. The objective is a greater than 90% customer satisfaction rate. It will drive a culture of continuous enhancement and areas for improvement will be identified on a monthly quality audit.

Workplace Accident Prevention:

Integral to operations is being safe. Equipment handling and emergency procedures for each tec will be subjected to regular training each tec. The safety audits will be conducted monthly and will seek to reduce the incidents in the workplace by at least 10 % yearly.

Environmental/Sustainable Considerations:

We are a company that believes in sustainability. Using eco-friendly cleaning products that can biodegrade and are not toxic will decrease environmental impact. They also intend to reduce their carbon footprint by 20 percent within the first year by planning out travel routes more efficiently and cutting fuel use (Hilberathet al. 2020).

By adopting sustainable practices, aside from ensuring regulatory compliance, brand reputation is also improved and these customers are people looking to endorse eco-friendly brands. The company's commitment places it as a responsible and progressive service supplier in Munich's competitive market.

6.0 Organization Plan

6.1 Design the structure of the organization of the House Services Company in Munich

Executive Leadership Team

The management team will be set up with an executive leadership team that shall consist of a CEO, COO, CFO, CTO, and CMO.

CEO: The CEO will spearhead the company's vision and overall strategic goals. This role is responsible for making high-level policy-making decisions, choices about strategy, oversight over the operations and resources taken as a whole, and coordination of the board of directors with corporate operations.

COO: They are responsible for the everyday operations of the corporation and pay considerable attention to operational efficiencies and productivity. This shall include service delivery management, quality control in the delivery of all services, and resource management (Ebert, and Griffin, 2020). He shall put in place across-the-board systems to ensure smooth processes that improve customer satisfaction and quickly respond to demand for services.

Chief Financial Officer: The chief financial officer stands for financial planning, risk management, recordkeeping, and reporting. This job role leads budgeting to various functions, ensures cash flow management, and keeps the company in good economic health (Hanelt, et al. 2021). The major roles of the CFO include finding from the financial data where the key insights lie on which decisions should be made and identifying the exact areas where the cost needs to be cut.

CTO: The CTO will be responsible for the company's technological infrastructure in this role and will undertake the development and maintenance of the mobile application and the web platform to ensure that the technology meets the customer's requirements.

CMO: The CMO will spearhead marketing strategies for customer acquisition and retention.

This highly includes conducting market research on customer preference and behaviour, devising branding initiatives, and managing campaigns on digital media (Griffin, et al. 2020).

He will ensure that the marketing functions are all integrated with the overall business strategy, then communicate to the target audience the value proposition offered by the company.

Operations Department

It is highly involved in service delivery and customer satisfaction. It shall be responsible for the logistics and management of home service personnel, quality control, and customer feedback mechanisms.

Service Management Team: This is the management team that will oversee the coordination in the chain of service delivery from scheduling to execution. They will make sure the service requests are efficiently processed and the service personnel are appropriately trained and equipped to do their job.

Quality Control Officers: They will be there to regulate the quality of service delivery. They will set benchmarks of quality and periodically assess the results of services delivered based on feedback and performance indicators (Khoury, et al. 2022). Quality control officers will also maintain a feedback loop in order to glean customer insights and apply changes to service practices from this data.

Customer Service Department

This is going to be the front line representing the organization and providing requisite support to the customers at every step of their interaction with the company.

Customer Support Representatives: This team will be mainly allowed to receive inquiries, confirm bookings, and resolve customer complaints in the best manner possible on a timely basis. The personnel will be socialised in using CRM tools to track interactions with customers and reach resolutions on outstanding issues most efficiently, thus enhancing customer satisfaction and retention.

The Client Relationship Specialists: They will focus on the long-term building of relationships with the clients. They would interact with the customers after the service is provided and collect feedback to build long-term satisfaction. Their role involves analysing the feedback trends coming from the customers, and they will work closely with the operations team for the implementation of improvements.

Department of Technology

The technology departments will be important in maintaining the innovations of the digital platforms of the company.

Software Developers: They will design the mobile application and website and keep them updated. The main focus will be on the user-friendly interface, secure transactions, integration of customer feedback for functionality enhancements, and possibly the implementation of analytics tools that monitor users' behaviours to optimise service offerings.

