TransCity, Port-au-Prince 城市的公共運輸計劃 - 政大學術集成

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(1)國立政治大學商學院國際經營管理英語碩士學位學程 International MBA Program College of Commerce National Chengchi University. 碩士論文政治. 大. 立Master’s Thesis. ‧. ‧ 國. 學 sit. y. Nat. TransCity, Port-au-Prince 城市的公共運輸計劃 n. al. er. io. TransCity, A Convenient Public Transportation For Port-au-. CPrince City hengchi. i n U. v. Student: Michelet Saint-Preux Advisor: Professor Jack Wu. 中華民國一○四年六月 June 2015.

(2) TransCity, Port-au-Prince 城市的公共運輸計劃 TransCity, A Convenient Public Transportation For Port-auPrince City. 研究生：沙密. Student: Michelet Saint-Preux. 指導教授：吳文傑. Advisor: Professor Jack Wu. 國立政治大學. 學. ‧ 國. 立. 政治大. ‧. 商學院國際經營管理英語碩士學位學程碩士論文. er. io. sit. y. Nat. A Thesis. n. a to International MBA Program Submitted iv l C n U NationalhChengchi University engchi. in partial fulfillment of the Requirements for the degree of Master in Business Administration. 中華民國一○四年六月 June 2015.

(3) ACKNOWLEDGMENTS EVERYONE needs a helper to climb the mountain of Life. My best helper is, JEHOVAH, the Almighty of the universe. So, I am really thankful to Him for giving me the precious life and everything that I need to maintain it. And then, I won’t be here without my parents’ help. They protect me from danger during my childhood. I thank also my hard working teachers for all their efforts to show me the way of life.. 政治大. Specially, Professor Jack Wu, my adviser, for his support throughout the writing of my business plan.. 立. Then, I thank everyone who helps me to build my future. I cannot provide them anything that. ‧ 國. 學. could compensate their hard working job and their willingness to help. I just want to say to them this simple phrase “THANK YOU VERY MUCH”.. ‧. Michelet Saint-Preux. n. er. io. sit. y. Nat. al. Ch. engchi. i. i n U. v.

(4) TABLE OF CONTENTS 1. Summary ............................................................................................................................... 1 2. Company Overview .............................................................................................................. 3 2.1. Introduction ...................................................................................................................... 3 2.2. Mission Statement............................................................................................................ 3 2.2.1. Strategic Goals ...................................................................................................... 3 2.2.2. Objectives ............................................................................................................. 3 2.2.3. Business Philosophy ............................................................................................. 4 2.2.4. Value Propositions................................................................................................ 4. 政治大. 2.3. Public Transportation in Haiti.......................................................................................... 4. 立. ‧ 國. 學. 2.4. Core Competencies .......................................................................................................... 6 2.4.1. Innovation ............................................................................................................. 6 2.4.2. Quality .................................................................................................................. 6 2.4.3. Customer Service.................................................................................................. 7. ‧. 2.5. Legal Form of Ownership ................................................................................................ 7 2.6. Location and Facilities ..................................................................................................... 7. y. Nat. sit. 2.7. Business Permit................................................................................................................ 8. er. io. 2.8. Start-up Summary .......................................................................................................... 10. al. n. v i n Ch 12 3.1. Description ..................................................................................................................... engchi U 3.1.1. Pricing................................................................................................................. 13. 3. Product and Service ........................................................................................................... 12. 3.1.2.. Process Flowchart ............................................................................................... 13. 3.2. Features and Benefits ..................................................................................................... 14 3.2.1. Convenience ....................................................................................................... 14 3.2.2. Comfort............................................................................................................... 14 3.2.3. Casual Atmosphere ............................................................................................. 14 4. Market Analysis .................................................................................................................. 16 4.1. Market Size and Growth ................................................................................................ 16 4.2. Trends Affecting the Market .......................................................................................... 20 4.2.1. Political Instability.............................................................................................. 20 4.2.2. Insecurity ............................................................................................................ 21 4.2.3. Gas Price ............................................................................................................. 21. ii.

(5) 4.3. Competitions .................................................................................................................. 22 4.4. Barrier to Entry .............................................................................................................. 22 5. Strategies and Implementations ........................................................................................ 23 5.1. SWOT Analysis ............................................................................................................. 23 5.1.1. Strength ............................................................................................................... 23 5.1.2. Weakness ............................................................................................................ 23 5.1.3. Opportunity......................................................................................................... 23 5.1.4. Threats ................................................................................................................ 23 5.2. Marketing Plan ............................................................................................................... 24 5.2.1. Customers Research ........................................................................................... 24 5.2.2. Target Market ..................................................................................................... 24 5.2.2.1. Customers ....................................................................................................... 24 5.2.2.2. Sponsors .......................................................................................................... 24 5.2.3. Positioning Statement ......................................................................................... 24 5.2.4. Product/Service Strategy .................................................................................... 25 5.2.5. Pricing Strategy .................................................................................................. 26 5.2.6. Sales Strategy ..................................................................................................... 26 5.2.7. Revenue Model ................................................................................................... 27. 立. 政治大. ‧. ‧ 國. 學. Nat. sit. y. 6. Management and Organization ......................................................................................... 29. io. er. 6.1. Organizational Chart ...................................................................................................... 29 6.2. Management Team ........................................................................................................ 29. n. al. Ch. i n U. v. 6.3. Payroll, Headcount and Projections ............................................................................... 31. engchi. 7. Financial Plan ..................................................................................................................... 32 7.1. Long-Term Bank Loan .................................................................................................. 32 7.2. Break-Even Analysis ..................................................................................................... 33 7.3. Financial Statements ...................................................................................................... 34 7.3.1. Projected Profit and Loss .................................................................................... 34 7.3.2. Projected Balance Sheet ..................................................................................... 35 7.3.3. Projected Cash Flow ........................................................................................... 36 8. Appendixes .......................................................................................................................... 37 References................................................................................................................................ 42. iii.

