guide for good practices

Transcripción

Framed
project
in the
Euroempleo
program
Turn your idea into a business
GUIDE FOR GOOD
PRACTICES
For the Town Hall of Roquetas de Mar and for me as the Major,
it is a matter of satisfaction to present this "Guide for Good
Practices" made within the Euro-employment programme
EUR-021 in which, once again, we are aimed at promoting
self employment and company creation, at initiative of our
Town Hall and with co-financing from the Employment Service
of Andalucía (Servicio Andaluz de Empleo) and the European
Social Fund (Fondo Social Europeo), together with our
partners in Amadora (Portugal) and Brussels (Belgium).
At these so particularly difficult moments, Public Administrations are to be involved looking
for good practices in order to help a collective which has been severely affected by the crisis
such as young people, women, immigrants and people over 45 years old, collectives presenting
higher risk of exclusion in these present circumstances.
Since we began the Local Agreement on Employment in Roquetas de Mar in 2008, many
programmes at European level have been started having good results, each one according to
its mission. This one has resulted in the development of a web page
(www.euroempleoroquetas.es and www.euroempleoroquetas.com) where information for those
who want to start a company and need global advice is provided. On the other hand, this Guide
for Good Practices, with comprehensive information, as it collects information needed for
self-employment in a practical and useful manner.
I expect this guide to be useful and I encourage you to put it into practice, these times need
it and do not hesitate that, from this Town Hall of Roquetas de Mar, we will always be ready
to provide assistance, within our means, in the creation and consolidation of employment, so
necessary for developing the well-being of all peoples.
With kind regards,
GABRIEL AMAT AYLLÓN
MAJOR-PRESIDENT OF THE TOWN HALL OF ROQUETAS DE MAR
The current economic situation has turned entrepreneurship
into a more attractive outlet for those people who are
unemployed or if employed, they have a business idea and
want to implement it being their own bosses. In order to be
successful, entrepreneurs should have certain qualities such
as motivation, effort, patience…and a feasible project. But
now, more than ever before, they need advice, training and
support and it is the Public Administration responsibility to
support them to make their ideas a reality.
The project Aprende Emprende Network, is an example of how such administrations collaborate
with this common objective. Within the Euro-employment project, this initiative has been
promoted by the Town Hall of Roquetas de Mar and co-financed by the Economy, Innovation,
Science and Development Regional Department of the Regional Government of Andalucía and
The European Social Fund with 170,000 euros. Thanks to this project, we have known several
interesting experiences and methodologies for work which are being carried out in other regions
and countries in the European Union - specifically in the Portuguese region of Amador and in
the Belgium capital -Brussels - which can be applied in Andalucía.
This manual, apart from providing entrepreneurs with practical information for their business
idea to be started, collects the good practices found in the studio visits to the European partners
of the Aprende Emprende Network. Some of the most interesting ones are: entrepreneurship
spirit promotion among schoolchildren, temporary assignment of commercial spaces belonging
to the municipality to new companies of young artists and artisans, the creation of cooperation
networks between entrepreneurs and experienced business people all over Europe, promotion
of personalized training for employment applicants or the generation of spaces where young
entrepreneurs can put their business ideas into practice, with direct contact with the public,
and being supported by experienced business people.
Projects like Aprende Emprende Network are useful for us to verify that policies on employment
promotion boosted by The Regional Government of Andalucía, are on the right track and in our
partners' line of work, as we have been long developing actuations similar to those good
practices detected like the programme for the entrepreneurship spirit promotion among
schoolchildren, Senior project with which retired businesspeople help new businesspeople,
personalized itineraries for labour insertion for unemployed people or Supporting Centres for
Business Development where expert technicians provide useful information to start their
companies, advice for carrying out feasibility plans, set up and manage the new company,
incentives and financing for the first push needed at the beginning of the company and the
possibility to use offices and premises free of charge for 18 months.
To finish, I would like to take advantage of the opportunity these lines offer me to put at the
disposal of those people who want to start their own business, the resources the Regional
Economy, Innovation, Science and Development Department has in the province, for ideas
not to be kept in a drawer due to lack or support, like 26 Supporting Centres for Business
Development in the province of Almería, 13 offices of the Employment Service of Andalucía
and the centres of Andalucía Advices.
Adriana Valverde Tamayo
Territorial Delegate for the Economy, Innovation, Science and Development Regional
Department of the Regional Government of Andalucía
Pag. 10
2. TRANSNATIONAL GOOD PRACTICES I: Amadora (Portugal)
1. Practice carried out by the City Council of Amadora.
2. Practice carried out by the Cabinet of Professional
Insertion .(GIP)
3. Visit to the AFID association.
4. Practice carried out by "Escola Intercultural das
Profissões e do Desporto da Amadora".
Pag. 16
Pag. 34
3. TRANSNATIONAL GOOD PRACTICES II: Brussels (Belgium)
1. Programmes developed by the LUDEN Association
(aka QeC-ERAN).
2. Practice observed in "Guichet d'Economie Locale" of
Centre Dansaert.
3. Experience of good practice in MicroMarkt
MicroMarché.
4. Policy on good practices carried out by the municipality
of Saint-Josse, in the Northeast of Brussels.
4. SELECTION OF INTERNATIONAL EMPLOYMENT GOOD PRACTICES
1. Amadora Empreende (Amadora Means Business)
2. Erasmus for young business people.
3. Cabinet of Professional Insertion.
4. Intercultural School of Professions.
5. Micromarkt Micromarché
Pag. 58
5. SHORT GUIDE FOR SELF-EMPLOYMENT. STEPS FOR CREATING
YOUR BUSINESS PLAN.
1. Searching the idea . The seed
2. The market. Land to be cultivated.
3. The product or service . Fruit to be obtained.
4. The business plan . The fertilizer for the seed.
5. Human Resources. People
6. Financing. Water to grow
7. Legal aspects. Permission for cultivation
8. Some ideas. We start to harvest
Pag. 64
6. ADDRESSES OF INTEREST
Pag. 118
TURN YOUR IDEA INTO A BUSINESS GUIDE FOR GOOD PRACTICES CONTENTS
1. INTRODUCTION. The challenge starts
1. Euro employment programme
2. Guide objectives
3. Advantages when undertaking
1
INTRODUTION
The challenge starts
Self-employment, more than a trend, is a reality in many
countries. In Spain, self-employment is a way to face
the economic situation and a way for employment
generation.
For you, a future business person, the challenge to set
up your own business starts, setting out your guidelines
and procedures, making your dreams come true and
contributing to your community economic wealth. In
order to do that, you have to be ready for changes,
adversities, surprises… giving one's all and later achieving
your goals.
Turning your
idea into a
business is an
exciting
challenge. Be
ready to give
one's all.
The way to undertake is not easy but not impossible.
Training, information, will and motivation are required.
If you take the decision to start your own business , you
can follow the Guide for Euro employment Good
Practices which will help you resolve doubts and think
about several matters.
Guide for Good Practices
10
INTRODUCTION
1.1. Euro employment
programme
Euro employment (eur-021) is a programme belonging
to the network Red Aprende-Emprende, organized by
Roquetas de Mar Town Hall and co financed by the
Regional Department of Economy, Innovation, Science
and Employment of the Regional Government of
Andalucía and the European Social Fund.
This initiative from the Servicio Andaluz de Empleo
(Employment Service of Andalucía) guides you to turn
your idea into a company based on the self employment
experiences in Amadora (Portugal) and Brussels
(Belgium), countries working on the labour insertion of
the collectives with difficulties. In addition, it allows you
to discover new strategies in order to set up a company
in emerging sectors.
Euro employment is aimed at young people, people over
45, women and immigrants. Its objective are: promoting
entrepreneurship, creating a network to collaborate with
other countries, transferring to the context of Andalucía
benefits from other self employment policies and
establishing a knowledge base on measures to
encourage the creation of companies.
1.2. Guide Objectives
This Guide for Good Practices tries to cover a double
function. On one side, showing the good practices
11
INTRODUCTION
analyzed during the studio visits to the transnational
partners (Amadora and Brussels), with the aim to
improve the current policies regarding self- employment.
On the other hand, this guide tries to be a basic-tool
manual related to self-employment and company
creation.
This publication is aimed at guiding on the issues you
have to study in order to achieve the goal of turning
your idea into a business.
As an
entrepreneur,
you will have
to take
important
decisions that
will mark your
company's
course.
Objectives of the Guide for Good Practices are as follows:
• Spreading self-employment international
practices.
• Helping a business idea to be developed.
• Defining the basic steps to start a company.
• Making the way to entrepreneurship easier.
1.3. Advantages when
undertaking
Being autonomous or entrepreneur is a deep
commitment to a different life-style which means a
personal and working transformation. Most of the tasks,
functions and activities developed by the self-employed
worker will be focussed on his/her business. That is the
reason why social abilities, intellectual capacity, training
and tenacity are needed.
The self-employed person usually sees business
opportunities where there are problems, knows how to
find solutions and cover necessities. The profile may be
12
INTRODUCTION
Creating a
company
means being
excited when
undertaking
different according to the objectives to be achieved
and reasons for undertaking. Doubtless,
"self-analysis" is required in order to reinforce strong
points and prevent possible weaknesses of our
decision so that the project initial risks can be
minimized.
Advantages when undertaking may be as follows:
• Being your own boss.
• Meeting unsatisfied demands with new
products or services.
• Joining the labour market aer a long
period.
• Depending on nobody and taking decisions
independently.
• Having flexible working hours .
• Gaining professional and social recognition.
• Carrying out a creative work.
• Getting your own profits and for the
community.
Courage to
continue is
what matters
when coping
with
adversities
• Extend the circle of friends and
professional contacts.
• Assuring your working future in the longterm.
Throughout the creation and development of a
company there are sometime problems arising that
need to be solved with effort and responsibility. It is
necessary for you to know that this task requires a
long time. You will assume a controllable risk and
fixed incomes will not be assured.
13
INTRODUCTION
1
Summary
• Being autonomous or entrepreneur is a deep commitment to a
different life-style, which means a personal and working
transformation.
• Creating a company is not easy but not impossible.
Training, information, will and motivation are required.
• Some advantages when undertaking are: being your own boss,
carrying out a creative work and assure your labour future.
• Self-analysis is required in order to reinforce strong points and
prevent possible weaknesses of our decision so that the project initial
risks can be minimized
14
AMADORA (PORTUGAL)
2
TRANSNATIONAL GOOD PRACTICES I:
AMADORA (PORTUGAL)
2.1 Practice carried out by the Câmara
Municipal de Amadora
Amadora covers an area of 24 km2 and has 175.000 inhabitants in 11 neighbourhoods
or freguesías (this is the way it is called there),where there are many illegally constructed
buildings and several shank zones.