IT Support Staff: These are the people who will handle the upkeep of the technological infrastructure. Their job is to ensure systems are running smoothly, troubleshooting and testing and supporting technically both customers and internal staff to minimise downtime and resolve technical problems as quickly as possible.

Marketing and Sales Department

This would drive customer acquisition and brand awareness in a marketing and sales department.

Digital Marketing Specialists: This team shall manage online advertisement campaigns, social media presence, and SEO strategies to enhance visibility and attract target customers. These individuals will help indicate the market trends and how these are adapted into marketing strategies to maximise outreach and engagement.

Sales Representatives: They will be concerned directly with reaching out to customers, creating partnerships with local businesses, and compiling information to form ideas about customer tastes and preferences that may further be used in service provision (Pratama, et al. 2022). This will also include follow-ups with potential clients for the conversion of inquiries into sales. This structure would ensure focused delivery of quality house services and adapt itself to the changing needs of the urban market in Munich.

6.2 Task and Activity Specification for the House Services Company in Munich

The establishment of the House Services Company in Munich should be in such a way that work and activities are properly divided to achieve operational efficiency and customer satisfaction. Service Delivery Tasks

The core of this business is service delivery, which involves the actual carrying out of these home services in the form of cleaning, maintenance, and repairs.

Task Execution: The services shall be executed by skilled service personnel, comprising cleaners, handypersons, and specialised technicians. Cleaners will be responsible for various cleaning tasks, including residential and commercial spaces.

Quality control inspections: There should be a dedicated quality control team that can inspect completed services regularly. The quality standards and customer satisfaction will be assured by this team. Quality control inspectors are expected to have acquired experience in the assessment of services and observation of details. Ideally, they shall come from operations excellence or customer service management to offer constructive feedback to the service delivery teams.

Customer Service Activities

Customer service is vital in any business for ensuring good relations with clients by responding to their needs in the shortest time possible.

Customer Support Operations: The customer support team shall engage in providing information, taking bookings, and addressing customer complaints. They should be articulate and conversant with the various service packages provided by the company (Ziółkowska, 2021). As an opportunity, it suits those who have studied customer service or hospitality due to the interaction with different clients; a situation that may warrant tact and empathy.

Client Follow-Up and Relationship Management: Customer relation specialists will have to communicate with customers for feedback about their satisfaction with the services provided. Such a specialist should have amiable interpersonal skills coupled with a background in account management (Kicova, 2020). From the feedback from the customers, they can collate information that may indicate a trend and the Flow indicator may point to areas where improvements ought to be addressed, thus becoming indispensable in the quality improvement of the service.

Market or Sales Activities

The department of marketing and sales is very important, as it directly impacts the attraction of the customer and maintains their interest in continuous service, hence influencing the company's growth.

Digital Marketing Campaigns: The selected professionals in the digital marketing domain will be responsible for planning and execution, including digital ad campaigns, social media content, and SEO strategy. These individuals should have a strong background in digital marketing, data analytics, and content creation.

Sales Outreach: The sales personnel will have to continue direct customer outreach and partnership development. They also need to have very strong negotiation skills and a basic understanding of customer behaviour (Errida, and Lotfi, 2021). Individuals with sales experience, especially in the service industry, will be very suitable for this function. They need to communicate the value proposition across to the customers and bring leads to the end customers.

Technology and Operations Assignments

It is also at the heart of technology and operations functions in supporting all other areas for seamless customer experience and effective service delivery.

Platform Development and Maintenance: The software developers will design both the mobile application and the website and provide maintenance. This will involve technical skills in software engineering and User Experience design (Easton, 2024). The developers need to have prior experience in app development and be aware of what a customer wants or needs so that they can design user-friendly interfaces for the consumers.

IT Support and Troubleshooting: This will involve the provision of technical support to customers and internal teams. They shall have experience in the management of IT systems and customer support. Their experience in the technical support area will ensure that issues are effectively resolved on time.

6.3 Assign responsibilities and the line of command

A line of command has to be established in a House Services company in Munich by apportioning responsibilities that will ensure efficiency in operations, accountability, and communication right from the topmost to the lowest level in the company. It therefore means it will improve efficiency, service delivery, and also the culture of the company.