(6) List of Figures and Tables Figure 1: Tap-Tap in the street of Port-au-Prince....................................................................... 5 Figure 2: A model of Trans-City’s Bus ...................................................................................... 6 Figure 3: Trans-City Advertising ............................................................................................. 12 Figure 4: Vandalism in Haiti .................................................................................................... 21 Figure 5: Positioning Maps ...................................................................................................... 25 Figure 6: Organizational Chart ................................................................................................. 29 Figure 7: Break-Even Analysis ................................................................................................ 33. 政治大. Table 1: Start-Up Requirements ............................................................................................... 10. 立. Table 2: Describes the Different Steps on Our Service Process............................................... 13. ‧ 國. 學. Table 3: Trans-City’s Features and Benefits ............................................................................ 15 Table 4: Describe the Market Size for Each City ..................................................................... 16. ‧. Table 5: Revenue Model........................................................................................................... 27 Table 6: Staff Plan .................................................................................................................... 31. n. al. er. io. sit. y. Nat. Table 7: Describe Long Term Bank Payment .......................................................................... 32. Ch. engchi. iv. i n U. v.

(7) 1. Summary Essence Trans-City is a shuttle bus service for enthusiast commuters who live in Port-au-Prince area. Initially operating six, thirty passenger buses, the company’s goals is to provide affordable, reliable, and safe transportation to its customers, allowing them to avoid the numerous inconveniences that go along with public transportation.. Service Trans-City’s main revenue will come from by riding commuters to the metropolitan area. Our. 政治大 their family after a daily tired activities. 立. service will enable people to avoid hassles of traffic, giving them more time to enjoy with. ‧ 國. 學. Aside from revenue earned from riding fees, Trans-City will generate additional revenue from advertising fees. Trans-City will offer an innovative form advertising (mobile advertising) to. sit. y. Nat. Opportunity. ‧. others companies who are seeking new way to penetrate their markets.. Due to the lack of reliable public transportation, most Haitian rely on Tap-Tap, small buses, to. io. n. al. er. move around the country/cities. Those small buses do not offer the comfort needed for an. i n U. v. enjoyable trip, no spacious and comfortable seating. Then, there is a high demanding for. Ch. engchi. convenient, reliable, and safe public transportation in Haiti.. Competitive Advantage Trans-City will differentiate itself over its competitors by offering to the commuters a high quality service, where everyone will feel comfortable to ride in the metropolitan area. TransCity will offer all comfort needed for a restful trip. With our service, luxury and style are the name of the game.. Plan to expansion Initially, Trans-City will offer its service to three zones in the metropolitan area: Port-auPrince, Petion-Ville, and Delmas. After Trans-City is successfully established in Port-au-. 1.

(8) Prince, we would like to expand our service to other major cities in Haiti such as Cap-Haitien, Gonaives, Jacmel and Les Cayes.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 2. i n U. v.

(9) 2. Company Overview 2.1. Introduction Trans-City is an LLC. In the formation process, Trans-City will be located and operate in Port-au-Prince, Petion-Ville and will expand to Delmas, and others cities in Haiti.. 2.2. Mission Statement . Trans-City’s purpose is to provide to the Haitian people with the solution they need to convenient transportation anywhere, anytime…and share the value to our Stakeholders.. . Trans-City’s mission is to turn the long, exhausting drive to the metropolitan areas in. 政治大. to a comfortable and lively experience.. 立. Trans-City will carry out this mission by using 30 passengers bus that will be equipped with. ‧ 國. 學. spacious seating and entertainment features that will provide consumers with an enjoyable ride to the metropolitan areas.. ‧. 2.2.1. Strategic Goals. sit. y. Nat.  Being a major player in the transportation industry in Haiti. io. er.  Promote safety and security in public transportation operations and facilities  Established positive enterprise culture. n. al. 2.2.2. Objectives. Ch. engchi. i n U. v. Trans-City plans to become a profitable provider of transportation to the people who live in Port-au-Prince the capital of Haiti. In the following three years, Trans-City plans to expand to others cities surrounding Port-au-Prince in order to provide transportation for the mass amount of people who go to work, attending varieties of college and churches in the metropolitan area. After Trans-City is successful established in Port-au-Prince, we would like to expand our service to other major cities in Haiti such as Cap-Haitien, Gonaives, Jacmel and Les Cayes.. 3.

(10) 2.2.3. Business Philosophy . We put our Customers first and strive to secure their loyalty through top quality service.. . We value our Employees and seek to help them achieve their full potential.. . We embrace Professionalism and seek Excellence in everything we do.. . We do our best to help our Communities be better places in which to live, work and grow.. 2.2.4. Value Propositions. 政治大 in Port-au-Prince a fun and convenient alternative to move to the city. Our service 立 enables people to avoid hassles of traffic, giving them more time to enjoy with their Trans-City is a shuttle company that offers Haitian people specifically those who live. 學. ‧ 國. . family after a daily tired activities. . In addition, Trans-City is a shuttle company that provides an innovative form. ‧. advertising (mobile advertising) to others companies who are seeking new way to penetrate their markets. We enable focused advertising to have a constant physical. y. Nat. er. io. sit. interaction with the target market.. 2.3. Public Transportation in Haiti. n. al. Ch. i n U. v. Public transportation is a huge industry all over the world. Due to the scarce economy and. engchi. environment concern, many people rely on public transportation to go to their daily activities. Consequently, some governments make huge investment in infrastructure in order to improve their public transportation. Sadly, transportation in Haiti can be an adventure. As one of the poorest countries in the world, Haiti does not have the best infrastructure, especially when it comes to a public transportation system. No subways, no trains, no buses, and no western style taxies. Most Haitians are too poor to afford a car. If a family can barely afford a bag of rice to feed themselves for a month, the car payments are not an option. There are some Haitians that own cars, but these don’t constitute the majority. According to NationMaster, in 2014 there are. 4.

(11) only 12 motor vehicles for 1000 Haitians, and the country is ranked 165th out of 191 in term of vehicle per inhabitant. However most Haitians rely on walking, riding bikes and Tap-Taps to move around the country/cities. A Tap-Tap is a Haitian version of taxi. Some tap taps are buses. If you ride one of these, you can expect, especially if you are riding downtown Port-au-Prince during rush hour, to be squashed in a twenty person capacity bus with about forty other Haitians.. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. i n U. v. Figure 1: Tap-Tap in the Street of Port-au-Prince. 5.

