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Contents
1 Business idea or concept .............................................................................................................4
2 Elements of this promissing business idea: ................................................................................4
3. Social missions ...........................................................................................................................5
4. Estimated social impacts ............................................................................................................5
II. MARKET ANALYSIS ..............................................................................................................6
1. Business Environment Analysis ...............................................................................................6
2. Industry Description and Outlook ...........................................................................................6
2.1 Agritourism industry ...............................................................................................................6
2.2 Tourism for children................................................................................................................6
3. Target Markets ........................................................................................................................7
3.1 Target customers .....................................................................................................................7
3.2 Market demands ......................................................................................................................7
3.3 Target market size ...................................................................................................................8
4. Competition .............................................................................................................................8
4.1. Identification ...........................................................................................................................8
III. BUSINESS PLAN .................................................................................................................. 10
1. Project description: .................................................................................................................. 10
2. Business model, organization and management team ............................................................... 13
2.1 Organization and management team ...................................................................................... 13
2.2 Business model ....................................................................................................................... 15
3. Marketing strategy................................................................................................................... 15
3.1 Operating motto .................................................................................................................... 15
3.2 Marketing objectives ............................................................................................................. 15
3.3 Development orientation ........................................................................................................ 16
3.4 Corporating strategy ............................................................................................................. 17
3.5 Marketing mix ....................................................................................................................... 17
3.5.1

Products/ Services ..................................................................................................... 17

3.5.2

Place ......................................................................................................................... 19

3.5.3

Price ......................................................................................................................... 20

3.5.4

Promotion ................................................................................................................. 20

Financial plan ........................................................................................................................ 22

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4.1 Important assumptions .......................................................................................................... 22

4.2 Projected profit and loss ........................................................................................................ 22
5

Social and Environmental Impact Assessment ....................................................................... 22

5.1 Social missions ....................................................................................................................... 23

5.2 Definition of Social Value Proposition ................................................................................... 24
5.3 Monetized Social Values ........................................................................................................ 24
APPENDIX.................................................................................................................................. 27

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I. EXECUTIVE SUMMARY
1 Business idea or concept
GREENIE supplies agriculture tourism for children at the age of 6 to 14 into which we
integrate educational programs of agricultural culture, awareness of environmental protection
and soft skills to live and work independently.
2 Elements of this promissing business idea:
2.1 Clear Target customers value: For a complete development of children
Greenie target customers: children from 6 15 years old

GREENIEs business idea desires to bring children with comprehensive and interesting

educational programs on nature, environment and especially necessary life skills

If Vietnams education is highly verbal, rapidly systematic, and dominated by classical

languages, GREENIEs concern for forming character, led to pioneering insights in early
childhood education.
2.2 Market of adequate size :

In the phase of 5 first years, GREENIE implements the project for children in Ha Nois

private elementary and secondary schools which have the tuition rate at 150$/ month or more.
The students in these schools are estimated to be over 8000 (Source: Greenies analysis in
Hanoi primary and secondary schools). The market size is reported to increase over years

In the phase of later years, the subject is still children, but GREENIE expand the

exploring scope to the whole children at the age of 6 to 14 in Ha Noi and several neighboring
cities. When the ecomomy and the awareness of people reach a higher level of development,
GREENIE will expand our concern to the segmentation of younger children.
2.3 Competitive advantages - Sufficient degree innovation

The combination of tourism and education

Concentration on a niche market: Only focusing on children at the age of 6 to 14,

GREENIE provides the best service to meet the real demand of a narrow market, or a new
niche of the existing tourism - education service market.

Standard and high quality service: The advantage of GREENIE is a model of vanguard

standard and safety tourism education service. At the soonest, GREENIE focus on finishing
high quality services, taking opportunities to exist and position our trademark in the target
market.
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2.4 Barriers to entry

High investment cost
Long time of business setup
Customer inertia
2.5 Feasibility and profitability:
The company is run by one managing director and 6 functional managers with education
background and experience clearly shown in their resumes.
Unit: USD
owner's equity investment