Management's Responsibilities: The highest level would be the Executive Management team, comprising the chief executive officer and chief operating officer, which would oversee the general strategic actions of the company and whether they fell within the letter and spirit of the set long-term goals and objectives (Tian, et al. 2020). This would include oversight of financial management, the means of dispersal of available resources, and high-order decisions. On the other side, the operation section of the business is handled by the COO. Operational strategies on how to improve efficiency and quality of service come under the domain of his responsibilities.

Departmental Heads Responsibilities: The Head of Marketing is responsible for developing and executing marketing strategies that enhance brand visibility and attract new customers. This will involve organising advertisements, creating a foothold in social media, and studying the market for any new opportunities (Ackerman, 2023). These activities may be summed up as supervision of customer support representatives, personnel best practices training, and provision of mechanisms for improvement through feedback. Service delivery shall be managed, quality controlled, and logistically coordinated by the Head of Operations personnel. The driving of this role at a strategic level should intrinsically emphasise process optimisation and ensure that the services provided fully meet the set quality standards.

Team Leaders Responsibilities: Under the departmental heads, Team Leaders or Supervisors play a critical role in managing day-to-day operations within their respective teams. Each Service Team Leader has service delivery personnel, ensuring that on-site personnel adhere to company standards in the various fields and guiding them during effective service execution. This covers pre-planning jobs, managing the workload, and rectifying any operational hitches that may arise within the sites (Lee, and Lee, 2020). The Customer Service Team Leaders are meant to manage the staff of customer service representatives, train them on vital aspects necessary during the interactions with the clients, and assess their performance for quality. They also establish guidelines on standard operating procedures concerning various customer scenarios and keep records of the same customer interactions. Marketing Team Leaders oversee certain marketing projects and campaigns in cooperation with the head of marketing to ensure proper execution as the performance is monitored.

Frontline Staff Responsibilities: Service personnel, customer service representatives, and marketing specialists shall be regarded as the backbone of the line of operation within the company. Among these service staff are involved in home service execution, bearing much responsibility and at higher degrees of professionalism. Thus, they have to perform the tasks assigned within the time and area of operation and report on the issues encountered during the rendering of service and following safety protocols (Kumaran, and Hemalatha, 2023). Customer service representatives handle inquiries, bookings, and feedback to clients while maintaining a customer-oriented approach and effective problem-solving. Marketing experts create content for the use of social media sites and conduct market research as well. Creativity and awareness of digital marketing trends will be highly required. Each line staff has a very important role in implementing the mission of the company through delivering excellent service to the clients.

Support Staff Responsibilities: These include IT support, human resources, and finance-supporting staff which are very fundamental in ensuring the back-office functions run as they should. The IT support team is to ensure the liveliness of the company's digital infrastructure, troubleshoot technical problems, and ensure that its website and mobile applications ideality work (Paisal, et al. 2023). It is a role belonging to the human resource team to carry on with activities such as recruitment, onboarding, and employee relations to guarantee that only quality people enter the company. Besides that, they are responsible for several training programs that are to be aligned with the service standards and cultures of the organization. With such clear lines of command and delineation of responsibilities within the house services company, operational efficiency could be maximised, with accountability strengthened at every level. This would give rise to a very collaborative culture that will drive the company toward its strategic objectives through the ability to make sound decisions effectively.

6.4 Develop human resources planning

Job Analysis:The job analysis is one of the fundamental steps of planning human resources to fully understand the functions and responsibilities within the house services company. It means that each post requires an analytical explanation of specific tasks, undertakings, and expectations attached to it. For instance, service personnel need to be technically proficient in cleaning and maintenance, but even their soft skills in customer interaction or problem-solving make much difference (Wilson, et al. 2020). It also takes into consideration the actual performance measurement indicators of relevant roles, thus enabling it to come up with a very wholesome performance management system. With the development of job descriptions that are very articulate about the type of worker desired, a company can enhance its recruitment efforts to yield candidates better suited to their skill and experience standards for service delivery.