(12) Trans-City will take advantage on this situation by offering to the Haitian people a convenient and affordable solution to their transportation issues.. 政治大. Figure 2: A Model of Trans-City’s Bus. 立. 2.4. Core Competencies. ‧ 國. 學. 2.4.1. Innovation. Trans-City will innovate public transportation in Haiti by featuring a revolutionary new. ‧. station design with buses in the same direction stopping on both side of a platform. This will. y. Nat. offer roughly the same capacity as that of a traditional offset BRT station, but with half the. sit. station length and only around extra meter in width. Parking reform, bike sharing, and transit-. n. al. er. io. oriented development will be also featured.. 2.4.2. Quality. Ch. engchi. i n U. v. Trans-City will offer to its customers a convenient and affordable service where everyone will feel comfortable to ride with us. This include:  Cleanliness  Security  Comfort on the bus  Number of bus stop  Quickness  Inexpensiveness. 6.

(13) 2.4.3. Customer Service Trans-City is aware that businesses within the transportation industry have a much greater amount of exposure to the public than many other industries. Consider that Trans-City will not only maintain a customer service department, but will have ongoing contact with customers through theirs drivers, sales representatives and via social media. Trans-City will do its best to have the ears of its customers in order to deliver to them a high class service.. 2.5. Legal Form of Ownership Trans-City will be created as a private limited company, fully-owned by its founder and. 治政 people in the metropolitan area. Trans-City’s founder大 will act as legal representative and 立 General Manager.. investors. Trans-City will be registered as a public transportation, dedicated to transporting. ‧ 國. 學. 2.6. Location and Facilities. ‧. Trans-City will operate from a small office located in Port-au-Prince bus station, which will also its hub. This office will be dedicated to both administration and management. This place. Nat. sit. y. will be rented to the Municipality who responsible the bus station on a year-to-year lease, and. io. Trans-City service.. er. it will also include the right to install information signs for inbound passenger regarding. al. n. v i n As for trans-City networking, C initially will have only one circuit: h e nthegcompany chi U. Port-au-. Prince/Petion-Ville/Delmas and reversely Port-au-Prince/Delmas/Petion-Ville. The distance between Port-au-Prince and Petion-Ville in both way is approximately 7.5 km with 25 stops. each. One each of these stops, bus stop facility will be installed with information regarding routes and timetables The company’s website (www.transcity.com) will be a key asset for our operation, working as providing location for each of our units, and arrival time for customers waiting at our bus stops.. 7.

(14) 2.7. Business Permit According to Article 2 of the “Décret du 26 Septembre 1960 réglementant l’exercice de la profession du commerçant”, all commercial entities are required to hold a “carte d’identité professionnelle” .after the payment of fees at the DGI (a Haitian’s institution that collects taxes for the Government) and obtaining the Business Permit “Certificat de Patente”, the entrepreneur will obtain the “carte d’identité professionnelle” at the Ministry of Commerce. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 8. i n U. v.

(15) République d’Haïti MINISTERE DE L’ECONOMIE ET DES FINANCES DIRECTION GENERALE DES IMPOTS. 政治大. CERTIFICAT DE PATENTE. 立1, 576,457. Pour l’Exercice fiscal:. 學. ‧ 國. Numéro de Patente:. 2016-2017. ‧. Délivré à: Trans-City. Numéro d’Immatriculation Fiscale: 000-435-189-7. sit. y. Nat. Etablissement: 0. io. al. n. Commune: Port-au-Prince. er. Résident au: # 42, rue Joseph Janvier (Bicentenaire). Ch. Pour le Secteur d’Activité: Transport Publique. engchi. i n U. v. Fait à: Port-au-Prince Le: 1/10/2016. Robert Joseph Direction Général. 9.

(16) 2.8. Start-up Summary Trans-City will have 5 investors. 4 of them will contribute with an initial investment of $US 117,500 individually, and the last investor who will also serve as the General Manager will only invest $ US 25,000.Along with the capital invested, the company will engage a longterm bank loan which will be paid in 10 years at a 6 % annual rate. Table 1: Start-Up Requirements Start-Up Requirements Start-Up Expenses Legal Fees Professional Services. 立. Launching Event. 9,000. 政治大. 13,000. ‧ 國. 學. Webpage. 5,000. Buses Preparation Stops Facilities. 9,000 15,000 20,000. ‧. Shipping 6 Buses. y. Nat. Total Start-Up Expenses. io. n. er. Current Assets. al. i n U. v. Cash Required (Operational Expenses for 6 months) Prepaid Insurance. 125,000. sit. Start-Up Asset. 54,000. Ch. Long Term Assets. engchi. 200,000 210,000. 6 Buses. 450,000. Total Start-Up Long Term Assets. 450,000. Total Start-Up Assets. 860,000. Liabilities Long Term Liabilities. 365,000. Total Liabilities. 365,000. Capital Investor 1. 117,500. Investor 2. 117,500. 10.

(17) Investor 3. 117,500. Investor 4. 117,500. Investor 5. 25,000. Total Capital. 495,000. Total Liabilities and Capital. 860,000. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 11. i n U. v.

(18) 3. Product and Service 3.1. Description Trans-City is a shuttle bus service offering a convenient and affordable solution to the transportation issue many people, live in Port-au-Prince area, face when vacate to their daily activities. Catering to the needs of professional workers and religious people, Trans-City differentiates itself from the competition and build an image this market can relate to. Trans-City will operate six thirty passenger busses every Monday through Sunday, starting from morning 5:30 A.M to night 12:00 P.M.. 治政 Initially, Trans-City will service three areas: Port-au-Prince, 大 Petion-Ville and Delmas. As the business expands to more立 buses, Trans-City will begin serving more places in the ‧ 國. 學. metropolitan areas. Because we operate in small scale the pick-up time will be every 15 minutes. In the long run when more buses will be added, the pick-up time will be every 5. ‧. minutes.. y. Nat. Trans-City also provides an innovative form of advertising for companies who are seeking. io. sit. new ways to penetrate their market. It will cost $ US 5,000 per year to sponsor a bus and $ US. al. n. shown below.. er. 3000 per year to co-sponsor a bus. The graphic advertisements will look similar to the bus. Ch. engchi. i n U. v. Figure 3: Trans-City Advertising. 12.