Currently, Amadora has an unemployment rate of 14% being the sector service the
16
TRANSNATIONAL GOOD PRACTICES I: AMADORA (PORTUGAL)
main source for employment. It acts as a bedroom town in relation with Lisbon.
La Câmara Municipal has 1,800 employees, most of them are women.
In 2008 the project Amadora Emprende started, which continues at present and has
no deadline. It is intended for people between 16 and 65 years old. There are two
sub-programmes: "Quick Amadora" which is for people under 30 years old, and another
one called "Quem não arrisca não petisca " for people who have the risk to suffer from
social and labour exclusion.
Throughout its development the methodology of actuation has changed.
In 2011 the main modification took place when being reformulated as expected results
were not obtained. This project has two main aspects, training and stimulation for
entrepreneurship. This project objective is the creation of companies as a resource for
unemployment.
At first, people receiving benefits from this project had a 30-hour training course on
basic aspects. Currently, such training has been modified and it is given in a more
personalized way detecting the users' needs.
17
People completing all the steps will present their business ideas in a public event and
coaching will be assigned.
Once the company starts, the Câmara will follow them up for a year in order to analyse
their development and advise them when needed.
Living in Amadora is required in order to be included in the Amadora Emprende project.
The company should also be placed in Amadora.
The programme implementation is carried out in 4 steps:
• Step I: Online candidatures. Selection of entrepreneurs.
• Step II: Diagnosis of potential entrepreneurs. It will be carried out throughout
group dynamics and individual interviews.
• Step III: Training (30 hours in post labour hours). The most outstanding
modules are: Structure of a business plan, Marketing, Information Technology,
introduction to finances, Legal aspects, etc…
• Step IV: Implementation. Starting the business and Coaching assignation.
"Amadora Empreende" programme is formed by 3 areas:
Area I: Support centre for entrepreneurs.
This area will be present throughout the whole process.
Its main functions are:
• Motivation and contact.
18
• Candidature selection.
• Coaching assignation.
• Training for business management through cycles of thematic
workshops.
• Implementation. Specialized accompaniment in the business areas.
Valuation for the company to be incubated.
• Follow-up. Periodical contact with entrepreneurs for the business
development following-up.
• Meeting. Annual event for the on-going projects presentation.
Area II: Promotion and information about entrepreneurship in the secondary schools
in the town.
The objective is to provide secondary students with information about entrepreneurship
together with the 42 teachers involved.
Area III: Promotion of entrepreneurship in vulnerable areas.
The main objective is: improving the integration of underprivileged groups and in
situation of social exclusion in business projects whose objective is the creation of
self-employment.
Training actions on basic abilities for the business development are carried out. Close
following-up for vulnerable residents in the places where the business ideas are wanted
to be developed.
19
Supports:
• Specialized support in the search for capital and investors.
• Possibility to offer a commercial space, belonging to the town, in areas of temporary
relocation according to attribution rules and feasibility results.
• Support when asking for micro-credits. Renting advantages. Free renting during the
first year and 1 Euro/square meter in the second and third year.
• Possibility of asking for the whole financial assistance for the start of the business.
Partners:
ISCTE/AUDAX.
Fundacion Gulbenkian.
Dolce Vita Tejo.
Escola Intercultural das Profissoes e do Desporto da Amadora.
Companies created resulting from the "Amadora-Empreende" programme.
As a direct result and under supervision and support of the Amadora Empreende
programme, the creation of different types of companies has been achieved. Next, we
are listing the companies visited by recommendation of the Câmara Municipal de
Amadora, due to their correct performance and good prospects.
20
Soluções Eficientes
Project description:
The goal for this company is the sale of products and services in the following areas:
• Electricity: General maintenance, Lighting projects, energy consultancy and audit.
• Telecommunications: Sale of structured products and services, DTTV collective
antennas, video surveillance and detection.
• Solar energy: Water heating and electricity generation.
Commitment:
Soluciones Eficientes commits itself to an environmentally-friendly actuation, thinking
that this is a short step for the development of a better future. Its activity will be
developed in the market of renewable energies and energy efficiency.
Objective:
Soluciones Eficientes wants to strengthen the links between knowledge spread
combined with a reliable service structure, with avant-garde technology at affordable
prices.
21
Vitralíssimo
Objective:
Techniques used by Vitral Tradicional, Vitral Tiffanyand Vitrofusao e Bijoutaria use the
smallest glass pieces in order to create a range of products which are directly placed
into the market without the need for the final price to be increased.
Description:
Restoration of centenarian glass windows in Lisbon is needed due to its conservation
state, age, and the quantity of existing works in the country.
Commitment:
Developing an almost lost job creating the conditions for the development of a range
of products related to this field.
Combining glass-window designs with beautiful, durable works adapted to the present
needs.
Informing through different means about the topic on traditional dyed glass, generating
interest on this art again.
22
Solução Estores
Project description: company dedicated to the installation of blinds, window shades,
curtains with or without automated devices.
Objective: Consolidating professional life and experience gained through the setting
of a company gathering such knowledge.
2.2 Practices carried out by the
Cabinet of Professional Insertion GIP.
GIP is created in order to improve the capacity of intervention of the structures
supporting employment for young and adult people.
Its main functions are:
• Information and training for unemployed young and adult people.
• Support and advice looking for a job according to the profile.
23
• Personalized following-up of unemployed people for professional
reintegration or integration.
• Search for employers.
• Search and spreading of job offers.
• Measures for employment and entrepreneurship support.
• Spreading of community programmes in order to promote employment
mobility and professional training in Europe.
• Motivation and support on participating in temporary or voluntary
activities for the labour insertion to be easier.
• Control of periodical presentations of beneficiaries from employment
benefits.
• Possibility for school accreditation according to work experience through
exams or practice works.
• Other activities considered as appropriate.
In the request management and analysing the different profiles, necessary training
for each case will be established in order to improve the applicants' attitudes.
Beneficiaries are to be presented every 15 days.
• Minimum salary: 475 euros.
• Benefit: 300 euros, reaching the triple of the minimum salary for 1.5
years.
24
2.3 Visit to the AFID association.
It is a non-profit association of public interest whose main objective is the promotion
of solidarity among Portuguese families defending the rights and integration of disabled
people.
AFID was set up in 1975 as an association and due to its correct performance and
growth was constituted as a foundation in 2005.
Values:
• Ethics.
• Integrity.
• Solidarity.
• Respect and rigor.
• Humanization.
• Equal opportunities.
• Sustainability.
Objectives:
• Promoting the creation of structures in order to assure rehabilitation, health,
education, training and integration of disabled people, their families and other
unprivileged groups.
25
• Developing supporting measures for unprivileged and isolated villages,
particularly old and young people with the risk of suffering from social exclusion.
• Developing art-therapeutic activities with disabled people and other
unprivileged groups.
• Promoting protection and detection activities for early disability.
Services:
• Residential house.
• Centre for occupational activities.
• Preschool centre.
• Nursery school (from 4 months old to 3 years old).
• Home support service.
• Daycare centre.
• Physical medicine and rehabilitation centre.
• Professional training.
• Centre for new opportunities.
At present, AFID has two companies formed by and for disabled people. "AFID Green"
(with 6 permanent employees), dedicated to the creation and maintenance of garden
areas, and "AFID Clean" (with 9 permanent employees), dedicated to supply cleaning
services. Employees are recruited for 2 years and later their incorporation to the labour
world is evaluated.
AFID has a close relationship with the Câmara de Amadora, which has provided AFID
with many spaces and has commissioned the maintenance of garden areas from it.
Currently AFID helps 115 young people with serious disabilities, 25 in professional
training, 25 in home support, 5 in early intervention and 20 families in the situation of
fast intervention.
26
Regarding training projects, such projects are reformulated every year and need to be
approved by the employment institute as it covers 100% of the training costs.
At present AFID has specific training on:
• Gardening.
• Carpentry.
• Laundry.
• Cooking.
• Cleaning.
When the training course finishes, it tries those young people to be recruited by the
foundation internal companies or by companies not in the foundation.
Beneficiaries from those services are given 200 Euros for 2 years.
AFID has a residency to take in the most problematic cases which need an immediate
intervention. The residence costs are paid by AFID, social security and family members
of the beneficiaries.
Currently, AFID has 143 workers, most of them working in Amadora and it affords 55%
of the total of the costs.
AFID has certifications from its government and the social security. It also has 12
certifications at European level.
27
2.4 Practice carried out by the
"Escola Intercultural das Profissões e
do Desporto da Amadora".
The Intercultural School has legal personality, with administrative and financial autonomy,
and with its own patrimony. It is based in Polo Venda Nova, and the other two poles:
one placed in Reboleira and another one in Brandoa.
Although its training project has been developed within the framework of Workshop
Schools, some projects were successfully implemented some years ago and today the
School is running correctly. The number of projects, at national or international level,
is increasing more and more and results show the commitment and success in the
improvement of the human potential in Amadora.
The Intercultural School has not only reinforced its main activity areas but also it has
gained projection in new tasks. Diversifying its range of actuation.
Shortly speaking, it is the comprehensive development of the region of Amadora thanks
to the social and economic integration of many people in the town. A logic leading to
sustainable development, using an approach focussed on people and the strengthening
of their capacity to act and learn.
28
The Intercultural School has two main aspects: training for employment and a company
in the service business.
Regarding training for employment, they are provided with quality certifications assuring
its methodology, and audits from the European Union, the government, external
companies and themselves. Such training for employment is aimed at young people
with adaptation difficulties, social exclusion or legal problems. The training content is
decided by the government but the school is in charge of deciding which methodology
to use. In the case of training for people older than 18, contents are set in accordance
with their needs.
They have a department for shill validation where each case is analyzed in order to
assign each person the place that better suits him/her in relation with performance
and learning. Objectives for the different types of training are defined by the Ministry
of Education.
It is aimed at children between 12 and 15 years old or children who cannot be in other
centres due to their age. The idea is to complement training from other schools. In
accordance with the children's profile, assiduity and punctuality are monitored so that
when the second unjustified absence is given, parents or legal guardians are contacted.
Although 33% of the students attend voluntarily, families take the risk to loose social
benefits if there in no collaboration from them regarding the students' attendance.