89,500

capital mobilized from other sources

50,000

Projected profit in the first five years

150000
100000

Profit before tax

50000
0
-50000

3. Social missions
Greenie services are longing to bring great social benefits to community, society,
environment, Vietnamese culture and executive people. Greenie provides a happy working
ambiance, which is non-permanent, creative, entrain the progression, and thus help the young
people to realize their wishes to develop the country.
4. Estimated social impacts
GREENIE firmly believes that our service has innate social and environmental benefits,
therefore every sales leads to an incremental change that essentially beneficial for society and
environment. Thus, in this SIA (Social Impact Assessment), we use number of children served
per fiscal year or revenue from serving children and increased income of GREENIEs local
employees and farmers as our social indicators. Taken together for the period of 10 years, the
resulting SNPV is USD 626702 and the SROI is 1.27 for each dollar invested in Greenie.
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II. MARKET ANALYSIS

1. Business Environment Analysis
Vietnamese economys increasingly stronger orientation to the service sector and the
considerable improvement in peoples living standards have resulted in the significantly
growing demand for high quality services. Moreover, agriculture and rural development,
tourism, environment protection, cultural heritage crucial preservation and education the
fields that Greenie implemented on,

have received

considerable advocate from the

government through various polices and programs. These factors are definitely generous
support for Greenies success.
2. Industry Description and Outlook
2.1 Agritourism industry
Tourism has reported a fast growth attributed to advantages in nature and governments
policies. However, Vietnams tourism has few services to tourists. Vietnam tourism
enterprises are still exploiting the available services, while many other potential sources
remain untapped. Among those is agriculture in which nearly 70% of Vietnamese are working
in. While there are enormous resources for the development of agritourism in Vietnam, it has
been new and exploited far under its full potential., especially in the North of the country.
2.2 Tourism for children
The trend of favoring childrens education and entertainment has become popular in quite a
few Vietnamese families. Vietnam's tourism industry, however, is virtually lacking tourism
for children. In fact, there is a small number of tourism firms in Hochiminh City
implementing this kind of business under the way of summer camps and there is almost no
specialized tours for children conducting by professional firms in Hanoi.
The increasing of consumption, needs of enjoyment and the social tendency of care for the
sake of children as well as increasing trend of favoring environmentally friendly products and
services are driving forces for the future of the industry. Thus, agritourism for children, the
combination between agritourism and life-skills education for children, is a really promising
industry that has not been exploited effectively.

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3. Target Markets
3.1 Target customers
In the first 5 years, we initially lunch the business in the location of Hanoi and aim at students
from 26 elite primary and secondary schools whose tuition fees of 150 USD per month or
more in Hanoi. These schools are reported as high quality schools with most students from
high-income and above-medium income family. Parents of the students are usually opendminded, progressive and much concerned for their childrens comprehensive development.
Moreover, these schools have quite modern management and operation system, possessing
much more autonomy than public schools. More importantly, their curriculums are
comprehensive, regarding skills education as an important part and extra-curricular activities
also gain due attention. The schools are implementing customer-focused strategies, thus, the
voice of parents and students is definitely pivotal to them.
3.2 Market demands
Through market research, we have found that the demand of tourism and life-skills education
programs for children in Hanoi is very large. Many parents are willing to spend huge money
on their childrens overseas summer camps due to the lack of domestic similar programs.
According to our survey on 420 parents of children from those 26 target schools, the majority
of parents (90%) are aware of the importance of environment knowledge and life-skills
education. They are willing to let the kids joining this kind of programs. Data also shows that
agritourism gain significant support (88%), although it has not still widely known by
considerable number of people. Thus, promotion strategies for agriourism is obviously
necessary. 60% of respondents express their dissatisfaction with existing tourism and lifeskills education services for children.

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3.3 Target market size

Table 2: Market size estimates for Greenie

4. Competition
4.1. Identification
There currently exists no dominant agricultural tourism company. GREENIE identifies two
main competitors as follows:

Bavi Homestead, Company Limited ATC, Van Hoa - Ba Vi - Ha Noi,

www.bavihomestead.com. The farm operates in agriculture tourism, supplying farm

production and tourism service. They have a wide range of customers from local tourists to
foreigners at all ages.

Training Center of the Organization of international healthy lifestyle (IOGT) in Soc Son -

Ha Noi is a center for training skills such as teamwork, TEAMBUILDING, positive thinking
... Customers are mainly high school and college, employees of companies in Hanoi.
Our two main competitors are ccompanies who have strong capital power and experience, but
we differentiate our service by the market segmentation (children aged 6-15). The

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concentration on children, and the combination of agritourism and life- skills training
programs are certainly our competitive edges.
Competitors

Strength

Weekness

Bavi Homestead

- Having strong capital power

-Lack of qualified staff.