(19) 3.1.1. Pricing Trans-City will charge 15 HTG (0.32 $ US) per ride. This fee is for one-trip transportation with an enjoyable atmosphere. Customers will be able to pay their fares at some convenient stores or directly on the bus.. 3.1.2. Process Flowchart Table 2: Describes the Different Steps on Our Service Process Description . Waiting for bus arrival. 立. bus stops. 治政  大 Real-time arrival information will be available through our bus stops. Driver will greet every customer.. . Driver will assist disabled people to get in the bus. Driver. will. check. customers’. io. sit. y. . Nat. payment.. al. . n. Riding. . ‧. ‧ 國. information section.. 學. Picking-Up. Customers will wait at our designated. Ch. e n g c h i. er. Step. Driver will do it best to offer. i n U. v. customers a quality service. Customers can relax and enjoy their trip.. Dropping-off. . Free Wi-Fi will be available.. . Once. customers. arrive. at. their. respective stops. They will get off the bus with their luggage. . 13. Driver will wave all riders good-bye..

(20) 3.2. Features and Benefits 3.2.1. Convenience Our customers are tired of squashing in a twenty person capacity bus with about forty other people, where there is no safety and cleanness for those who go to school or work. Trans-City will offer a convenient and affordable service where everyone will feel comfortable to ride in the metropolitan area. The earthquake, that hit Haiti 5 years ago, left a considerable disabled people in Port-auPrince. So Trans-City will not forget those people. They will be counted among our potential. 政治大. customers. We will offer them a suitable and affordable ride in the city.. 立. 3.2.2. Comfort. ‧ 國. 學. No one likes squashed as sardine into a Tap-Tap to ride in the city. Our buses offer all comfort needed for a restful trip. Spacious and comfortable seating, plenty of legroom and. service, luxury and style are the name of the game.. Nat. y. ‧. ample gear storage gives our riders everything they need for an enjoyable trip. With our. sit. 3.2.3. Casual Atmosphere. er. io. Whether our riders prefer socializing with their peers, watching the news to get pumped for. al. n. v i n C hof our target market, busses to fit the entertainment needs e n g c h i U creating an atmosphere enjoyed by. the day, or listening the music to pass the time, Trans-City has it covered. We tailor our. everyone.. 14.

(21) Table 3: Trans-City’s Features and Benefits Benefit. Feature. Set schedule of convenient pick-up/drop-off More leisure time instead of waiting for late times. rides. More time spent with family after a tired daily activities.. Ample seating space. Rest better and more comfortably than you would if packed into a Tap-Tap with others.. No need to battle in hassle of traffic. Avoid stress and ride in safety with piece in mind.. In-Bus entertainment. 立. Increased enjoyment 政治 entertainments. 大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 15. i n U. v. from. various.

(22) 4. Market Analysis 4.1. Market Size and Growth Population of Port-au-Prince, Pétion-Ville, and Delmas. Petion-Ville. 359,615. Delmas. 377,199. Port-au-Prince. 897,859. Total. 1,634,673. 政治大. According to IHSI which is a Haitian statistic organization, there are:. 立. 1/3 of the active Haitian population have a formal job.. . 107,823 students and professors in Petion-Ville.. . 123,313 students and professors in Delmas.. . 209,005 students and professors in Port-au-Prince.. ‧. ‧ 國. 學. . sit. y. Nat. Based on these information above the market size for each city is:. n. al. er. io. Table 4: Describe the Market Size for Each City. Year 1 Petion-Ville. Population. Ch. ePotential ngchi. i n U. v. Addressable. Penetration. Market. Market. 119,872. 95,898. 77,917. 7,792. 107,823. 86,258. 70,085. 7,008. Others. 131,920. 105,536. 85,748. 8,575. Total. 359,615. 287,692. 233,750. 23,375. Formal Workers(1/3) Students and Professors. 16.

(23) Potential. Addressable. Market. Market. 125,733. 100,586. 81,726. 8,173. 123,313. 98,650. 80,153. 8,015. Others. 128,153. 102,522. 83,299. 8,330. Total. 377,199. 301,759. 245,179. 24,518. Potential. Addressable. Penetration. Market. Market. 299,286. 239,429. 194,536. 209,005. 167,204. 135,853. Nat. 311,654. 253,219. 25,322. 718,287. er. Delmas Population. 583,608. 58,361. Formal. Penetration. Workers(1/3) Students and Professors. 立. Professors. 389,568. Total. 897,859. io. Others. 19,454. 13,585. y. Students and. ‧. Workers(1/3). 學. Formal. ‧ 國. Population. n. al. Ch. engchi U. sit. Port-au-Prince. 政治大. v ni. Based upon the percentage calculated from our survey results, 80% of the population of each city use public transportation to go to their daily activities; of those who use public transportation, 65% of them would utilize our service. Our projected customer base consist of 10% addressable market of each city, which is 23375 for Petion-Ville, 24518 for Delmas, and 58361 for Port-au-Prince.. 17.

(24) Year 2 Petion-Ville Population. Potential. Addressable. Market. Market. 119,872. 95,898. 77,917. 7,792. 113,214. 90,571. 73,589. 7,359. Others. 131,920. 105,536. 85,748. 8,575. Total. 365,006. Formal. Penetration. Workers(1/3) Students and Professors. 立. Delmas. Market. Market. 125,733. 100,586. 81,726. 103,583. 84,161. Professors Others. 128,153. 102,522. 83,299. Total. 377,199. y. 129,479. 8,416. io. sit. Students and. Penetration. 8,173. n. al. C h 306,692 engchi. er. Workers(1/3). 23,726. ‧. Formal. ‧ 國. Addressable. 學. Potential. Nat. Population. 292,005治 237,254 政大. iv 249,187 n U. 8,330 24,919. Port-au-Prince Population. Potential. Addressable. Market. Market. 299,286. 239,429. 194,536. 19,454. 219,455. 175,564. 142,646. 14,265. Others. 389,568. 311,654. 253,219. 25,322. Total. 897,859. 726,647. 590,401. 59,040. Formal. Penetration. Workers(1/3) Students and Professors. 18.