Young people will be given presents or stays in camps if attending regularly. They are
also encouraged showing the list of students with no absences. The before mentioned
camps are also a complement to the origin school where they continue going at lunch
time for not being disassociated completely from their environment.
The centre has the support from the "Commission of young people upbringing", in the
case of the young person's unjustified absences or improper behaviour this commission
will take the appropriate measures, being the police notice the last resource. Police
29
will inform the centre directly if the young persons are involved in any type of problem
or criminal conduct.
Once their training has completed, they will continue being monitored in the professional
world. Regarding self employment, help is offered in two different levels: agreements
with banks for micro-credits (up to 17,000 euros) or public financing.
Projects which are beginning to give results or the ones that are considered as feasible,
are supported by the school with a following-up on the business performance for 6
months, during that time the school resources will be put at their disposal. Once this
period is finished, they will have to pay for the use of such resources.
For the start of the company, they have the possibility to ask for the whole
unemployment benefit in only one payment.
At present, they collaborate with 250 companies. These companies take advantage
from the school services and installations. There is a close collaboration with other
schools in such a way that, if the appropriate studies for a student are not given by
them, such student is addressed to another school. Training up to 18 years old is always
promoted. There is also specific training for less qualified young people, among those
courses: gardening and bricklaying.
The school has been certifying all the training courses and services rendered for quality
assurance since 2009.
Over the last years, from 2009 to 2011, performance has been optimized. Costs have
been considerably reduced, for example with the computerization of information. This
decrease in costs has been used in order to guarantee services such as free nursery.
At every moment, the school will have an exhaustive following-up of the students, its
own activity and the use of services.
30
Addresses of interest:
Câmara Municipal da Amadora
http://www.cm-amadora.pt/PageGen.aspx
Quick Amadora
http://www.quick-amadora.net/
Amadora Empreende
http://www.amadora-empreende.net/
Soluções Eficientes
http://www.s-eficientes.com/
Vitralíssimo
http://vitralissimo.blogspot.com.es/
Solução Estores
http://solucao-estores.com/index.php?tipo=SERVICOS
AFID
http://www.fund-afid.org.pt/
Escola Intercultural das Profissões e do Desporto da Amadora
http://www.escolaintercultural.pt/
31
BRUSSELS (BELGIUM)
3
TRANSNATIONAL GOOD PRACTICES II:
BRUSSELS (BELGIUM)
3.1 Programmes developed by the
LUDEN Association (aka QeC-ERAN).
Luden was born in 1989 and focuses its activity in the representation of local, regional
and non-profit entities for the business development. It was created with the European
commission funds (URBAN), it was maintained like this for 10 years and at the end of
the 90's its model for business changed. At the beginning there were 20 partners, the
number of partners has increased up to 50 according to the on-going projects. It has
a wide experience in community projects. Until 2005 it participated in such projects
as partners or managers but later it only dealt with management/administration.
34
TRANSNATIONAL GOOD PRACTICES II: BRUSSELS (BELGIUM)
Currently, they are managing 20-25 projects per year and they want to reach 35, being
100 partners. One of its main objectives is creating a group of experts for providing
more specific advice.
Activity:
• Development of programmes making the exchange of experiences and
practices at local and regional level easier.
• Supporting participation initiatives of specific groups.
• Carrying out research and evaluation of impact of urban regeneration
programmes.
• Representing the points of view and local needs in front of the EU institutions.
• Partner research service for EU projects.
TYPE PROYECT
Its objectives are defined until 2020 and the main ones are:
• Transfer of good practices against youth unemployment.
• Reducing scholar absenteeism.
• Reducing unemployment rate.
• Improving young people academic studies.
Two work strategies are created which are divided according to objectives.
• Young people in movement.
• Development of new capacities or jobs.
Such strategies annually generate an activity report for being analyzed and possibly
modified.
35
Currently there are 20 projects classified under the same focus (employment for young
people) with 6 partners in Brussels, Earling, Sevilla, Lublin, Timis and Lisbon.
One of the resources produced by the TYPE project is a report on studies of cases of
young people's business initiatives which have been started in local areas all over
Europe. The project gathers partners from different countries in Europe for the exchange
of good practices and experiences regarding youth unemployment.
Partners have had a budget of 5000 € for the study and analysis of the working situation
at local level and for the creation of a report (carried out by local agents) on the problem
of young people without studies, long-term unemployed people and young people who
are unemployed but with studies.
Each partner will deliver a Local Action Plan where problems detected throughout the
project and "good practices" implemented in their town will be shown.
For the programme spreading, a spreading workshop at local level and a final workshop
for the exchange of ideas among the partners will be organized.
36
Women, Enterprise, Employment in Local Development (WEED)
The WEED project is a thematic network of the nine local authorities engaged, aimed
at capitalising knowledge and practice regarding women's participation on the labour
market and business development.
It is based on the premise that local governments can play an important role in the
positive transformation of its assets based on the social knowledge and linked to the
women's participation in the local economic life.
The project general objective will be to help the partner cities improve the practice
regarding women, employment, business spirit and the new economy and development
of many interested parts, Local Action Plans, which are linked to the good practices
proposed for projects for being financed by FEDER, FSE or other kind in the UE, or by
domestic sources for financing.
A mapping exercise, which was carried out by the partners at the beginning of the
project, identified three common interest areas and priorities for work:
• Improving women's work: Reconciling family and professional life, support
to social companies as a working source and improving women's position in
private sectors and NGO's
37
• Promoting/ supporting business activities: analysis of both sex business
people on guidelines for business women, motivation increase and reduction
of the aversion to risk among local women and efficient municipal supporting
programmes for business women.
• Promoting/supporting women in the use of new technologies and the position
regarding science and knowledge: education to employment in applied science
and technology or business activity in the knowledge economy, increasing
trained women's participation in the business activity and SME's and rising
the absorption of technology by women in rural areas.
Next, we mention the LAPS AND RAPS project, which is carried out by such association
and has the following defined policy priorities;
LAPS AND RAPS (Local Action Plans / Regional Action Plans)
LAPS AND RAPS project deals with the priority matters for six national action plans
through the development of a common methodology for the development of local and
regional action plans for social inclusion. The need of a tool is reflected in a number
of key contextual factors which are explained below.
38
The project deals with the matters regarding identified priority policies for six national
action programmes, which are:
1. Investment promotion and adaptation of active policies as measures to meet the
needs for those people who have more difficulties in accessing to employment.
2. Assuring that social protection systems are the correct and accessible ones for
offering work efficient incentives for those people who can work.
3. Increasing access, of the most vulnerable ones and those who are in risk of social
exclusion to decent housing, quality health care and permanent learning opportunities.
4. Implementing a concerted effort in order to avoid early school leaving and promoting
the transition from school to work.
5. Development of an approach for the elimination of poverty and social exclusion
among children.
This proposal general objective is to develop a framework and methodology for the
creation of Local Action Plans (LAPS) and Regional Action Plans (RAPS) for social
inclusion allowing for the most efficient integration of approaches based on urban or
regional crowded areas and strategies at national level.
39
3.2 Practice observed at "Guichet
d'Economie Locale" of Centre Dansaert.
Guichet dÉconomie Locale is a service offered by the Brussels Town Hall focused on
users who try to be autonomous workers or want to set up their own company. Its job
is advising and informing users about every step to be followed and the most relevant
aspects that should be considered.
Provide an approach to local economy based on 4 aspects:
1. More information about the different status (legal entity or natural person):
• Involvement for administration.
• Involvement for the staff.
2. Developing the project:
• Business plan development
• Evaluation of the research budget
• Establishment of the profit forecast.
• Analysis of the economic feasibility.
• Paper work
3. Financing sources:
• Assistance in the search for financing(Participation Fund, Brusoc,…).
• Information about state aid in en Brussels-Capital (aids for investment, aids
for recruiting ,…).
40
• Configuration of micro-credits
4. Advice and assistance to existing companies:
• Aer the creation in the micro-credit registers
• Information about regional assistance.
• Assistance to investment for advising and consulting services.
Erasmus Programme for Young Entrepreneurs
Erasmus programme for Young Entrepreneurs is a programme for transnational
exchange, offering beginners and people who want to set up a company the opportunity
to learn from experienced businesspeople managing small companies in other countries
in the European Union.
The experience exchange is produced in the frame of stays with experienced business
people where new entrepreneurs will be able to obtain the necessary skills for running
a small or medium-size company.
The hosts take advantage of a new perspective of their business and have the chance
to cooperate with foreign partners or know new markets. Stays are partially subsidized
by the European Union.
41
If you have just set up your company or have a wide experience, the program may offer
an important added value to your company: knowledge and experience exchange or
the possibility to establish a network of contacts in Europe and new business
relationships as well as access to foreign markets.
Specific objectives for the programme are:
• Training for SME's business people in other parts in the UE in order to facilitate
proper starting and development of their business ideas.
• Exchange of experiences and information among business people on problems
and challenges for the start and development of their business.
• Improving market access and identification of potential partners for new
companies established in other companies in the EU.
• Establishing a network for sharing knowledge and experiences with other
European countries
Users.
• New entrepreneurs who are seriously thinking about starting their own
business or started in the last three years.
• Experienced business people who own or run as partners a small or medium
size company in the EU.
Active participation in the Eramus Programme for Young Entrepreneurs offer the
candidates for entrepreneurs access to several advantages that will help them run a
new business successfully:
• Self-confidence and development of their own skills: specific knowledge on
the sector or know-how and management and technical skills;
42
• Opportunity to collaborate with other business people and develop
transnational business cooperation;
• Creation of a contact network and solid relationships which will be useful
in order to exchange experience and advice and obtain recommendations, as
well as finding partners abroad;
• Information about different cultural and organization approaches and the
running of a company in another country in the EU;
• Approach to the business world in another country in the EU;
• Development of your language skills;
As a business person participating in the programme, the exchange will provide you
with the opportunity to:
• Work with a new entrepreneur, fired with enthusiasm and motivated who
can provide your business with innovating ideas, new skills and knowledge;
• Benefit from a "new vision" on you business, specialized knowledge the new
entrepreneur may have;
• Play the role of mentor or tutor;
• Learn about foreign markets, increase your business opportunities and start
transnational activities;
• Be connected with business people in other countries in the EU and take
advantage of collaborating with them;
• Creation of a contact network and solid relationships which will be useful
in order to exchange experience and advice and obtain recommendations, as
well as finding partners abroad;
43
• Development of your language skills;
• Most of the host business people have enjoyed this experience so much
that they have decided to continue to take new entrepreneurs in when finishing
the exchange.