Diversity: The house service company considers diversity in the workforce a strategic priority, as such a composition of the team may bring better creative insights and solution-seeking experience that eventually improve customer satisfaction (Wattimena, and Sin, 2020). The company attempts to recruit people from different walks of life due to ethnicity, gender, and age, among other abilities. This guarantee of diversity shall thereafter be replicated in the firm's recruitment materials, in job postings, and in outreach to diverse communities.

Competencies and Skills: In developing these much-needed competencies and skills of the employees, attention within the company would be quintessential to realise its pre-determined operational objectives. The core competencies will involve technical expertise in the various services, strong communication towards the customers, and flexibility for each changing need of the service (Aljawarneh, et al. 2020). It will also require problem-solving to reduce issues popping up unexpectedly during the delivery of a service. The company will embark on a needs assessment through a skills gap analysis that will aid in ascertaining the training needs and develop appropriate programs accordingly.

Recruitment and Training Policies: The recruitment policy will be designed to attract the best available talent and also ensure that the candidates match the values and service standards of the company. The stages of the recruitment process would consist of the following: advertising job openings through various media, screening applications, interviewing, and testing by practical demonstration of the candidates (Jamil, et al. 2022).

After recruitment, there shall be a structured training program including orientation and ongoing professional development.

Placement Policies: Placement policies will be focused on the appropriate placement of staff in their jobs, which best match the employees' competencies and career goals and are Congruent with the needs of the firm's business operations. The company shall concentrate on a well-structured policy for placement, which includes evaluation of each employee's performance, career objectives, and preference to be carried out along with periodic appraisals (Chao, 2020). This will allow internal mobility for promotion or transfer into roles aligned with strengths to enhance job satisfaction and retention.

Compensation policies: The house services company will establish competitive compensation policies that align with industry standards while also reflecting the value of the services provided. The remuneration package offering of the company should attract and retain the best available talent (Terho, et al. 2022). To achieve this, the company should, where practicable, ensure through market research and benchmarking against competitors. Additionally, the remuneration structures will be made as transparent as possible, so that an employee will have a very clear vision.

Overall, these comprehensive human resources planning will help the house services company to engage a multi-profiled, multiskilled, and motivated workforce who deliver quality service that is required in the competitive market of Munich.

7.0. Economic, Financial, Legal and Taxation Plan

7.1 Initial Investment

The formation of a house services company in Munich shall involve a clear identification of the initial costs needed to enable the company to start operations and lay a solid foundation for future growth (Blank and Dorf, 2020). The most important aspects being financed include equipment, office space, technology application, marketing expenses, and working capital in the first year to cover its initial costs before it can begin generating enough cash to be self-sustainable.

Equipment and Supplies

Because a house services business will involve the delivery of services such as cleaning and repair, the necessary equipment will be cleaning products, repair tools and products, and vehicles (Kurpjuweitet al. 2021). Careful selection of long-lasting equipment will help maintain quality service delivery, especially on the side of paring recurrent expenses. The first cost estimate to be included in the budget would be €30000 for the acquisition of tools, branded working wear and company vehicles.

Office Setup

It is not necessary to lease a large office, especially at the beginning, but it will be helpful to rent a small space in Munich for paperwork and to sign clients in (Petrov et al. 2020). This office equipment will include chairs, tables, and other basic furniture, computers and communication units. The estimated cost for the use of such locations is almost €10,000 for the initial establishment of the platform and €100 per month.

Technology Infrastructure

A digital appointment and management solution will also address controlling problems while adding benefits to the customer and increasing organisational effectiveness (Oguanobi and Joel, 2024). Expenses will be software licensing fee, development of mobile application and website designing within a cost of €15000.

Marketing and Branding

This means that entering the market of Munich with such stiff competition is going to need some advertising done (Parida and Prasanna, 2021). This will comprise web-based advertising and local promotions which will be between €8000 and €10000. These efforts would help to secure first clients and clients' recognition.

Working Capital

It is recommended to keep a working capital of € 20,000 from the reserve. During the early expansion stage, it is expected that this fund would be used to pay normal operational costs like emoluments as well as purchases of raw materials.