(25) The City Hall records of the three cities, shows that there is an average of 5% increase on the student population every year due to the lack of University and Vocational School in the outside of the metropolitan area. Therefore, we assume that our potential and addressable market will also increase by 5%.In addition, the job market and the condition of living of the people continue to improve and we assume that this improvement will also increase our addressable market. Year 3 Petion-Ville Population. 131,920. 105,536. 85,748. 296,533. 240,933. n. al. Population. 7,727. 8,575 24,093. Potential. C h Market engchi. Addressable iv n U Market. Penetration. 100,586. 81,726. 8,173. 135,953. 108,762. 88,369. 8,837. Others. 128,153. 102,522. 83,299. 8,330. Total. 377,199. 311,871. 253,395. 25,340. Formal. 125,733. y. 370,667. io. Delmas. 77,268. sit. Total. 95,099. er. Others. 118,875. Penetration. 7,792. ‧. Professors. 77,917. ‧ 國. Students and. 95,898. 學. Workers(1/3). 119,872. 立. Nat. Formal. Potential Addressable 治政 Market 大Market. Workers(1/3) Students and Professors. 19.

(26) Port-au-Prince Population. Potential. Addressable. Market. Market. 299,286. 239,429. 194,536. 19,454. 230,428. 184,342. 149,778. 14,978. Others. 389,568. 311,654. 253,219. 25,322. Total. 897,859. 735,426. 597,533. 59,753. Formal. Penetration. Workers(1/3) Students and Professors. 治政 The same scenario repeats again, an average of 5% population 大 of the students increase every 立 year. ‧ 國. 學. 4.2. Trends Affecting the Market. ‧. 4.2.1. Political Instability. Since became a nation, Haiti never has a political stability. First nations to abolish slavery,. sit. y. Nat. Haiti’s political development lagged behind that of other nations. Its government functioned. io. er. like a protostate compared with the more modern systems that evolved in other states. Authoritarianism, typical among archaic states based on monarchy and despotism,. n. al. i n U. v. characterized Haiti's political history. Most of the time, this kind of situation which so called. Ch. engchi. political instability led to vandalism when the mob protest against the government. Those people destroy everything both public and private proprietary. So any potential investor should be worry about their investment in the country. So, we are deeply concerned about that darkness situation.. 20.

(27) 立. 4.2.2. Insecurity. 治政 Figure 4: Vandalism in大 Haiti. ‧ 國. 學. According to Business Insider, in 2013 Port-au-Prince the capital of Haiti was 35 out of 50 most dangerous city in the world. Insecurity in Port-au-Prince is characterized by:. ‧. . A shift from politically motivated violence to purely criminal activities, including. y. Nat. sit. kidnappings, drug trafficking, rapes and murders. The criminal activities of illegal. al. n. political persuasion.. er. io. armed groups target all categories citizens, irrespective of their social position or . Ch. i n U. v. The development of linkages and collusion between illegal armed gangs, international. engchi. drug smugglers ,purely criminal groups or individuals, some members of the national police ,and the political and business elite. Recently, the government made a lot of effort to improve the security in the capital, but there are a lot to do to gain the confidant of the population who still create their own curfew. The insecurity could have a direct impact on our evening operation.. 4.2.3. Gas Price As gas prices continue to soar, potential customers would become more sensitive whether driving their own car or taking public transportation to go to their daily activities. According to the proposed budget 2014-2015 still not approved by the Haitian Senate,. 21.

(28) . A gallon of gasoline will rise from its current cost of $ 4.38 to $ 4.70 until December 2014; in January 2015, it would jump $ 4.99; finally, during February and March 2015, it would be set as $US 5.32 a gallon, a 21% increase overall.. . A gallon of diesel over the same period of time would increase from $ 3.54 to $ US 3.87 to $ 4.03 and finally $ 4.20 in March 2015, an 18.5% increase.. . Kerosene will rise from $ 3.52 a gallon to $ 3.74 to $ 3.92 and finally to $ 4.05 in March 2015, a price hike of 14.9%.. Taken all together, the Haitian government in the coming months will raise the fixed price of fuel on average of 18.3%.. 立. 4.3. Competitions. 政治大. ‧ 國. 學. Trans-City main competitors are some small buses. Those small buses are managed by their single owner and they operate on small scale from Monday to Sunday started at 5:30 A.M to. ‧. 10:00 P.M. Those buses are ordinary charter buses that have in theory a max capacity of 14 passengers, but in practice they have 18 passengers. People are squashed as sardine into those. sit. y. Nat. small buses to ride in the city. The cost to ride is 15 HTG for a single trip.. n. al. er. io. Passenger can’t aspire to have a good riding in the city. As said above you will be squashed. v. between 18~20 people; no spacious and comfortable seating, and there is no way to have all. Ch. comfort needed for a restful an enjoyable trip.. engchi. i n U. 4.4. Barrier to Entry Transportation services are considered a public utility in Haiti. Every company interested in providing transportation services must fill out an application to operate as a common carrier of passengers by motor vehicle. This application must be turned in to the Haitian Ministry of Transportation. The application is reviewed and considered by the ministry and is posted for 30 days. During the 30 days, any other bus carrier in the area has the right to contest the application and begin service in the area we apply to service in. If a company contests our application, we could take the matter to court and have a hearing where we express to the judge why our company could provide this service better than the company contesting.. 22.

