This document provides an overview of the "Waste for the Best Project" which aims to build houses using waste materials for homeless people affected by earthquakes. It includes the organizational chart, strategies around differentiation and sustainable competitive advantages through utilizing rare resources. It also outlines the business model canvas covering key partners, activities, customer segments, resources and revenue streams. Additionally, it presents a cash flow forecast showing the project will achieve break even within 10 months and lists long term plans, key aspects and sustainability goals aligned with UN SDGs.

1. WASTE FOR THE BEST

2. OUR TEAM
Purchase
Department
Technical
Department
Hospitality
Department
Marketing
Department
National
Stakeholder
VDC
Representive
Agriculture
Representative
Community Head
ORGANISATIONAL CHART

4. RARE VALUABLE
DIFFICULT TO
IMITATE
PROPER
UTILIZATION
OF
RESOURCES
STRATEGY
1. Applying Differentiation strategy
2. Sustainable Competitive Advantages by:
i. RARE
-Glass bottle house with combination of Fly ash, Mud, Plastic
Pellet and bamboo
ii. VALUABLE
- Community as Shareholder
- Social Activist as Stakeholder
iii. PROPER UTILIZATION OF RESOURCES
- Organization system develop
- Community Head as centralized body
iv. DIFFICULT TO IMITATE
- Run without any funding
- Truly for society
Figure : Sustainable Competitive Advantage factor of
“WASTE FOR THE BEST PROJECT”

5. Table 1: Strategy Pyramid of MOTEL Table 6: Strategy Pyramid of Training Centre
Table 7: Strategy Pyramid of Agriculture Farm House
STRATEGY PYRAMIDS

6. Strengths Weaknesses
1. New Environment of Living
2. Friendly Hospitality
3. Locally Organic Product Service
4. Glass Bottle Learning site and Green
house farm
1. Training for local people
2. Coordination between community
people
Opportunity Threat
1. Big market for Motel
2. Practical Learning area for children in
Agriculture Farm and Construction site
1. Communication Gap
2. Financial Debate between Community
people
SWOT ANALYSIS

7. Key Partners
- Community as
Shareholder
- Social Activist as
Stakeholder
Key Activities
- Build, Stay, Self-Cook and
Work
- Community Group Meeting
- Phase 1 Home for 5 family
member
- Phase 2 Home for 15 family
member
Value Proposition
- “HOME FOR THE
HOMELESS”
- Delivering a new way of
Experience in their life to
traveller
- One day honest Farmer
Customer Relationships
- Long Term Relationship
- Mutual Understanding
- Focusing on Three V’s
(Valued Customer, Value
Proposition and Value
Network)
Customer Segments
-Backpackers
-Tourist agency
-Recycle Centre
-Private Schools/Universities
-Traveller
Key Resources
- Community saving
- Need a Required amount
of Glass, Bamboo, plastic
pellet, Fly ash etc. to build
House
Channels
- Using both Physical and
Virtual channel to reach our
Customer.
Cost Structure
- Operational Cost
- Training Cost
- Supplier cost
Revenue Streams
- Revenue from MOTEL
- Agricultural Production
- Charges from Private schools and
Backpackers
BUSINESS MODEL CANVAS OF WASTE FOR THE BEST

8. January Febuary March April May June July August September October
Starting Cash Position ฿112,500 ฿988,000 ฿856,000 ฿724,000 ฿592,000 ฿460,000 ฿328,000 ฿295,000 ฿262,000 ฿248,000
Incoming
Cash from MOTEL ฿0 ฿0 ฿0 ฿0 ฿0 ฿0 ฿25,000 ฿25,000 ฿30,000 ฿30,000
Collection from Visit by school ฿0 ฿0 ฿0 ฿0 ฿0 ฿0 ฿10,000 ฿10,000 ฿10,000 ฿10,000
Agriculture Income ฿0 ฿0 ฿0 ฿0 ฿0 ฿0 ฿10,000 ฿10,000 ฿12,000 ฿15,000
Total ฿0 ฿0 ฿0 ฿0 ฿0 ฿0 ฿45,000 ฿45,000 ฿52,000 ฿55,000
OUTGOING
Fixed Costs ฿77,000 ฿77,000 ฿77,000 ฿77,000 ฿77,000 ฿77,000 ฿45,000 ฿45,000 ฿38,000 ฿38,000
Administration ฿12,000 ฿12,000 ฿12,000 ฿12,000 ฿12,000 ฿12,000 ฿5,000 ฿5,000 ฿5,000 ฿5,000
Marketing ฿40,000 ฿40,000 ฿40,000 ฿40,000 ฿40,000 ฿40,000 ฿25,000 ฿25,000 ฿20,000 ฿20,000
Operations ฿25,000 ฿25,000 ฿25,000 ฿25,000 ฿25,000 ฿25,000 ฿15,000 ฿15,000 ฿13,000 ฿13,000
Variable Costs ฿60,000 ฿55,000 ฿55,000 ฿55,000 ฿55,000 ฿55,000 ฿33,000 ฿33,000 ฿28,000 ฿28,000
Administration ฿5,000 ฿5,000 ฿5,000 ฿5,000 ฿5,000 ฿5,000 ฿3,000 ฿3,000 ฿3,000 ฿3,000
Marketing ฿30,000 ฿30,000 ฿30,000 ฿30,000 ฿30,000 ฿30,000 ฿15,000 ฿15,000 ฿12,000 ฿12,000
Operations ฿25,000 ฿20,000 ฿20,000 ฿20,000 ฿20,000 ฿20,000 ฿15,000 ฿15,000 ฿13,000 ฿13,000
Total ฿137,000 ฿132,000 ฿132,000 ฿132,000 ฿132,000 ฿132,000 ฿78,000 ฿78,000 ฿66,000 ฿66,000
Result
Change during Month -137000 -132000 -132000 -132000 -132000 -132000 -43000 -43000 -24000 -21000
Closing cash position 988000 856000 724000 592000 460000 328000 295000 262000 248000 23700
Remarks
Two Full time Worker with 5000 Baht per month
We can achieve our Break Even in 10 month
We borrow money from each 5 houses, 25000 Baht
We initial investment was 100000 Baht
CASH FLOW FORECAST OF WASTE FOR THE BEST PROJECT

9. LONG TERM PLAN
 Upgrading a Mobile Health clinic monthly for the victims
 Community Bio sand Filtration installation for the drinking water.
 Mini Solar home system for every house
SLOGAN
 “HOME FOR THE HOMELESS PEOPLE, EFFECTED BY EARTHQUAKE ”
KEY THING
• Build, Stay, Self-Cook and Work
• Community as Shareholder
• Social Activist as Stakeholder
• Community Saving
SDG GOAL
• Meet Sustainable Development Goal, SDG 11
and SDG 9

10. Page 10
THANK
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YO