Programme global performance:
The "Erasmus for Young Entrepeneurs Programme" is finance by the European
Commission and works in the whole European Union with assistance from the contact
local points whose work is supporting companies (i.e. commerce chambers, supporting
centres for business initiatives, company incubators, etc). Activities are coordinated
by the Supporting Office at European level.
Steps and exchange development:
1. Request.
If you have just set up your company or have a wide experience in the business world,
you can participate by sending your request through the on line register tool. Once this
step has been completed, you should get in touch with the intermediary organization
you like. This local contact point will be in charge of verifying your request and accept
it if meeting the requirements.
2. Partner search.
Once your request has been accepted, you will have access to a new entrepreneurs
and experienced business people's online database. With the objective to find a proper
colleague for the exchange, up to 5 proposals can be presented from such database.
Your local contact point will be responsible for facilitating contacts among business
people and will help you find a collaborator.
3. Commitment and preparation.
Participating parts (it is to say, new entrepreneurs, host business people and their
respective contact points) write a "Quality Commitment" consisting in a description
44
of the work/learning project and tasks, responsibilities, reports, financing conditions
and legal matters about the exchange. Likewise, local contact points organize activities
such as training curses intended for preparing new entrepreneurs for the exchange.
4. Implementation step.
You can make the exchange in one or more stays depending on your needs (see next),
and you will be asked to fill in a questionnaire with your comments and opinions. The
local contact point responsible for the exchange will control the activity quality and
evaluate the results.
Length of international cooperation.
Stays abroad can take between one and six months and has to be carried out within
twelve months. Throughout that period, the exchange can be divided into several
shorter stays (at lest for one week), where new entrepreneurs will stay abroad with
their respective host business people.
Contractual financing aspects.
Commitment among new entrepreneurs , host business people and their respective
local contact points consist of two main elements:
• Quality Commitment Signed by the four parties (the new entrepreneur, the
host business person and the two local contact points participating) stating
the exchange objectives, activity plan, responsibilities, expected results, length
of the stay and start and finish scheduled dates;
45
• A Financial Support Agreement for the new entrepreneur, signed between
him/her and his/her local contact point. For further information about economic
support, please consult the section "Financial Support" in this web site.
Local contact points: Intermediate Organizations.
Local contact points for the new entrepreneurs will distribute the financial support
according to the terms set in the agreement. Local contact points for host business
people will make sure that the exchange is carried out with no complications according
to what is stated in the "Quality Commitment".
The programme is locally managed through a network of intermediate organizations
(IO) such as chambers of commerce, business incubators or other organizations
supporting companies that are also taking part in the promotion of the business
initiative at European, national or local level.
They are in charge of contacting new entrepreneurs (NE) with host business people
(HE). They act as local contact points and their main job is making successful
relationships between NE and HE easier. The programme is promoted under such
premise, providing information, dealing with requests, organising contacts, writing the
commitments and offering support along the stay. Each relation between a NE and a
HE need the participation of two IO (one as a contact IO for the NE and the other one
as IO for the HE), as the NE and the HE should belong to different countries.
46
"Boost your talent" Programme
Boost your talent is an initiative from Brussels aimed at stimulating the business spirit
in schools and local organizations working with young people.
It is not only creating companies but also generating a business attitude which will
become a valuable asset in the personal and professional life.
The Agency of Companies of Brussels has been the project coordinator, working with
four training centre (ICHEC, el grupo Uno, Young Enterprise and UNIZO) providing
spreading activities, tools for students to complete their projects and specific actions
in schools such as simulation games.
Objectives:
• Giving concrete meaning to knowledge obtained at school, specially ones
required to be trained when joining the labour world.
• Information about business initiative in any area.
• Considering business spirit as a personal and professional source of success.
47
• Developing the business spirit and outstanding positive values of the company
for the personal development.
• Educating young people and their families for being self-employed as a
professional option.
• Providing technical and business knowledge for starting a business activity.
Business spirit should not be considered as a way to set up companies, it is an attitude
which may become a valuable asset in citizens' personal and professional lives.
3.3 Experience of good practices in
MicroMarkt MicroMarché.
MicroMarché is a market where creative ideas can be developed in direct contact with
the public in Brussels. It is also a space for meeting young creators where to show
Brussels creative side and a springboard for MicroMarchands looking for professional
opportunities, being offered a fixed place and a wide network for professional support.
MicroMarchands are spaces where artists can try their products without administrative
48
or financial obstacles. People interested reach there due to their own initiative or
referred by associations or entities. In the first step their products are put into the
market and if successful results they can rent a permanent place. It is worth mentioning
that the annual objective is from 10 to 15 micro-shops.
The idea is to create a platform for young micro-entrepreneurs who are eager to improve
but they have limited means. Currently, work with young designers is been made,
promoting their work and analysing if an it is an idea to continue developing.
MicroMarché wants to be an exhibition of Brussels creative side and a spring boat for
MicroMarchands looking for professional opportunities. Physical fixed spaces and a
wide network for professional support which are key aspects for the economic
development of such projects are offered.
One of this initiative main service is providing artist with a space in the market of
micro-companies where to launch their products at the beginning of the company
creation process , when administrative or financial obstacles can be met.
The objective is maintaining from 10 to 15 micro-shops permanently and test around
100 MicroMarchands a year in order to check their market possibilities.
With support from external experts, a project for going with MicroMarchands in their
business evolution is being started.
Product Urban initiative is the founder of the organization and responsible for the
management of the market places, marketing, Micromarchands training, creation and
maintenance of a support network and environment quality in the market. Overmolen
and City Minethey initiatives followed by Trividend, they three as non-profit organizations,
were involved in this project later. Increase in the dealers' demand and the public's
growing interest led to increase the market frequency and widen the scale.
49
Product Urban presents a model for autonomous social economy in collaboration with
public bodies. It is a member of the Chamber of Representatives and Employment and
it receives economic support for the Flemish Community projects.
Another initiative within this project is "ViaVia Joker travellerscafé". A cafeteria-restaurant
intended for being a meeting point and tasting of world cuisine dishes at affordable
prices. At present, there are 15 ViaVia Joker worldwide, 2 of them are located in Belgium.
These cafeterias are convergence points among travellers, local economy and creativity.
Travel agencies use Joker ViaVia café like platforms for the preparation of meetings
and trip evaluation.
Citizenne Vormingscentrum sets up its offices at MicroMarché on September 1, 2010,
becoming a full member.
Citizenne makes important efforts for strengthening the social fabric of Brussels,
offering educational, cultural and socialising activities as a part of the permanent
learning.
In the practice, Citizenne achieves the following objectives.
• Working the relationships among the different communities living or working
in Brussels.
• Creation of conditions and opportunities for sharing responsibilities and
commitment with Brussels citizens.
• Promoting participation in the civil society.
• Gather communities which have shared a part of the History.
50
3.4 Policy on good practices carried
out by the town Saint-Josse, in the
Northeast of Brussels.
Saint-Josse-ten-Noode (usually shorten as Saint-Josse) or Sint-Joost-ten-Node (in
Dutch,) is one of the nineteen municipalities in the region of Brussels-Capital.
On January 1, 2007, the town had 23,785 inhabitants. The total area is
1.14 km², which results in a population density of 20,664 inhabitants per km². With
only 1.14 km², Saint-Josse-ten-Noode is the smallest municipality in Belgium.
Meeting held with STIC, "Service de travaux díntérêt collectif"
STIC started as part of the implementation of the professional transition programme,
a programme intended for helping professional rehabilitation of people with
unemployment benefits or receiving assistance for providing the community with
services.
Such service for socio-economic revitalization has two main objectives:
51
• Providing a professional experience regarding the specific supervision and
improving the workers' potential in their efforts to join the labour market by
means of a regular work contract.
• Meeting the local community needs which are not duly cared by the regular
work circuit.
At present, this initiative has two main aspects: "Public and green spaces" working in
the creation and maintenance of green spaces and public areas paved. The other aspect
STIC is working on is "Building renovation" including activities such as: building works,
tiling, plaster, electricity, plumbing and general finish.
Organization:
Service works as a small company in relation with its customers. Customers are
associations placed in the municipality of Saint-Josse-ten-Noode. STIC mainly works
on projects for non-profit organizations working for the community, therefore, prices
and resources have been adapted to its way of working. STIC develops this work from
conceptualization to completion.
52
Objectives:
Regarding services to the community:
• Creation and improvement of green areas for the community's benefit.
• Meeting the society's collective needs ,which are not met by the regular
work circuit.
• Increasing the number of low-cost houses managed by the community.
• Maintaining the "social house" existing in perfect conditions in collaboration
with the managers for such service.
Regarding socio-professional development and training:
• Supporting socio-professional integration of the local population.
• Providing young people looking for work with a first experience.
• Help long-term unemployed persons.
• Offering theoretical and practical training through teaching methods adapted
for the target public.
• Providing training labour experience.
• Working on long-term integration from specific and personalized social
support .
Regarding revitalization of quarters:
• Revitalizing the quarter through façade refurbishing.
53
• Renew quarters through the implementation of paved areas for pedestrians
and cycle lanes.
• Revitalizing social relationships through the creation of proper urban furniture
for social, cultural or leisure actions.
Users:
• Local public.
• Young people who are seeking employment.
• Unemployed persons or social benefit holders.
• Young people with a low level of education and training.
• Socially vulnerable persons.
• People from other countries with integration difficulties.
Conditions for access:
• People over 18 years old.
• Not having the secondary school certificate.
54
Partners:
It is an initiative from Local Development of Employment (ILDE) of the region of
Brussels Capital.
ICTS partners:
Commune de Saint-Josse-ten-Noode
Administration Communable de Saint-Josse
CPAS de St. Josse-ten-Noode
Contrat de quartier
Partenariat Commune/Région
Région de Bruxelles Capitale
Administration Régionale
ACTIRIS
COCOF
Union Européenne
FEDER
FSE
55
Addresses of interest:
LUDEN (aka QeC-ERAN)
http://www.ludenet.org
"Guichet d'Economie Locale" of Centre Dansaert
http://www.dansaert.be/
Erasmus for Young Entrepreneurs Programme
http://www.erasmus-entrepreneurs.eu
"Boost your talent" Programme
http://www.boostyourtalent.be
MicroMarkt MicroMarché
http://www.micromarche.be/
Saint-Josse-ten-Noode
http://www.stjosse.irisnet.be/
STIC, "Service de travaux díntérêt collectif"
http://www.emplois1210.be/spip.php?rubrique11
4
SELECTION OF
EMPLOYMENT
INTERNATIONAL GOOD
PRACTICES
4.1. Amadora Empreende
It is a programme from the Municipal Chamber of
Amadora (Portugal) intended for people between 16
and 65 years old. It works on training and stimulation
of the business spirit. This programme users are
previously online selected in order to be trained for a
year. Once the company starts, the Chamber of Amadora
follows them up for providing advice whenever
necessary.