(29) 5. Strategies and Implementations 5.1. SWOT Analysis Based on our competition research and comparing with Trans-City planned service, we developed the following SWOT analysis which will allow us to create strategies based on our strength and weakness, as well as market opportunity and threats.. 5.1.1. Strength Skilled human resources Cheaper price compared to private motor vehicles-increasing petrol price. 政治大. Less impact on climate, pollution, noise. 立. Fewer road accident. ‧ 國. 學. 5.1.2. Weakness. High cost of operation. ‧. Financial pressure. Lack of cooperation between actors. y. Nat. n. al. er. io. 5.1.3. Opportunity. sit. Existing transport culture. Rising demand for public transport Increasing population density. Ch. engchi. i n U. v. Increasing concern for environment Campaigns for improving service and image of public transportation. 5.1.4. Threats Unfavorable fiscal regime Competition from other actors who love the status-quo Unviable fare fixed by the Government Poor enforcement of laws and rules. 23.

(30) 5.2. Marketing Plan 5.2.1. Customers Research We conducted many surveys to the metropolitan area. Surveys were handed out in classes at schools as well as outside of workplaces. Using the percentages of our customers survey results, we concluded that 80% of the population of each city use public transportation to go to their daily activities. Furthermore, we estimated 65% of those who use public transportation would be interested in using our service.. 5.2.2. Target Market. 政治大. Trans-City’s target market includes two main categories.. 5.2.2.1.. 立. Customers. ‧ 國. 學. Our main target includes professional workers and students in the metropolitan area. Within this market we are looking to target the niche group of enthusiast commuters. Breaking it. ‧. down even further, we are aiming to attract a percentage of these enthusiast commuters who have trouble finding reliable transportation into the city.. y. Nat. Sponsors. io. sit. 5.2.2.2.. n. al. er. Since Trans-City plans to generate additional revenue by selling bus advertising (mobile. i n U. v. advertising). We are targeting large companies, manufacturers, and local retailers to pay for this service.. Ch. engchi. 5.2.3. Positioning Statement Trans-City will position itself as the ideal service for the commuters who are looking for a comfortable way to ride in the metropolitan area. Trans-City believes all people must have access to safe, reliable, affordable, and accessible transportation to connect them where they live with where they need to go. 24.

(31) 立. 政治大. ‧ 國. 學. Figure 5: Positioning Maps. 5.2.4. Product/Service Strategy. ‧. In the first year of operation, Trans-City will run six buses from Monday to Sunday, and. y. Nat. service three zones in the metropolitan area: Port-au-Prince, Petion-Ville, and Delmas. By the. n. al. er. io. metropolitan Area.. sit. third year, Trans-City will increase its fleet of buses for servicing other parts in the. Ch. i n U. v. Our schedule of pick-up/drop-off times will better meet the need of our customers. Our. engchi. biggest competitors, the small buses, currently starting to operate from 5:30 am to 10:00 pm; but don’t have a specific time to pick-up passengers. After conducting our surveys, we found that approximately 39% of our target market would prefer the operation time between 5-6:00 am to 11-12: pm; therefore, Trans-City will operate from 5:30 am to 12:00 pm, and the pickup time will be every 15 minutes. This is one way Trans-City differentiates itself from competitors. Trans-City will have some basic features that differentiate itself from competitors. Trans-City will also be equipped with more entertainment features, (such as TVs and music systems) than competitors. These features will increase the enjoyment of the ride.. 25.

(32) 5.2.5. Pricing Strategy Single ride to the city: 15 HTG (0.32 $ US) Due to our high costs, variable and fixed, we are forced to do a cost + markup pricing strategy. Our target is extremely price-sensitive, but our advantage comes in the fact that when our costs increase (i.e. gas prices growing) the cost of our competitors (small buses) increase even more because of economy of scale, and they always solicit the help from the government to sponsor the gas price. So our pricing will be focused on keeping a median between our costs and the price of riding set-up by the government.. 政治大. Partial Bus Advertisement: $ 3000 per year. 立. Full Bus Advertisement: $ 5000 per year. ‧ 國. 學. When it comes to our sponsors, we plan on pricing our advertisements at a point that gives. ‧. comparable value to the cost of magazine ads, something that almost all of these companies are familiar with. To do this, we compare our price with the potential number of people. Nat. sit er. io. 5.2.6. Sales Strategy. y. exposed to the ad (i.e. people using public transportation to go to their daily activities).. al. n. v i n C h as a good source their comfort. Our market survey worked e n g c h i U of information to know more about Trans-City distribution channel will focus on our customers’ safety and security, as well as. the payment method which our potential clients might be interested on using. The options. provided were: cash payment, online payment with debit card, or using easy card.70% of our target customers will prefer cash payment, and 30% would choose online payment. Trans-City distribution channels will be: . Our buses: customers will be able to pay the driver directly, before boarding TransCity. However, in order to guaranty the safety of the transaction, the cash payment will be deposited in a secure box on the bus.. 26.

(33) . Our store partners: customers will be able to credit their easy-card at our store partners. Once the transaction is completed, customers will receive a confirmation of the deposit amount which will work as a proof of service.. 5.2.7. Revenue Model Table 5: Revenue Model Petion-Ville. Number of. Year 1. Year 2. Year 3. 1,215,500. 1,276,272. 1,340,089. Customers. 政治 $ US 0.32 大. Fee per Customers. $ US 0.32. Total. $US 388,960. $US 408,407.04. Year 1. Year 2. 1,233,752. 1,295,440. $US 414,540.8. al. n Port-au-Prince. Year 1 Number of. y. $US 394,800.64. Ch. sit. $ US 0.32. io. Total. $ US 0.32. er. ‧ 國. Fee per Customers. Nat. Customers. Year 3. ‧. Number of. $US 428,828.48. 學. Delmas. 立. $ US 0.32. i n U. 1,360,212. $ US 0.32 $US 435,267.84. v. e n g cYear hi 2. Year 3. 1,252,836. 1,315,478. 1,381,252. Fee per Customers. $ US 0.32. $ US 0.32. $ US 0.32. Total. $ US 400,907.52. $US 420,952.96. $US 442,000.64. Customers. 27.