-The

farms

environmental

owner

is

- Branch name is not wide-

researcher,

known, lack of professional

having good knowledge of

marketing strategies

agritourism and wide business

-Having

network.

service for children.

no

specialized

- Operating time is 3 years

IOGT Vietnam

-High quality service

-Staff

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are

foreigners

-Having no agritourism and

and

other

entertainment

Vietnamese experts.

programs..

-Well-known branch

-Having

-Having a wide network with

service for children

NGOs, media

-High price

no

specialized

III. BUSINESS PLAN

1. Project description:
1.1. Value proposition: Edutainment
GREENIE is proud to bring our customers such GREENIE-style services

Our services have special features as following:

Combination of education and tourism

A modern method of educating children see-do- be aware- act

Effort to help customer benefit most from our trip. GREENIE provides variously

customer-oriented tours.
1.2. Location:
Via survey and market research, we decided to choose Ba Vi as the destination of our tours.
GREENIE farm is built near Flower farms, cattle farms and botanical gardens. More
precisely, GREENIE farm is located in Van Hoa, Ba Vi district. GREENIE farm is 3 km away
from Cattle and Flower Farm, 5 km away from Perfume Fall, 12 km away from Ba Vi
national Garden, 10km away from Herbal Garden and 15km away from Suoi Hai Lake. It can
be said that the site of GREENIE Farm is considerably convenient for tourism. It is
surrounded by major tourism destinations of Ba Vi, Hatay. It is remarkably convenient for
tourists to have visit trips to various farms in short time.
Some points about Ba Vi:
Ba Vi locates in the North West of Hanoi, which is 50km away from Hanoi centre. Diverse
nature is the outstanding advantage of Ba Vi
Strengths of location

Ba Vi is the tourism centre of old Ha tay (now Ha Noi).

Ba Vi is placed near Ha noi, which is appropriate for short tours. With regard to children,

short distance and day tours enable parents and teachers to better keep track and take care of
children.

The traffic to Ba Vi is convenient. Coming to Ba Vi, tourists travel through Lang Hoa

Lac highway, which is very modern and easy to go.

Weaknesses:

Competition among tourism companies in Ba Vi is intense

Tourism resorts, farms and service are scattered, lack of corporation

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Environmental protection is an alarming matter because there are many tourism

companies exploiting the place.

1.3 Introduction about GREENIE Farm
Located in 3 hectare piece of land, GREENIE Farm is equipped with all necessary facilities to
bring urban children unforgetable and highly-educated outdoor trips.
With a view to fully satisfying customers, GREENIE Farm is well-designed with many
different zones like: Animal Kingdom, Botanical Garden ( included both vegetables and
orchards), Eco swimming pool, entertainment zone, common Hall, Parking lot

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1.4 Description of GREENIEs services/products

1.4.1 Main services of GREENIE

Environmentally educational activities (planting and caring for trees, picking up

vegetables to prepare daily meals or taking after animals)

Agriculture-educational tourism (tours to tea hills, corn fields, paddy-fields, herb

gardens; Vietnamese folk games, etc.)

Life skill educational activities (teamwork games like: cooking, gardening, etc.; visits

to Ba Vi orphanage )
Greenie chooses first aid courses as a unique feature of our life skill education besides
teamwork or other life skills. This is the unique point of Greenies service compared to
current tourism suppliers.
First aid skills helps children sustain life and prevent or minimize further suffering and
disability.
First aid courses are well-designed and are well-categorized so that they are suitable for every
children from 6-14. We teach kids how to become master of the situation in case of burns,
bleeding, allergic reaction, poisoning, bone injury, etc.
Greenie specially offers reasonable and favorable discount for schools or organizations which
are interested in those courses.
1.4.2 Supplementary services/products of GREENIE

Home gifts with GREENIE vegetables and fruits

Souvenir stores, Greenie superman clothes and local products stall

Grow-your-tree service

Other entertainment activities like camping fire, dancing, playing football, watching

films, reading books or swimming

Volunteering activites

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2. Business model, organization and management team