Observed good practices are as follows:
58
SELECTION OF EMPLOYMENT INTERNATIONAL GOOD PRACTICES
• Assigning coaching for people completing all the
project steps and present their business ideas in a public
event.
• Promoting transition from school to work among young
people through business stimulus in order to prevent
from early school leaves.
• Supporting entrepreneurs in looking for capital and
investors.
• Offering a commercial space, owned by the
municipality, and of temporal nature, according to the
idea feasibility.
4.2. 2. Erasmus for young
entrepreneurs.
It is a transnational exchange programme offering
entrepreneurs in Brussels the opportunity to learn from
experienced business people from other countries in
the European Union. It is aimed at young business people
and long-experienced business people.
Good practices observed are as follows:
• Allowing to set a network of contacts in Europe and
new relationships due to the exchange of knowledge
and experiences.
59
• Promoting the transfer of knowledge between
entrepreneurs and business people in the area.
• Increasing the possibility to look for new collaborating
partners abroad.
4.3. 3. Cabinet of
Professional Insertion.
GIP was set up in Amadora (Portugal) in order to improve
young and adult people labour insertion. Its performance
is based on the following up of unemployed people,
helping them find a job according to their profile.
• Spreading community programmes in order to promote
mobility at work and professional training in Europe.
• Promoting participation in temporary activities or
volunteer activities in order to make insertion in the
labour market easier.
• Promoting personalized training for each user aimed
at improving skills of employment applicants.
60
4. Intercultural School of Jobs
(Escuela Intercultural de
Profesiones)
It is a municipal company working on the economic
development of the region of Amadora (Portugal). It is
in charge of starting national and international projects
for training unemployed people. Another aspect of their
work is the provision of services. Currently, it collaborates
with more than 250 companies taking advantage of
such services and the school facilities.
• Collaborating with other schools in order to promote
users' training.
• Supporting feasible projects for a 6 month period.
• It is possible to ask for the whole unemployment
benefits in a single payment.
• Offering specific training such as gardening or
bricklaying .
• Promoting self-employment through the obtaining of
mechanisms for private and public financing.
61
4.5. Micromarkt
Micromarché
MicroMarché is a market where creative ideas can be
developed in direct contact with the public in Brussels.
It is also a space for meeting young creators where to
show Brussels creative side and a springboard for
MicroMarchands looking for professional opportunities,
being offered a fixed place and a wide network for
professional support.
• Providing artist with a place in the context of
micro-companies where to put their products into
practice at the beginning of their activity.
• Assuring a physical fixed space and a wide network
for professional support, key aspects for the economic
development of such projects.
It supports new companies with professional and
business people acting as tutors.
62
5
SHORT GUIDE FOR SELF-EMPLOYMENT.
STEPS FOR CREATING YOUR BUSINESS
PLAN.
1. SEARCHING THE IDEA.
The Seed.
For collecting the best fruits of a harvest, it is important to have a good seed from the
beginning.
The same happens when starting a company. To set up a company, the main thing is
to start having a solid, unique and feasible idea. It also needs to be resistant to external
inclemency, versatile enough to able able to adapt to changes. What we want to do
64
SEARCHING THE IDEA
and where to go are the main things.
Courage to
continue is what
counts when
facing
adversities
Sometimes we know that we want to start our business
but we do not find the way. Other times, ideas come to
us but they are immediately eliminated. Before giving
up, try to write them down, quantify and analyse its
business feasibility. If you have a business idea, you
have made the first step to start it but if you have not
found it, you can look for it.
1.1. Where to find ideas.
a) One way to find ideas is just looking around. Pay
attention to demographic , social and economic changes,
what people do and their new needs.
More and more, people commit themselves to training.
Labour market demands and competitiveness in a global
world make many people to continue having training
mainly in languages.
Experience and
training are the
best
trip-mates
when
undertaking
That is the reason why, language schools are becoming
an increasing business also including linguistic stays
abroad.
Many people have rediscovered the value of handmade
products. Crisis has been an important point for people
to do more and more things manually but there has
also been a change in the mentality.
Some time ago, nobody thought that these objects could
be sold from home and now they can. Sewing is in
fashion, you can sew your own clothes or reuse old
clothes. In some cities, there are spaces where
sewing-machines can be rented.
65
SEARCHING THE IDEA
b) You can develop your basic business idea taking your
experience, training, hobby or other things you may be
interested in.
Experience is an added value and much more when
undertaking.
Start a company in a sector you know, where we have
been employed and we know its strength and weakness,
it will help us define our way much better, with an
advantageous position. There are many cases of
entrepreneurs who turned their hobbies into their
businesses. The most important thing is knowing if we
are able to transform a hobby into an obligation and
study its possible profitability. A business idea could be
giving lessons of yoga, starting a tea-shop, starting a
handicra workshop, starting a gym. In all these cases,
a business plan is to be carried out.
If nobody had
tried silly
things,
intelligent
solutions would
have never be
found.
c) Pay attention on faults in other products or services
to improve them, find different uses for daily things,
create new means for solving problems or social needs,
cover the market absences.
Sticking plasters have been an important invention.
They appeared in 1917 thanks to an American, Earle
Dickson, who realised that traditional bandaging was
unpleasant when working. As time passes, the product
has been improved, as having a sticking plaster on your
face can be unsightly. That is the reason why a group
of inventors has created the "chameleon sticking
plaster", when sticking this plaster on you body it
becomes almost invisible having the colour of your skin.
Renting a flat is not an easy job and more difficult if it
is going to be for a short time. Many teachers and
students face such problem at the beginning of the
course when being transferred far from home. A possible
66
SEARCHING THE IDEA
Your great
chance can
come up just
where you are
now.
idea could be setting up an agency meeting the requests
of this collective.
a) Take advantage of technology, legal changes, new
commercialization formulas, innovation. Try to answer
the question: Why isn't there a …?
A supermarket chain has developed a device for going
shopping from the underground in Korea. Aer checking
that people have no time for going shopping aer work,
they decided to set up virtual shops in many
underground stops in the country, exhibiting their
products on shelves with real size photographs. The
customer chooses the products by scanning its code by
means of a mobile telephone. Aer that, those products
are delivered to their houses.
Frontiers do not exist since the Internet started. SMEs
and large companies know it, that is the reason why
they are using the electronic commerce, e-commerce,
to reach new customers and other countries. Some
traditional shops also have online sales through webs
and payment platforms allowing the consumer to have
products at cheaper prices and with no travel expenses.
When developing a business idea, the first thing to
wonder is if there are customers who are ready to buy
your product or service at a profitable price.
67
SEARCHING THE IDEA
1.2. Franchises
Franchise is a formula which is on increase. Many
entrepreneurs use this way to start their own business,
but it is important to know its advantages and
considerations before taking such initiative.
The
franchisor's
maxim is
passing on the
Know-How.
The first thing is knowing that a franchise is a contract
where the franchise transfers the franchisee (future
business person) technical and commercial knowledge
and technical support to be applied on the business. In
return, the franchisee uses the commercial signs and
brands from the franchise which will monitor the
business and will receive an economic compensation.
To sum up, the future business person is introduced in
a distribution network in a specific way through a
franchise contract assuring several basic points:
exclusivity, homogeneity and advice for the business
development.
There are three ways for franchises:
• Industrial: it refers to the manufacture of products
such as the make of industrial dough for bakeries.
• Distribution: sales of products such as McDonald's
hamburgers.
• Services: specific services rendered. Multauto for
instance.
Let's mention obligations involved in such business.
68
SEARCHING THE IDEA
• For the franchise:
The franchisee
is to comply
with steps
defined by
franchisor.
1. Train the future business person, informing about the
Know-How.
2. Provide the franchisee with the license and the use
of signs or marks.
3. Provide the products and technical support for their
commercialization services.
4. Supervise and control the correct implementation of
the commercial techniques.
• For the franchisee:
1. Use the brand correctly.
2. Develop the business in a geographic area specified
by the franchise.
3. Provide the business with equipment according to
what the franchise sates.
4. Meet the commercialization system.
5. Purchase the quantity of raw material stated by the
franchise.
6. Do not spread confidential information about the
business.
7. Respect defined prices.
8. Accept inspections and make all the reports requested
by the franchisor.
9. Comply with agreed payments. It is usually an initial
payment and periodical payments of a percentage of
the franchise. It could also be a fixed payment.
Like every business adventure, research and information
are necessary before making a decision. In the case of
franchises, we advise you to know all the possibilities
offered by this system, evaluate the brand strength and
ask for rights and obligations for both parties in writing.
69
SEARCHING THE IDEA
Summary
The first thing to do when starting a business is a firm, unique and
feasible idea
• Before refusing a business idea, try to specify it in writing, quantify it
and analyse its business feasibility.
• There are several inspiration sources for finding a business idea. Just
look around, improve existing products, use your experience, analyse
social trends, take advantage of new technologies…
• Franchising is a way to undertake but it is important to know its
advantages and considerations before making a decision.
70
THE MARKET
2. THE MARKET.
Land to be cultivated.
The next step is analysing the market where to act, it
is to say, know the land where the seed is going to grow.
The market will depend on the type of idea, therefore
it is very important to identify it in order to make the
Business Plan. This is called Market Research which will
allow you define the environment, customers and
competitors.
If we want to start a multi-service company, we have
to know that the service sector is the main one in our
country regarding the Gross Domestic Product.
The market is
the area in
which you will
sell your
product. So
identify your
customers well
and
competition.
About the business in particular, we will have to analyse
the area for location to check if there are other
companies offering the same product. We should also
know our customers. In this case, they will be citizens
and insurance companies which contract other private
customers.
72
THE MARKET
To obtain data from your customers and competitors,
you can consult other sources of information:
• About customers: polls, surveys, market researches
carried out by other companies, database on
consumption in organizations and institutions, etc.
• About competitors: phone lists, database on sectorial
associations, trade fairs, etc.
2.1. Environment
Your business evolution will not only depend on your
work, it will also be affected by the environment. So
that, many factors need to be analysed, specific factors
for your own company and the ones affecting all the
companies in general.