7.2 Finance plan with milestones and alternative paths

Revenue Milestones

The revenue targets are set incrementally thus the company will be able to establish a stable income stream in the early months (Nigam et al. 2021). As aiming at gaining multiple clients at the initial stage, the strategy of establishing multiple service packages is beneficial to steadily developing revenue. In the worst case, the established targets cannot be achieved and thus manipulating the marketing strategies or using discounts can increase customer numbers.

Quarter 1: Acquire and retain over 50 clients to be on the constant circle of repeat sales and marketing; the target sales should be at least € 25000.

Quarter 2: Expand the clientele list by thirty per cent, and introduce new services to boost engagement and get €35 000 of the quarterly sales.

Quarter 3: Forums to build long-term relationships with local enterprises, the goal is to conclude contracts for €15,000 monthly recurring income.

Cost Management Milestones

Expense control is a paramount consideration particularly when a company is in its infancy. The plan of maintaining competitive vendor rates by Quarter 1 accomplishes this due to the lock-in principle of managing costs by lowering the rate by Quarter 1 and overheads must be reduced by 10% by Quarter 3 (Oladimeji and Aladejebi, 2020). It also enables retaining generated savings for reinvestment into more profitable service lines or to market the services in case those are deemed necessary.

Alternative Financial Paths

This way, the business is protected both from potential growth that can be proper exploitation and slowdowns that can be bad management (Geovani et al. 2021). In the case of aggressive growth, more capital helps to hire more people and buy more equipment; in the case of a slower market response, it is possible to focus on high-margin services to stay profitable with fewer customers.

Funding Options

At the start, the owner relies on his or her savings, and a small amount of credit borrowed to get started (Lerner and Leamon, 2023). For the growth financing, the equity will entail options on partnership and partnership grants, with grant or government support as secondary choices. It assists in managing the credit risk bit at the same time as other opportunities for expansion are pursued.

7.3 Cash flow provision and system

Month

Expected Cash Inflows (€)           Expected Cash Outflows(€)                             Net Cash Flow (€) Cumulative Cash Flow (€)
January 10,000 7,000 4,000 4,000
February 15,000 8,000 7,000 11,000
March 20,000 10,000 10,000 21,000
April 18,000 9,000 9,000 30,000
May 22,000 11,000 11,000 41,000
June 25,000 12,000 13,000 54,000
July 30,000 15,000 15,000 79,000
August 28,000 13,000 15,000 84,000
September 30,000 14,000 17,000 100,000
October 32,000 17,000 17,000 117,000
November 35,000 17,000 18,000 134,000
December 40,000 20,000 20,000 154,000

 

Collection from CustomersThe key to a sustainable House Services Company in Munich encompasses a sound management of cash flows. There will be a strong cash flow provision policy within the firm both from customers and suppliers or other funding aspects (Guo and Liu, 2020). The cash flow strategy is to ensure an adequate cash reservoir to meet the working capital expenses while satisfying the cost of purchased assets.

Customers will be allowed to pay cash at the onset, pay when the service has been provided but in portions or pay in monthly instalments especially if the services are recurrent (Badakhshan and Ball, 2023). The company will implement the use of accounting software to help in issuing invoices, which will be issued immediately after he or she has been serviced.

Payments to Suppliers:

Suppliers will generally be paid within 30 days of the invoice receipt to ensure that payment is not made before the business has enough cash (Napier and Stadler, 2020). This way, cash flow fluctuations will be monitored, and knowledge of cash shortfalls will be received in advance to take appropriate measures at the right time.

7.4 Profit and loss account forecast

Category Year 1 (€)
Revenue  
Service Revenue 370,000
Other Income 10,000
Total Revenue 370,000
   
Cost of Goods Sold (COGS)  
Direct Labour Costs 80,000
Material Costs 20,000
Total COGS 100,000
Gross Profit 270,000
   
Operating Expenses  
Salaries and Wages 120,000
Marketing Expenses 30,000
Rent and Utilities 24,000
Insurance 7,000
Miscellaneous Expenses 10,000
Total Operating Expenses 190,000
   
Operating Profit 80,000
   
Other Expenses  
Interest Expense 5,000
Net Profit Before Tax 75,000
Tax (30%) 22,500
Net Profit After Tax 52,500

Table 2: P&L account

(Source: Self-Created)