2.1 Organization and management team
Organization

Managing
Director

Deputy
Director

Finance

Deputy
Director

Human
Resource

Research and
Development

Marketing
and Sales

Products and
Service

Company Ownership
Greenie is a Liability Limited company incorporated at the Registrar of Companies through
the foresight and vision of the founders. It is 100% owned by Ms. Vuong Thuy Huong, Ms.
Dinh Thi Thuy Hang, Ms. Nguyen Phan Thuy, Ms. Luc Thuy Duong, Ms. Tran Hong Lam.
Management team
Greenie will be run the founders: Ms. Cu Thi Thanh Hai, Ms. Nguyen Thi Thanh Hoa, Ms.
Vuong Thuy Huong, Ms. Dinh Thi Thuy Hang, Ms. Nguyen Phan Thuy, Ms. Luc Thuy
Duong, Ms. Tran Hong Lam.
Greenies Managing Director is Ms. Cu Thi Thanh Hai an experienced entrepreneur and
lawyer.
Greenies key personnels include:

Ms. Cu Thi Thanh Hai managing director of Greenie:

Ms Hai has more than 15 years working in business and legal sector. Ms Hai has played
important roles in various companies. She has been Human Assistant and Training Expert of
Ford Vietnam. Prior to be Human Resouce Manager of Newsplus Joint Stock Company, Ms.
Hai worked as the manager in GK Corporation, BizConsult lawyer office and IndochinaPro

13 |

Joint Stock Company. Experience in management and profound knowledge in law are firm
foundation of Ms Hai to take the role of Managing Director of Greenie.

Ms. Nguyen Thi Thanh Hoa Deputy Director takes charge of Research and

Development Department, Marketing and Sales Department, Products and Service

Department.
Ms. Hoa has Master Degree in Ethnology, University of Social Sciences and Humanities, Ha
Noi National University, 2007. She has profound experience in issues related to education
and culture. Prior to Greenie, Ms Hoa is a researcher at the Division of Cultural Policy and
Development Studies, Vietnam Institute of Culture and Arts Studies (VICAS). Ms. Hoa has
participated in various cultural and educational projects including: Program of preservation
and promotion intangible cultural heritages funded by Ministry of Culture, Sports and
Tourism, Cultural activities and products in market economy in Vietnam at present, national
project, funded by Ministry of Culture, Sports and Tourism With a deep knowledge about
culture and education, Ms. Hoa is promising to integrate into Greenies service and products
weighty cultural and educational features.

Ms. Hoang Hong Tra Deputy Director taking charge of Finance and Human

Resource Department
Graduated from Foreign Trade University and have experience in working in many clubs and
organizations, Ms. Hoang Hong Tra will be in responsible for internal issues of Greenie
including Finance Department and Human Resource Department. With a background of being
the leader of organization department of Human Resource Club in Foreign Trade University
and Bachelor in the faculty of Finance and Banking of Foreign Trade University, Ms. Lam
will be the right person for the position of the second Deputy Director.

14 |

2.2 Business model

3. Marketing strategy
3.1 Operating motto
GREENIE compromises to bring along a unique service named edutainment which comprises
of agri-tourism and comprehensive education for children
3.2 Marketing objectives
Agri-tourism for children is the first tourism service in Vietnam aiming directly at children.
With a hope to provide Vietnamese children a new look on the countryside and social
knowledge about environment, society, the model will be applied in the whole country. Being
aware of being the pioneer in this sector, GREENIEs marketing strategies include:

Advertising about GREENIEs agri-tourism for children to target customers and

decision-makers
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Positioning GREENIE in the market

Attracting classes in the society, enhancing the social and educational value of the service

Creating new trend in peoples concept about education and tourism

Creating a new look on Vietnams countryside

3.3 Development orientation

3.3.1

Short term orientation (2010 2015)

In the first 5 years, GREENIE sets its objectives as following:

Plan: Start agri tourism for children in Ba Vi, Hanoi. During this period, GREENIE focuses
on building farm and completing service into operation
Objectives:

Advertising about GREENIEs agri-tourism for children to target customers and

decision-makers

Positioning GREENIE in the market

Market researching to extend the scope

Evaluating customers opinion and potential customers to enhance the service quality

3.3.2

Mid term orientation (2015 2017)