If you know the
environment
can adapt to
the needs,
anticipate
change and
anticipate.
If our idea is starting a clothes shop for a select clientele
wearing fashion clothes, one of the specific factors will
be the external appearance of the shop, facilities design,
logotypes, the brand image…
On the other hand, the general factor influencing our
company will be the country economy. Now, with this
economic change, priority is given to prices rather than
quality, and many entrepreneurs think about having
customers with lower purchasing power.
Your main objective as an entrepreneur will be to cover
this space, meet a necessity, provide the consumer with
73
THE MARKET
a solution and all these is to be translated into
profitability. Then, start by defining the economic,
political, social and legal stage where your company will
operate.
2.2. Customers
suppliers
and
The focus of a company are its customers, they are the
ones who will mark your business evolution. Your work
is aimed at meeting their requirements and knowing if
your product or service can cover them.
The first question you should answer is: Are there
companies, people, entities who are ready to buy my
product or service?.
The answer will be the success of a business. Then,
having information about customers will be your main
target: who they are, where they are, which needs they
have, how to reach it.
It is about having as much information as possible about:
• If your customers are natural persons: age, sex,
education, incomes.
• If they are other companies: number of companies
and economic.
Listen to your
customers and
you will have
information
about how to
design your
products or
services.
A satisfied
customer is
the best
publicity for
your company.
• Reasons for buying.
74
THE MARKET
Having good
suppliers will
provide you
with
tranquillity and
guarantee.
• Cultural aspects influencing on the purchase.
oHabits when buying, etc.
Customers and suppliers are important for a company.
Nurture the relationship with those companies and
professionals that provide you with material and services
needed for the activity development. Your company's
work will depend on them so you will have to choose
the ones that better suit your company according to
their performance features, payment policies and
delivery terms.
2.3. Competitors
In front of your
competitors,
you can be a
leader or just
fighting for
surviving.
You may think that you are the only one in selling a
product or service. However, generally speaking it is not
like this. Few businesspeople have the exclusivity in a
sector.
The most common thing is that there are other
companies similar to yours, it is to say, competitors.
Know who they are, where they are located,
products/services they offer, size of the company,
experience in the market, strong and weak points and
their strategies.
You will have a wider vision on your business
performance by knowing your competitors, even helping
you generate ideas about new projects.
Take into account that competitors will affect on the
quantity of products or services you will sell, but do not
75
THE MARKET
worry the most important thing is being competitive
and different from the others.
A technique for facing competitors is creating temporary
and aggressive offers. It is about reducing prices
temporally in order to catch the customers' attention.
You can create a promotion and publicize it. You will
also be different from the other by offering an original
service with an added value.
Somebody
said: I'm more
afraid of my
incompetence
rather than
competitors.
76
THE MARKET
Summary
• Your business evolution will not only depend on your work, it will also be
affected by the environment.
• Customers are the focus in any company. Know their needs and create a
product/service to meet such needs.
• Nurture the relationship with those companies and professionals that
provide you with material and services needed for the activity
development.
• Be different from your competitors by offering something different and
better.
77
THE PRODUCT OR SERVICE
3. THE PRODUCT OR SERVICE
Fruit to be obtained
Aer evaluating the business idea , studying the market
and potential customers , suppliers and competitors ,it
is time for designing your product or service.
Your product or service should be aimed at solving
problems and meeting needs. It should ideally be sold
by its own. However, when commercializing it we should
consider several factors: appearance, brand, package,
aer sales service, etc.
Before
producing a
product, be
sure that it
solves a
problem.
3.1. Production
It is time to decide how your product will be produced
or the way your service will be rendered to customers.
You should know the type of facilities needed, industrial
or commercial, and also machinery.
80
Aer that, the quantity of raw material or products
needed to start the company as well as stock in order
to guarantee the activity without high costs. You should
also define the requirements and methods to be applied
for assuring the quality of the products or services.
3.2. Prices
For pricing,
first think
much would
you pay if you
were the
customer.
TCompanies are free to set their prices, except for
franchisees. Production costs, profit margin you want
to achieve, competitors' prices and how much the
customer is ready to pay should be quantified in order
to set prices for products or services.
There are several strategies for price setting. One of
them is "price of prestige" through which we have the
idea that a product similar to another one, but more
expensive, is a higher quality product/service.
Another formula used in supermarkets is "reference
prices". It consist of making a mental scheme for the
consumer in order to take the price of leading brands
as a reference but with the idea for the consumer to
buy private label products which are similar and cheaper.
3.3. Distribution and
promotion
Now the next step consists of launching your product
into the market for the consumer to buy it. Choose the
distribution channel for your products to reach
customers
81
taking into account the type of product you are selling.
There are channels where there are many intermediaries
and other channels where the company sells directly to
customers.
For instance, a direct distribution channel is used in a
bakery because the baker, who is in charge of making
the bread, is the same person as the one selling the
product. There is also the "agent/intermediary channel"
used by manufacturers who turn to intermediary agents
who use wholesalers selling to large chains of shops or
small shops.
Your product or service may be the best but if it is not
known, not many people will buy it. Promotion makes
the qualities of your product or service to be spread
among potential customers. You can use several means
to achieve such objective such as a publicity campaign
on newspapers, radio, television: sponsoring events,
going to trade fairs of the sector, making special
promotions, etc.
Following the previous example of the bakery, let's
suppose that we want to sell a new product: customized
cakes for birthdays. We will start a publicity campaign
to attract new customers, by means of radio spots,
publicity on newspapers or the Internet.
The use of
appropriate
distribution
channels
improves sales
efficiency.
With
promotions,
you will catch
the customers'
attention to
buy your
products.
82
Summary
• Your product or service should be able to solve problems and meet
the customers' needs.
• Production costs, profit margin you want to achieve, competitors'
prices and how much the customer is ready to pay should be
quantified in order to set prices for products or services.
• Choose the proper distribution channel depending on your product's
characteristics.
• Promotion will help you spread your product or service qualities for
potential customers to buy it.
83
4. THE BUSINESS PLAN
The fertilizer for the seed
In the same way that a seed needs fertilizers to grow,
ideas needs to be planned for development. The
Business Plan consists of the documents about the
activities needed for an idea to turn into a company. It
allows for economic feasibility analysis but it is also
going to be the presentation card for investors or future
partners
.
You need to spend quite a long time to make it but do
not get uptight, as we have made most of the business
plan in the previous sections: market research study,
customers, suppliers, competitors, production processes,
prices, distribution and product promotion.
The plan is a
written
explanation of
the business
model you
want to
develop.
You still have to specify the organization, staff, financing
sources and legal aspects, which will be dealt with in
the following chapters.
86
THE BUSINESS PLAN
4.1. Marketing Plan
If we have a brilliant idea but we do not know how to
sell it, it will be useless. You should describe actions you
are going to develop for coordination in the Marketing
Plan: product, price, promotion and distribution. This
planning is relevant in order to know where we start
from and where we want to go.
Let's suppose that we want to set up a 24-hour nursery
school. Aer carrying out our market research study,
we know that our customers will be children between
1 and 3 years old and their parents. Our service will be
based on offering psychomotor care, education and
value workshops, similar to our competitors but with
the difference that we are going to offer day and night
care.
A good
marketing plan
will mark the
right direction
to reach your
customers.
Next, we should define the objective to be achieved. In
this case, we want to be positioned as the best nursery
school offering quality services and the first one in
offering night care.
Now it is time to define the Marketing Plan to make our
24-hour nursery school known. We have to decide how
we are going to manage our customers, parents who
do not have flexible working hours. Then, we have to
decide if offering a customized service.
We will also decide about distribution: it will be home
care. Promotion is the next step. We can catch potential
customers' attention through the offer of cost-free care.
87
THE BUSINESS PLAN
We will advertise this service in specialized magazines,
radio and television slots. We will also design our own
web page.
4.2. Use of social
networks
Your business needs to have an online life, it is to say,
being present on the Internet. It is the same for a bakery,
hairdresser's or car repair shop. Currently, many
consumers search information on the Internet before
buying something.
Start with your own web to explain the advantages for
buying your product or service and the factors which
make you different. You can also commercialize your
products with an online shop providing safe payment
systems such as PayPal.
You can also start a blog to inform about your product
or service and providing interesting contents about
them.
You do not
exist if you are
not in The
Internet.
Define your
online strategy
to reach the
2.0 customer.
One of the nearest ways to reach your customers is
through social networks. The most common ones are
Facebook and Twitter.
You can create a fan page in Facebook for providing your
brand with value, design a useful application for your
customers, surveys and quizzes, offer benefits to your
followers, interact with your customers and collect
88
THE BUSINESS PLAN
suggestions, inform them about promotions, test new
products, etc.
To take the maximum advantage of this communication
channels, do not forget to set objectives, update
contents, listen and answer comments.
89
THE BUSINESS PLAN
Summary
• You can use the Business Plan as a sales tool for negotiating
important contracts, future partners, investors and banks.
• Take your time to study the market, competitors, and the context
where the Marketing Plan is going to be implemented, it is to say, the
company.
• At present, many consumers search information on products or
services on the Internet before buying something.
• Social Networks are the only mass bi-directional communication
channels where you can have an answer from your customers and
deal with them immediately.
90
5. HUMAN RESOURCES
People
We should not forget that companies are made by
people. So that, having a good team of professionals
working together in order to achieve the same objectives
is required.
We only need to pay attention to our experience as users
or customers of some commercial firms to be aware of
the importance of people in companies.
Facing difficult
situations is
easier with
trained and
involved
people.
Workers are the visible face of the brand and their lack
of motivation is detrimental to the business itself, for
the quality of the product or service offered by the
company.
92
HUMAN RESOURCES
It is people
who give a
differential
value to the
organization.
5.1. Organization
Organization is the key point for a company's correct
performance. Then, when recruiting personnel, take
these aspects into consideration:
• Number of jobs the company needs.
• Tasks and responsibilities for each job.
• Training and experience needed for that job.
• Type of contract and salary costs.
Having employees in your company means an economic
cost but also some obligations for which we suggest
you to act like a non-authoritarian leader and value the
people involvement. It has been seen that a happy
worker is more productive and this is achieved by
promoting motivation, collaboration, communication,
devolution of responsibility and team work.
5.2. Staff selection
For recruiting the best professionals start by selecting
the applicants. If you have not received a job application
you can use external sources such as job centres, job
agencies or portals, publicity means, universities…
We suggest you not to use your intuition. Do interviews,
assess the applicants' training and experience, etc.