Analysis

The forecasted total income for the year is €370 000, which includes service income, as well as other income that proves strong demand for house services in Munich. Out of €100,000, COGS consists of services in providing direct labour and material costs to clients. This figure is digestible thus the ability to achieve a healthy gross profit margin. The gross profit of the company is €270,000, and two and three are both above 10 per cent, again pointing to the efficiency of the business model at the operational level. Overall operating expenses are €190, 000; these consist of wages, advertising expenses, rent, utility bills, and other expenses. This is due to the need to spend money on human resources especially as the company establishes its marketing strategy and objectives on the market (Huang et al. 2024). An operating profit of €80,000 means the business will be very capable of covering the operating expenses and making a good profit margin.

7.5 Break-even analysis

Item Amount (€)
Fixed Costs  
Rent and Utilities 24,000
Salaries and Wages 120,000
Insurance 7,000
Marketing Expenses 30,000
Miscellaneous Expenses 10,000
Total Fixed Costs 190,000
   
Variable Costs per Unit 100
Direct Labour Costs 80,000
Material Costs 20,000
Total Variable Costs 100,000
   
Average Revenue per Unit 120
Break-even Point (Units) total fixed cost/average revenue per unit - variable cost per unit
  9500

 

Analysis

The total fixed costs are €190,000, other overhead costs include rents, salaries, and advertising costs. Thus, variable costs involved in providing the services are estimated to be € 100 for each service, meaning each service involves a large amount of direct cost. If each service is performed and sold for an average service charge of €120, the company needs to perform 9,500 services in the first year to break even. The break-even analysis shows that significant circulations of the services are necessary to cover the fixed costs. This underlines the role of good marketing strategies and operating efficiencies in reaching and exceeding such break-even points (Adedeji and Ituma, 2020). In particular, the break-even point of 9,500 units should be achieved to have the company running in the future. Out of these, the emphasis has been on customer acquisition to ensure that the business achieves the break-even point, goes further and earns more than the cost price.

7.7 Project Appraisal

NPV and IRR

Year Cash Inflows (€) Cash Outflows (€) Net Cash Flow (€) Discount Factor (10%) Present Value (€)
0 0 190,000 -190,000 1 -190,000
1 100,000 70,000 40,000 0.909 37,374
2 120,000 70,000 50,000 0.827 41,302
3 140,000 80,000 70,000 0.751 45,070
4 170,000 90,000 70,000 0.783 47,814
5 180,000 100,000 80,000 0.721 49,780
        NPV 30,220
        IRR 4.87%

Table 4: NPV and IRR

(Source: Self-created)

Analysis

Needless to say, having a calculated NPV equal to €30,220, the decision-making reveals the project’s positive net present value, taking into account the discounting of cash flows in time. On the contrary, due to the high initial investment (€190,000), the business needs to focus on the management of cash inflows in the early years of its existence. Therefore we have an estimated IRR of 4.87% which means the expected return throughout the project is lower than our assumed rate of return of 10%. This result suggests that the project may not be feasible if compared against other investments or the cost of capital.

7.7 Balance Sheet

Assets Amount (€) Liabilities Amount (€)
Current Assets   Current Liabilities  
Cash and Cash Equivalents 30,000 Accounts Payable 10,000
Accounts Receivable 15,000 Short-term Loans 5,000
Inventory 5,000    
Total Current Assets 50,000 Total Current Liabilities 15,000
       
Non-Current Assets   Non-Current Liabilities  
Equipment (Net of Depreciation) 20,000 Long-term Debt 25,000
Intangible Assets (e.g., Patents) 5,000    
Total Non-Current Assets 25,000 Total Non-Current Liabilities 25,000
       
Total Assets 75,000 Total Liabilities 40,000
       
Equity      
Owner's Equity 35,000    
Total Equity 35,000    
       
Total Liabilities and Equity 75,000 Total Liabilities and Equity 75,000

Table 5: Balance sheet

(Source: Self_created)

The total shareholder’s fund is €75,000/ The current assets amount to €50,000 while non-current assets include equipment and intangible assets of €25,000. This shows a sound liquidity position which is very important because it is the ability to pay short-term liabilities. The total of the liabilities is €40,000 of which €15,000 are current liabilities while €25,000 are non-current liabilities. The target company has good control of its debts though it has various debts on its balance sheet whereby current liabilities are much lower than current assets.