Plan: Open 2 other GREENIE farms in 2 provinces: Hoa Binh and Phu Tho these provinces
are also famous for beautiful landscapes and diverse plants. Launch 2 reality television shows
about environment, educationally national events. The television shows pattern will
hopefully attract other TV channels
Objectives:

Expand GREENIEs scope and influence

Attract more customers. GREENIEs customers will not only be children in high-class

schools but also in more common schools

Increase profit

3.3.3

Long term orientation (from 2017)

Plan: set up and implement franchise strategy

After 7 years of operation, GREENIE has marked itself as a strong and stable tourism
company in the market. GREENIE intends to set up franchise strategy with brand, system and
service. In order to achieve the target, GREENIE continuously improve, standardize
managing system, operating procedures, service quality and most importantly, creates and
16 |

maintains core value. In GREENIEs franchise strategy, GREENIE will become capital
contributor of the franchisee. The franchisees will have the right to expand the system, divide
by geographical borders. Franchisees can apply GREENIEs models in every province except
for Phu Tho, Hoa Binh, Ha Noi.
Objectives:

Increase local farmers income via the new enrichment by their own farm.

Popularize agri-tourism together with education for children all over Vietnam

Make GREENIE among the top brands of edutainment in Vietnam

Create new trend of tourism: tourism and education

Attract international customers, advertise new look on Vietnams countryside and culture

3.4 Corporating strategy

Partners:
Corporation with organizations, groups related to tourism, education and environment.
This will enable GREENIEs deeper and more quality participation into GREENIEs
promising fields.
Corporation with local people and authorities
Long term and win-win relationship with GREENIEs partners
Stable and continuous contact, information update with partners for supportive and up-todate corporative measures
Favorable policies for partners
Customers:

Close relationship with 26 targeted schools.

Tighten relationship with organizations for children

3.5 Marketing mix

3.5.1

Products/ Services

Packages
To make sure customer could get the most from our trip, we try to bring customers an
unforgettable tour full of exciting and meaningful activities.
Our tour in general :
06:45 a.m.

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Reporting

Notice

07:00a.m.

Departure from Ha Noi to

There

Ba Vi

activities on the bus to stir up

the

are

many

warm-up

atmosphere

among

children.
08:00 a.m.

Breakfast at GREENIE

During

breakfast

introduce

we

briefly

will
about

GREENIE, GREENIE Farm,

GREENIE

Products

and

schedule of the trip.

08:30 a.m. - 09:30

GREENIE tour- touring

a.m.

the farm

09:30 a.m. - 10:30

Depend on each tour

a.m.
10: 30 a.m.- 13: 00

Cooking and Lunchtime

p.m.
13:00 p.m.- 14:30

Tours to flower and cattle

p.m.

farm

14: 30 p.m.- 16:00

Depend on each tour

p.m.
16:00 p.m- 17: 00

Game

p.m.
17:00- 19:00

Back to Ha noi

Angricultural education Tour

Speacial features:
Customer could choose one of two options belows:

Today Im farmer:

Children will have a chance to dig and sow seed, grow and water tree, pull out weed, milk the
cow, feed animals, pick vegetables and fruits. All activities are under instruction of GREENIE
staff to ensure the safety.

"GREENIE Farm Festival"

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This is a very special tour of GREENIE. Its held only once a month and lasts for at least 2
days.
GREENIE Farm Festival imitates a serie of activities during angricultural festival. Children
will be encouraged to take part in all the preparation process for this event from decorating
their own team tent, making costumes to cooking foods for Big Feast. Besides they also
together practise for some plays, pantomime which are short but very funny. Children really
make their own party. Big Feast is cooked by children. They pick vegetables and fruits. They
milk the cow and make yoghurt.
Environmental education Tour
Speacial features:

Making recycled paper, making toys from natural materials: Laurel wreath, bird nest, card
from leaf. Using old toys or used plastic bottle

My Garden: Children will buy tree and have it grown in My Garden- a garden which is
spencially reserved for customer.

Besides there are a lot of interesting games like Tree guessing( See and pick the right
vegetables)

Life-skill education Tour

Special features:
Various and customer-oriented schedules
Contain of activities related to teamwork skills, independent work, critical thinking
3.5.2

Place

Distribution strategy

Distributing via GREENIEs headoffice in Hanoi centre: This would be the working

place of GREENIE staff to deal with partners and implement operation, marketing actitivities.