(34) Sponsorship Advertising Year 1. Year 2. Year 3. 6. 8. 10. Fee per Customers. $ 5,000. $ 5,000. $ 5,000. Total. $ 30,000. $ 40,000. $ 50,000. Year 1. Year 2. Year 3. Number of Customers. Net Revenue. Total. $ 1,283,900.8 政治大. $ 1,214,668.16. 立. $ 1,356,096.96. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 28. i n U. v.

(35) 6. Management and Organization Trans-City will lead by its founder, who will act as General Manager. The company will start operation with a small 20-staff team which can expand depending on sales and market acceptance. Given the small scope of our initial operation, some roles will be outsourced in order to maximize efficiency.. 6.1. Organizational Chart. General Manager. io. n. er. Nat. Accountant. y. ‧ 國. ‧. Operation Coordinator. Mkt and Service Coordinator. al. 學. Webmaster. sit. 立. 政治大. Ch Drivers. engchi. iv n Sales U Staff. Figure 6: Organizational Chart. 6.2. Management Team General Manager Trans-City founder will also serve as General Manager. He will responsible for the overall operation, growth and ultimate success of the company. He will establish the working plans and priorities aimed to increase revenue growth, and propose new investment to shareholders. He will hire, train and evaluate all the staff.. 29.

(36) Webmaster He/ She will be responsible for the overall service of our website, making ensuring its proper and continuous working. He/ She will also manage our presence in social community (Facebook, Twitter, YouTube), making sure we create a proper positioning in customers mindset. Marketing and Service Coordinator The Marketing and Service Coordinator will be responsible for establishing and directing marketing and sales activities for the company, including social media, for which He/ She will. 政治大. have to work closely with the webmaster. He/ She will also be in charge of creating strategic alliances, potential key clients who could advertise in our media. Finally, He/ She will. 立. manage customer service, channeling potential customer’s complaint.. ‧ 國. 學. Operations Coordinator. He/ She will play a key role of supervising our operations, ensuring an excellent service to our. ‧. customers. He/ She will be responsible for planning and controlling our daily operations,. y. Nat. including buses and staff; permanently tracking position to ensure we can provide on-time. sit. service. He/ She will also be responsible for keeping our units under the best condition,. n. al. er. io. planning regular maintenance. Accountant. Ch. engchi. i n U. v. He/ She will answer directly to the General Manager. All cash collected will be reported to Him/ Her who will prepare daily consolidated sales balance. He/ She will also make sure that all cash are deposited at the bank. Finally, He/ She will be responsible to prepare the financial statement of the company and also make sure all financial information is properly presented to the tax agency.. 30.

(37) 6.3. Payroll, Headcount and Projections Table 6: Staff Plan Staff Plan Year 1. Year 2. Year 3. General Manager. 700. 1,400. 1,442. Webmaster. 700. 721. 743. Operation Coordinator. 1,000. 1,030. 1,061. MKT Coordinator. 1,000. 1,030. 1,061. 900. 927. 955. Accountant. 6,000 6,180 政治 1,200 大1,236. Drivers(12) sales staff(3). 立. ‧ 國. 11,500. 20. 20. 12,524. 12,900. Nat. n. al. er. io. sit. y. ‧. Total Payroll. 20. 1,273. 學. Total Headcount. 6,365. Ch. engchi. 31. i n U. v.

(38) 7. Financial Plan Some important guidelines for our financial projection are: Long-term Liabilities: We will engage in a Bank Loan to buy our buses. This loan will carry a 6% annual interest rate. Initial Investment: 4 out of 5 investors will submit US $ 117,500.00 which will use as initial operations capital. The fifth investor, who will serve as General Manager, will submit only US $ 25,000.00.. 政治大 depreciation method on a 5 years scenario. 立. Depreciation: Given the intensive use our buses will go through, we will use a straight-line. ‧ 國. 學. 7.1. Long-Term Bank Loan Amount of the Loan: 365,000.00. ‧. Maturity. : 10 years : 6%. y. Nat. : 49,591.80. io. sit. Annual Payment. er. Annual Rate. Table 7: Describe Long Term Bank Payment Years Payment Interest Principal Book Value. n. al. 0. Ch. engchi. i n U. v. 365000.00. 1. 49591.80. 21900.00. 27691.80. 337308.20. 2. 49591.80. 20238.49. 29353.31. 307954.88. 3. 49591.80. 18477.29. 31114.51. 276840.37. 4. 49591.80. 16610.42. 32981.38. 243858.99. 5. 49591.80. 14631.54. 34960.27. 208898.72. 6. 49591.80. 12533.92. 37057.88. 171840.84. 7. 49591.80. 10310.45. 39281.35. 132559.49. 8. 49591.80. 7953.57. 41638.24. 90921.25. 9. 49591.80. 5455.28. 44136.53. 46784.72. 10. 46784.72. 2807.08. 43977.64. 0. 32.

(39) 7.2. Break-Even Analysis. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Figure 7: Break-Even Analysis. Ch. i n U. v. We estimate Trans-City needs to sell 1,930,213 tickets to achieve Break-Even point. Based on. engchi. our sales forecast, we will achieve this point during our 7th month of operation.. 33.

(40) 7.3. Financial Statements 7.3.1. Projected Profit and Loss Year 1. Year 2. Year 3. 1,184,668.16 30,000 1,214,668.16. 1,243,900.80 40,000 1,283,900.80. 1,306,096.96 50,000 1,356,096.96. 315,813.72 315,813.72. 331,604.41 331,604.41. 348,184.63 348,184.63. 74%. 74.20%. 1,007,912.33 74.32%. 138,000 60,000 35,000 80,000 15,600 42,000 60,000 5,000 12,000 1,000. 150,288 63,000 35,000 80,000 15,600 42,000 60,000 5,000 12,000 1,000. 154,800 66,000 35,000 80,000 15,600 42,000 60,000 5,000 12,000 1,000. 130,000 453,600. 5,000 468,888. 5,000 476,400. EBITDA Interest Expenses. 320,254.44 21,900. 483,408.36 20,238.49. 531,512.33 18,477.29. Gross Profit Tax (30%) Net Profit Net Profit/Sales. 342,154.44 102,646.33 239,508.11 19.72%. 463,169.87 138,950.96 324,218.91 25.25%. 513,035.04 153,910.51 359,124.53 26.48%. Sales Fares Advertising Total Sales Direct Costs of Sales Fuel Total Direct Costs of Sales. n. Ch. engchi. 34. sit. y. ‧. io. al. 學. Nat. Operating Expenses Payroll Sales, Mkt and Website Rent office Depreciation Equipment Utilities Insurance Bus Maintenance Office Supplies Personal Training Bus Registration Miscellaneous(Start-up Fees) Total Operating Expenses. er. 立. ‧ 國. Gross Margin Gross Margin (%). 政治大 898,854.44 952,296.39. i n U. v.