The proprietor’s capital is €35,000 which is the net worth of the business organisation. This is arrived at by applying the initial investment and the retained earnings which indicates the fact that the company is well endowed with financial strength and it has a strong equity base.

7.8 Legal Form and Constitution of the Company

Addressing the provisions enacted over a variety of legal systems and political jurisdictions, therefore, assessing the company's legal framework it is necessary to reference the type of legal form of the company and its constitution (Fleischer, 2023). The legal form of the house services company in Munich is a Gesellschaft mitbeschränkterHaftung (GmbH), which means in English a limited liability company (LLC). This structure just exposes the shareholders to their invested amount of capital, which is a safer financial framework for business proprietors especially in business activities such as services where customers may have multiple contacts (Bichia, 2022). A GmbH is under the mandatory requirement of a minimum capital structure of € 25000 as €12500 is to be paid at the time of registration. Because the house services business entails fluctuating operations in management, the GmbH structure is flexible while at the same time providing a renowned corporate image with clients, vendors and partners (Angeles et al. 2022). Also, a constitution will be developed by reference to German company law to outline the roles of the managers, the policies in the distribution of profits, and the rules for holding and conducting meetings or taking decisions by shareholders.

7.9 Permits, Licences and Registration Obligations

Since this company operates in Munich, Germany, it is required to get several permits and go through some registrations. Initially, the business will have to register with the German Commercial Register, Handelsregister, and the local Trade Office, Gewerbeamt to obtain a business licence, Gewerbeschein, which is compulsory for any commercial business (Gerke et al. 2020). Since the business is to do house services it will also require public liability to compensate for any losses they may have caused on the house. Furthermore, for the company to operate legally in Germany, health, safety, and employment laws will have to be respected, political registration for the social security of the employees to be done and compliance with relevant laws on labour will be respected.

7.10 Tax obligations and scope of liabilities

The house services company established in Munich will be functioning under several taxes according to the legal structures of the German tax laws (Bischof et al. 2023). Other main existent taxes touch on corporate income which is charged at 15% and then there is the solidarity surcharge of 5.5% above the corporate tax amount. The company will also pay Value Added Tax at the standard rate of 19% for most services though the service may be charged at an equivalent 7% rate (Acosta and Morozumi, 2021). Usually filing a VAT return will assist in reporting accurately and ensure that you comply with the law. In the aspect of assets as well as liabilities, the GmbH structure akin to that of a limited liability offers its shareholders limited liability where shareholders can only lose the amount of money they invested (Guinnane, 2020). This legal shield is very useful in preserving the owner’s assets from being reached out to by account or legal proceedings of the company and is especially good for business in the service sector. However, the company needs to keep strict control of its spending and avoid any legal complications in its operations to avoid falling foul of Germany’s severe taxation laws.

7.11 Brands and patents

As it will be positioned in a competitive market such as Germany for a house services company in Munich Branding will be essential. To secure its brand, it will be recommended for the company to trademark its brand name and logo alongside the particular service trademarks with the DPMA (Crass, 2021). Patents could be inapplicable here for a service provider, but any creation regarding processes or technology used to deliver house services which conform to the requisite characteristics can be patented. Such protection of intellectual property will enhance the position of the company on the market and create more sustainable value as the brand and novelties will be protected.

7.12 Organisms and measures providing support for creating companies

Germany provides numerous institutions and aid services for those who create a business; among them, there is the house services company in Munich. In this case, entities such as Germany Trade & Invest (GTAI) and IHK München (Chamber of Industry and Commerce) play the role of third parties offering information and developing essential tools in issue areas ranging from market data to legal advice (Miehe et al. 2020). The start-up financing programs include ERP Start-Up Loan from KfW Bank while mentoring start-ups consist of innovation-driven exit. Further, incubators for local businesses and incentives offered at the state level offer assistance, contacts, and possibly subsidies. The usage of these resources can be useful in matters concerning financing, meeting legal requirements, and development at the essential embryonic stage of an enterprise.

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