When making the final decision, you should consider
the information obtained throughout the selection
process and the job requirements.
93
HUMAN RESOURCES
Summary
• Have a good professional team working together in order to achieve
the same objectives.
• A worker is more productive if promoting motivation, collaboration,
communication, devolution of responsibility and team work.
• Interview applicants, assess the applicants' training and experience
before recruiting him/her.
94
6. FINANCING
Water to grow
"The moment of truth" has arrived. The moment when
we talk about economic resources needed to set up a
company from that business idea.
Up to now, we have covered a long way but to continue,
we have to know if we count with our own resources,
external financing or both of them. Usually, at this step
many people do not feel like undertaking and give up
leaving the seed (IDEA) buried due to lack of water to
grow.
Generally speaking, an entrepreneur starts at the
beginning with nothing but this does not mean that
he/she can not develop his/her own business.
For great
enthusiasm,
passion and
desire to have,
money is
essential.
Make sure you
have a capital.
Firstly, we need to know how much money is required
to start the company according to the goods and services
needed. We will take data from analysis carried out in
96
FINANCING
the previous sections.
For financing your company you may use your own
resources or external financing.
6.1. Equity capital
Many
entrepreneurs
look first at the
resources they
have and then
develop its
business
model.
The success of
implementing
an idea is
based on the
appropriate
use of funding
sources.
97
We suggest you to list your own resources. Write down
if you have money in the bank, possibility to get a loan
from your family or friends, if you own premises where
to start your business, etc.
In short, add all you have and what you could obtain
from your close circle. This will be your initial financial
position which means the capital you have to start your
company.
6.2. External financing
You can also ask for grants for autonomous and
entrepreneurs. Inb such cases, you are to comply with
the requirements stated by the call.
Do not subordinate your business idea to third-party
resources as it takes quite a long time to have them.
Another way to obtain resources is by asking for a bank
loan. Calculate the financing costs, interests to be paid
for the money you receive and read the small print in
the loan contract. In order to convince the bank agents
FINANCING
you will have to present a well-made business project.
The bank will study the content of the project,
guarantees from the entrepreneur to give the money
back and if the entrepreneur provides his/her own
economic resources.
Make an Economic-Financial Plan to help you study the
funds needed, different financing sources, own or
third-party resources you have and the company
profitability.
Spend as much
time as needed
to prepare your
Economic-Fina
ncial Plan.
Next, you will find some tables you can fill in in order to
express your Business Plan with numbers.
98
FINANCING
Planned profit and loss account.
It is to be planned from an initial hypothesis based on the previous sections, it is to
say, on the market research study and marketing plan. It will be useful for you to know
the nature of your business incomes and expenses, according to the forecast. When
comparing with real data, you can detect where you have been wrong and therefore,
take the required measures.
PLANNED PROFIT AND LOSS ACCOUNT
Year 1 Year 2 Year 3 Year 4 Year 5
INCOMES
Sales
TOTAL INCOMES
EXPENSES
Product purchase
Supplies (tel., etc.)
Transport and allowance
Rent and insurance
Maintenance
Provision for amortization
Taxes (Trade Income Tax)
Staff costs
Other costs
Financial costs
TOTAL COSTS
Incomes-Costs= Losses or Benefits
Cash flow forecast.
It will provide you with information about the company's liquidity and short-term
financing needs. In order to do that, you have to write down collections and payments
scheduled for a period. With such information, you know how much money you need
and when you will need it.
99
FINANCING
CASH FLOW FORECAST
Collections from sales
Output tax (VAT)
Capital provision
Loans or credits
TOTAL COLLECTIONS
Payment for suppliers
Salaries
Social Security
Rent and supplies
Publicity
Maintenance
Transport costs
Credit interests
Input tax (VAT)
Incidental expenses
taxes
TOTAL PAYMENTS
Difference Collections-Payments
+/- Previous balance
Additional necessity
Surplus of funds
Balance sheet.
It is a document about the economic and financial situation of the company at a specific
moment, what you own and what you owe. It is formed by Assets referring to goods
and rights we have and the destination for funds. It is called fixed assets if such
resources are in the company for several fiscal years and operating assets if less than
one fiscal year.
Balances are also formed by Liabilities or financing sources for goods and rights, as
well as the origin of funds.
100
FINANCING
BALANCE SHEET
ASSETS
FIXED ASSETS
Intangible assets
Administrative concessions
Intellectual property
Good will
Transfer rights
Computer applications
Leasing
Property, plant and equipment
Land
Buildings
Machinery
Furniture
Office supplies
Computer equipments
Transport elements
Financial fixed assets
Deposit
OPERATING ASSETS
Formation costs
Stock
Customers
Banks
TOTAL ASSETS
LIABILITIES
Own resources
Capital
partners
Third-party resources
Long-term debts
Short-term debts
FLOATING LIABILITY
Suppliers
Loan C/P
Other debts C/P
TOTAL LIABILITIES
101
FINANCING
Summary
• Before undertaking, add everything you have and how much money
you could get from your near circle in order to know your resources
available.
• If you ask for a bank loan, calculate the financing cost correctly,
interest to be paid and read the small print in the contract.
• Make an Economic-Financial Plan, as it will help you study the
needed funds, different financing sources, own and third-party
resources as well as the company's profitability.
102
7. LEGAL ASPECTS
Permission for cultivation
7.1. Legal form
Before choosing the legal form for your company, you
have to assess several matters; capital, responsibility
and number of promoters. Each type of legal form
involves legal consequences. Then it is interesting for
you to know about the requirements, disadvantages
and advantages stated by Law.
104
LEGAL ASPECTS
LEGAL FORM
CONCEPT
CHARACTERISTICS ADVANTAGES
DISADVANTAGES
Natural person
1 partner
Personally
Simple and easy
SOLE
There is no
assumes rights
to manage
PROPRIETOR-S who exercises a minimum
capital
business activity
and liabilities
legal form
HIP
Unlimited
under his/her
own name.
Fiscally
interesting up to
a certain
Taxation: Single
turnover
Tax on
Individuals
pecuniary
liability
Micro
NEW COMPANY Contract by If 1 partner, such
partner will not companies and
which 1 or 5
LIMITED
autonomous
be the sole
PARTNERSHIP natural persons
agree to create shareholder of
another New
a society
Company
through the use
Limited
of electronic
Partnership
signature and
without going to No more than 5
shareholders
any
Minimum
administration
capital: 3,012
office.
Euros. Maximum:
120,202 Euros
Simplified
accounting
Contract by
CIVIL LAW
PARTNERSHIP which 2 or more
persons agree to
put under an
obligation in
putting jointly
money, goods or
industry in order
to distribute
between the
earnings
2 or more
shareholders.
There is no
minimum
capital.
Pecuniary
liability: the
society with all
its goods.
Shareholders
jointly and
subsidiary
before third
parties.
Taxation: SINGLE
TAX ON
INDIVIDUALS
105
PROCESSES
FOR CREATION
No specific
processes are
required
derived from
the activity.
Members in the
Administrative
Body should be
workers can opt partners. If a
multiple-memb
for it.
er body, the
form or regime
The company
of a Board of
formation is
simplified in one Directors will
only document. not be taken.
Formalized
through a sole
electronic
document and
with only one
appearance
before a notary.
Tax payments
can be
postponed the
first 2 years.
Simple and easy Shareholders Private or public
Article of
take a high risk.
to manage
Association.
legal form.
Fiscally not
recommended EU VAT number
Fiscally
Clearing of
interesting up to over a certain
Property
turnover.
a certain
Transfer.
turnover
Tax and Stamp
Duty
LEGAL ASPECTS
LEGAL FORM
CONCEPT
COMMUNITY OF Entity formed by
several persons
PROPERTY
holding the
ownership and
proprietorship of
a thing or right
jointly.
PUBLIC LIMITED
COMPANY
Sociedad
Mercantil
capitalista.
Capital social
dividido en
acciones.
2 or more
shareholders.
Simple and easy
to manage
legal form.
There is no
Fiscally
minimum
interesting up to
capital.
a certain
Pecuniary
turnover
liability: joint
and unlimited
Taxation: SINGLE
TAX ON
INDIVIDUALS.
1 or more
shareholders.
Minimum
capital:
60,101.21.
25% paid-up.
Pecuniary
liability:
provision
limited.
DISADVANTAGES
PROCESSES
FOR CREATION
Shareholders
assume
personally and
entirely the
result from
third-party
processes.
Private or public
Article of
Association.
Fiscally not
recommended
over a certain
turnover.
EU VAT.
Clearing of
Property
Transfer Tax and
Stamp Duty.
Public or private
contract.
Negative
Minimum
Internal
performance of capital required. certification of
the
the governing
appointment.
bodies governed Numerous and
by the principle
complex
of democracy.
Writing of
forming
Business
processes.
Statutes.
Pecuniary
liability limited General rate of
to the social
Deposit of social
35% upon
capital.
capital.
profits.
Public Deed.
Taxation:
Corporation Tax.
Notary.
VAT request.
Clearing of
Property
Transfer Tax and
Stamp Duty.
Register of the
registered office
in the
commercial
register.
106
LEGAL ASPECTS
CONCEPT
LIMITED
COMPANY
Mercantile
capitalist
Society.
Negative
Minimum
Internal
performance of capital required. certification of
the
the governing
appointment.
bodies governed Numerous and
Minimum
complex
capital: 3,005.06 by the principle
Writing of
of democracy.
forming
fully paid-up.
Business
processes.
Statutes.
Pecuniary
Pecuniary
liability: limited liability limited General rate of Deposit of social
to the social
35% upon
to provision.
capital.
capital.
Public Deed.
profits.
Notary.
Taxation:
VAT request.
Corporation Tax.
Clearing of
Property
Transfer Tax and
Stamp Duty.
Social capital
divided into
shares.
DISADVANTAGES
PROCESSES
FOR CREATION
LEGAL FORM
1 or more
shareholders.
Register of the
registered office
in the
Commercial
Register.
EMPLOYEE-OW Public limited or
employee-owne
NED
COMPANIES d where most of
(Workers
Limited
Company,
Workers
Limited
Society)
3 or more
shareholders.
the social
Workers Limited
capital is owned
Company :
by the
The third
60,101.21
employees who
shareholder can
render their
Workers Limited be a capitalist
services paid
shareholder.
Society.:
personally,
3,005.06
directly and
indefinitely.
Limit per
shareholder ;
1/3 of the social
capital.
Pecuniary
liability: limited
to provision.
Taxation:
Corporation Tax.