(41) 7.3.2. Projected Balance Sheet Year 1. Year 2. Year 3. Assets Current Assets. Prepaid Insurance(5 Years) Total Current Assets Long Term Assets accumulated Depreciation Total Long Term Assets. 立. Total Assets. 533,816.31. 950,681.9. 1,400,691.9. 168,000. 126,000. 84,000. 701,816.31. 1,076,681.9. 1,484691.9. 450,000. 450,000. 450,000. 160,000. 240,000. 290,000. 210,000. 1,071,816.31. 1,366,681.9. 1,694,691.9. 337,308.20. ‧. Cash. 307,954.88. 276,840.37. 337,308.20. 307,954.88. 276,840.37. 495,000. 495,000. 80,000 政治 370,000 大. Current Liabilities Long Term Liabilities. Nat. al. n Retained Earnings total Capital. Ch. 239,508.11. e n734,508.11 gchi. Total Liabilities and Capital. 1,071,816.31. 35. er. io. Paid-in Capital. sit. Total Liabilities. y. ‧ 國. 學. Liabilities. 495,000. i v563,727 n U 1,058,727. 1,417,851.53. 1,366,681.9. 1,694,691.9. 922,851.53.

(42) 7.3.3. Projected Cash Flow Year 1. year 2. Year 3. 239,508.11. 324,218.91. 359,124.53. Depreciation. 80,000. 80,000. 80,000. Decrease Prepaid Insurance. 42,000. 42,000. 42,000. 361,508.11. 446,218.91. 481,124.53. (29,353.31). (31,114.51). (29,353.31). (31,114.51). 333,816.31. 416,865.60. 450,010. 200,000. 533,816.31. 950,681.91. 533,816.31. 950,681.91. 1,400,691.93. Operating Activities Net Profit Add:. Cash provided by Operating Activities Financing Activities. 政治(27,691.80) 大 Cash provided by Financing Activities (27,691.80) 立 Paid Long Term Debt. Beginning Cash Flow Ending Cash Flow. Nat. n. al. er. io. sit. y. ‧. ‧ 國. 學. Increase Cash Flow. Ch. engchi. 36. i n U. v.

(43) 8. Appendixes Graph shows Trans-City forecasting sales TRANS-CITY Net Profit. 1,214,668.16. 1,283,900.80. 1,356,096.96. Sales. 359,124.53. 324,218.91. ‧. ‧ 國. 學. 239,508.11. 立. 政治大. YEAR 2. YEAR 3. n. al. er. io. sit. y. Nat. YEAR 1. Ch. engchi. 37. i n U. v.

(44) Evolution of Gas Price. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 38. i n U. v.

(45) Satellite view of Port-au-Prince, Petion-Ville, and Delmas. 立. 政治大. ‧. ‧ 國. 學. n. er. io. sit. y. Nat. al. Ch. engchi. 39. i n U. v.

(46) Haiti’s key strategic advantages . Broad International Support . Over US$10 billion of foreign assistance has been pledged to help rebuild the country. . Inter-American Development Bank (IDB) offered over US$2.2 billion alone for recovery and development projects. . Over 3000 non-government organizations (NGOs) are operating in Haiti providing much needed support services. . United States HOPE and HELP Acts will help rebuild Haiti’s diminished garment industry. Strategic Location. Located between the world’s largest economy (USA) and emerging economies in. 學. . 立. ‧ 國. . 政治大. South America (Brazil and Colombia), Haiti is well-positioned to benefit from economic growth throughout the region Situated within the Caribbean provides the country with prime access to maritime. Increasing trade integration . Close proximity to large economies ensures lower costs for transporting goods to. n. al. . er. Introduction of Special Economic Zones provide exemptions on tariffs and taxes. io. . international markets . sit. y. Nat. trade . ‧. . Ch. engchi. i n U. v. WTO member since 1996. Untapped Resource Potential . Copious, untapped mineral deposits of bauxite, copper, gold and calcium carbonate.  . . Young, low-cost labor – median age is 21 years. Advantageous Labor Conditions . It has one of the world’s lowest-cost workforce. . Abundance of hard-working, trainable workers. Geography . World-class pristine beaches and 1,700km (1,100 miles) of coastline. 40.

(47) Natural sea ports at Port-au-Prince, Cap-Haitien, Gonaives, and Jacmel. 立. 政治大. 學 ‧. ‧ 國 io. sit. y. Nat. n. al. er. . Ch. engchi. 41. i n U. v.

(48) References . Strategic citywide spatial planning: A situational analysis of metropolitan Port-auprince,Haiti file:///C:/Users/Saint-Preux/Downloads/strategic-citywide-spatialplanning-un-habitat,-2009.pdf. . Institut Haitien de Statistique et d’Informatique : http://www.ihsi.ht/. . Ministere de l’Education Nationale et de la Formation Professionnelle : http://menfp.gouv.ht/. . NationMaster : http://www.nationmaster.com/. . Le Nouvelliste : www.nouvelliste.com. . Wikipedia : www.wikipedia.org. . Larry M. WALTHER & Christopher J.SKOUSEN: THE ACCOUNTING CYCLE.. 立. 政治大. ‧ 國. Marco MONGIELLO: INTERNATIONAL FINANCIAL REPORTING. Ventus. ‧. Publishing ApS,2009, USA, 53 p .. io. sit. y. Nat. n. al. er. . 學. Ventus Publishing ApS, 2009, USA, 98 p.. Ch. engchi. 42. i n U. v.

(49)