107
Only two
workersshareholders
needed.
Any shareholder Same processes
as the rest of
can own more
mercantile
than 33% of the
societies.
shares.
51% minimum
of the social
capital is to
belong to the
workershareholders.
In addition:
Qualification
application.
(optional) like
Workers Limited
Company or
Workers Limited
Society and
register of the
registered office
in the Register
of Cooperative
Societies in the
Commercial
Register.
LEGAL ASPECTS
LEGAL FORM
COOPERATIVE
SOCIETY OF
ANDALUCÍA
CONCEPT
DISADVANTAGES
PROCESSES
FOR CREATION
Large number of Same processes
Each
3 shareholders
Persons in
as the rest of
shareholder has requirements
minimum.
regime of free
for being
mercantile
a vote, no
adhesion and
societies.
voluntary
Minimum capital matter his/her
capital.
severance, with
3,005.06 €,
common
In addition:
25% at least
interest,
Qualification
Fiscal
paid-up
carrying out
application and
advantages
Pecuniary
business
register of the
(Reduced rate)
liability:
activities,
registered office
maximum per
attributing
in the Register
shareholder 1/3
results to the
of Cooperative
shareholders
Societies.
Taxation :
once community Corporation Tax.
funds have been
taken.
7.2. Processes
If you opt for any legal form involving the forming of a
society, you should write some statutes regarding the
company governing method, sign the Memorandum of
Association before a notary and ask for the corporate
name in the corresponding register.
With these documents, you should carry out the
following processes:
a) In the Department of Finance and Taxation of the
Regional Government of Andalucía you have to settle
the tax on society operations.
b) In the corresponding register (mercantile or
cooperative), you will have to carry out the registration.
108
LEGAL ASPECTS
c) These documents are to be requested to the Town
Hall where your business facilities will be located:
A legal
company offers
seriousness
and identity,
two key
business
elements.
- Opening license (if classified activity, environmental
license)
- Building permit (higher or lower), if necessary.
We suggest you not to delay these processes as the
granting of licenses takes quite a long time.
d) In the Tax Administration corresponding to the fiscal
domicile of the company, you have to ask for the Official
Declaration of start of operations, being registered in
the Trade Income Tax and the VAT number.
e) In the Central Treasury for Social Security:
- Register in the corresponding regime of the Social
Security.
- Register of the company in the Social Security if
salaried employees
There are several centres and bodies which will help
you with these processes. Apart from informing, they
will help you if doubts come up:
• Centro de Apoyo al Desarrollo Empresarial CADE
(Supporting Centre for Business Development)
http://www.andaluciaemprende.es/
• Confederación Empresarial de la Provincia de Almería.
ASEMPAL Business Confederation of Almería)
http://www.asempal.es/
109
LEGAL ASPECTS
Summary
• Each legal form involves legal consequences. Study the requirements
requested, disadvantages and advantages established by the Law.
• You can choose being an individual businessperson or setting up a
society, depending on the type of company you want to develop.
• Bureaucratic processes are required for setting-up a company
although you may find them like a never ending process.
• Consider the bodies which can help you dealing with this process.
110
8. SOME IDEAS
We start to harvest
8.1. Businesses started
Sale of seafood from Galicia on the Internet
When talking about seafood everybody thinks of Galicia,
specifically the Rías Baixas. There, a micro-company
called Demarisco has started, selling goose barnacles
and other type of fish on the Internet.
They have orders from wherever in Spain and
merchandise s distributed within 24 hours, ready to be
eaten.
The owner of this business has taken advantage from
online commerce, also starting an efficient distribution
network for the product to reach customers in perfect
conditions.
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SOME IDEAS
Solutions for your doubts via sms
It is possible that you have been doubtful about
something in a place where nobody could give you an
answer. Thinking about such need, a British company
called 82ask has started a service for solving doubts via
sms in only five minutes. Coordination among personnel
in the company, around 150 people, is the base of its
performance as they answer around 100,000 consults
per month.
Travel agencies for Spaniards.
Many Spanish tourists have missed activities and guides
in Spanish while travelling or staying abroad. Some
travellers have seen a business opportunity on that and
have started an activity agency with guided visits and
routes for Spaniards travelling to Brussels, Ireland r
Germany. They offer a close and friendly service so that
languages are not a problem when staying abroad.
Commercialization of chicken feet
Many ideas come from other countries and some of
them are successful in our country. This is the case of
somebody who found out that in Spain chicken feet are
thrown away while in China they are considered as an
exquisite food. Since then two companies commercialize
them for China.
Gloves for touch screens.
Doing things when using gloves is very uncomfortable,
and mainly in very cold areas. Mainly when we need to
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SOME IDEAS
press a button or the mobile touch screen. . A Japanese
company has found the solution and has designed gloves
with conducting micro-fibres allowing to use any king
of device with touch screen without taking the gloves
off.
Language schools
Globalization and requests for speaking foreign
languages when joining the labour market have led
many people to take this matter seriously.
In order to cover this market niche, a good option is to
start a language school. This is what teachers of English,
German and French, native speakers or not, have decided
to do.
8.2. Emerging sectors
Los ámbitos de actividad económica en los que se espera
mayor crecimiento según la Unión Europea son los
siguientes:
We refer to the fields of economic activity where a higher
growth is expected according to the European Union.
Such fields are:
A) Services for daily routines
1. Home service
2. Children care.
3. New information and communication technologies.
4. Support for young people in difficulties and insertion.
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SOME IDEAS
B) Services for improving life environment
5. Housing improvements.
6. Security.
7. Collective local transports
8. Re-evaluation o urban public areas.
9. Local businesses.
C) Culture and leisure services
10. Tourism.
11. Audiovisual sector.
12. Valuation of cultural heritage.
13. Local cultural development.
D) Environmental services
14. Waste management.
15. Water management.
16. Protection and maintenance of natural areas.
17. Regulations, pollution control and the
corresponding facilities.
Next, we are showing the emerging sectors in
Almería. It has been based on a study carried out by
the Chambers of Commerce and the Secretariat of
State for Equality Policies of the Central Government.
-Auxiliary industry for agriculture
- Construction materials, stone, marble, etc. derivates
- Biological Agriculture
- Waste management (plastics specially)
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SOME IDEAS
- Re-evaluation o urban public areas:
" Location and maintenance of urban
furniture
" Cleaning and maintenance of green areas
" Garden centres
- Alternative energy, water saving, sewage treatment
plants.
- Industrial processing, refrigeration and packaging
for products.
- Agri-food, fish and shellfish
- Road transport of goods
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6
ADDRESSES OF INTEREST
Town Hall of Roquetas de Mar
Address: Plaza de la Constitución nº1. CP: 04740. (Roquetas de Mar/Almería)
Telephone : 950.33.85.85
Web: http://www.aytoroquetas.org/
Dirección Provincial del Servicio Andaluz de Empleo (Provincial Department for
Employment in Andalucía)
Address: C/ Hermanos Machado nº4 - 7ª Planta. CP: 04004 (Almería/Almería)
Telephone : 950.01.14.00/902.50.15.50
Web: http://www.juntadeandalucia.es/servicioandaluzdeempleo
Servicio Andaluz de Empleo de Roquetas de Mar. SAE (Employment Service of
Andalucía of Roquetas de Mar)
Address: C/ Preciados nº15. CP: 04740 (Roquetas de Mar/Almería)
Telephone : 950.32.08.27
Centro de Apoyo al Desarrollo Empresarial. CADE (Business Development
Supporting Centre)
Address: C/ Preciados nº 15. CP: 04740 (Roquetas de Mar /Almería)
Telephone : 671532325
118
Confederación Empresarial de la provincia de Almería. ASEMPAL (Business
Confederation of Almería)
Address: Paseo de Almería nº 69- 7ª Planta. CP: 04001 (Almería/Almería)
Telephone : 950.62. 10.80
e-mail: [email protected]
Asociación de Jóvenes Empresarios. AJE (Association of Young Business People)
Address: Edificio PITA. Despacho 9. Ctra. Sacramento s/n. La Cañada de San Urbano.
CP: 04120 (Almería/Almería)
Telephone : 950.22.52.81
Federación nacional de asociaciones de trabajadores autónomos. ATA (National
Federation of Independent Workers Association)
Address: Paseo de Almería nº5- Edificio El Águila 1B. CP: 04001 (Almería/Almería)
Telephone : 950.28.24.26
Web: http://www.ataandalucia.com
Unión de Profesionales y Trabajadores Autónomos de Andalucía. UPTA (Union of
Autonomous Professionals and Workers of Andalucía)
Address: Ctra. de Ronda nº 181-Local Bajo. CP: 04005 (Almería/Almería)
Telephone : 950.23.92.91
Servicio Universitario de Empleo de la Universidad de Almería. SUE (University
Employment Service of the University of Almería)
Address: Edificio: Centro de Atención al Estudiante. Planta: 1, Despacho: 1.010. Ctra.
Sacramento s/n. La Cañada de San Urbano. CP: 04120 (Almería/Almería)
Telephone : 950.01.50.06
Centro Municipal de Información a la mujer. CMIM (Municipal Centre of
Information for Women)
Address: Avda. de Roquetas nº 96 CP: 04740 (Roquetas de Mar /Almería)
Telephone : 950.33.83.84/950.33.83.85
119
Grupo de Desarrollo Pesquero de Almería Occidental (Fishing Development Group
of Western Almería)
Address: Plaza Mayor de la Alpujarra nº 2. CP: 04470. (Laujar de Andarax, Almería)
Telephone : 950. 51.4 1.61
Fundación CEPAIM (CEPAIM Foundation)
Address: C/ Largo Caballero nº 52. CP: 04008 (Almería/Almería)
Telephone : 950.27.15. 75
Agencia Tributaria de Almería (Tax Agency of Almería)
Address: Paseo de Almería nº74. CP: 04600 (Almería/Almería)
Telephones: 950.23.67.88/950.18.04.00
Tesorería de la Seguridad Social (Social Security Treasury)
Address: C/ Fuente Victoria nº2. CP: 04007 (Almería/Almería)
Telephone : 950. 18.98.00
Inspección Provincial de Trabajo (Work Provincial Inspectorate)
Address: Centro Residencial Oliveros. Bloque Singular (Almería/Almería)
Telephone : 950.26.29.62
Servicio provincial de Consumo (Consumption Provincial Service)
Address: Calle Hermanos Machado nº17 (Almería/Almería)
Telephone : 950.01.01.00
120

guide for good practices

Transcripción

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