Distribution channel via the Internet:

The website would increase the effectiveness in direct distribution. It also makes it convenient
for customers to order tours, especially regular Internet users such as organization, foreign,
student customers. GREENIEs website is designed eye-catching, friendly to users and
equipped broad band, which allow users to view the web at high speed without interruption in
rush hour. The information is plentiful in different sectors. Customers can order tours online

19 |

and refer to useful information about education for children, environmental knowledge and
other helpful information in the companys website.
3.5.3

Price

Pricing strategy of GREENIE is based on 3 criteira:

Pricing strategy is based on the familys consumption for education and entertainment for
children:

Education: Target customers of GREENIE are children in high quality school and

international schools in Hanoi. Expenditure on education for students in A schools in Hanoi

ranges from $160 to $700. Besides, these families also spend about $70 - $168 for their
offsprings to study in skill training centres and cultural houses in extra hours.

Entertainment: Average monthly cost for entertainment of children in these schools is: $

17 $ 68
GREENIEs pricing strategy is suitable to GREENIEs service:
GREENIE ensures to provide customers with professional, safe service, assert GREENIEs
brandname as the top and pioneer tourism company in this sector.
GREENIE offer the same price with competitor but better quality service
We also base on the current pricing policy that similar tourism service in the market offers.
The pricing policy GREENIE offers is as following:
Price: $10 - $23/person/day ( the price varies according to different tours)
Discount and commission:
Discount 10% for schools, organizations and companies who regularly order GREENIE tours
As soon as the tourism has marked itself as a strong company in the market, GREENIE will
apply more discount and promotion campaigns to expand the market size. In the future,
GREENIE will enlarge the market segments, and provide more services to more children with
reasonable price.
3.5.4

Promotion

Objective: target customer (children) and decision-makers (parents, schools, organization)

Strategy: advertise and PR continuously, effectively in every media channels. Among those,
GREENIE pays special attention to cost-saving and highly effective advertisements, which
can approach large amounts of marketing objectives. As a newly founded tourism company,

20 |

GREENIE exploits traditional media channels: leaflets, maps, website, mailing lists, contacts
with potential customers and authorities, corporation with partners, event organization
Promotion campaign is implemented as following:
Advertisement:
Greenie utilizes various advertisement tools such as: advertising through websites with
intensive flows of audience ( For example: tourism websites, websites for parents:
www.webtretho.com, www.mevabe.com, www.chametainang.net...). We also advertise via
partners by having Greenie posters in Greenie partners office and other media channels of
Greenie partners. Besides, Greenie uses internal marketing via using Greenie image in
Greenie uniform, gifts, tools and stuff during tours. Especially, we foster advertise via
Greenies website
Those above advertisement tools will be implemented daily to enhance the brand recognition
via internal advertisement and partners corporation.
PR
PR is among the most focused marketing channel of Greenie marketing campaign. We have
press release to newspapers and television stations on the occasion of Greenies events.
Articles about Greenie and agri-tourism will also be published in bilingual tourism newspaper,
social newspapers, forums about family, tourism We also participate in TV shows about
education, tourism and environment. Target audience of PR strategy are target customers and
decision-makers, domestic and abroad potential customers.
Event organization
The objective of Greenies event organization is to promote Greenies reputation among
schools, students and parents. Greenie applies diverse kinds of organization such as cooperating holding events, launching environmental contests for children, and organizing skill
courses, summer camps for children
Partner Corporation
Greenie holds Golden Partners as an semi annual event for expressing our thankfulness to
partners during the year. Golden Partners is held 2 times per year: from January to April and
from June to September. Gold partners are the partners who have total customers to
GREENIE in 3 continuous months exceeding 400 customers. Gold partners will be received
gifts and priorities
21 |

Financial plan

4.1 Important assumptions

The financial plan depends on important assumptions. From the beginning, we recognize that
payment terms are critical, but not a factor we can influence easily. At least we are planning
on the problem, and dealing with it. Interest rates, tax rates, and personnel burden are based
on conservative assumptions.
Some of the more important underlying assumptions are:

A strong economy, without major recession.

That there are no unforeseen changes in economic policy to make our service

immediately obsolete or unwanted.

In the summer, the number of tourist increases, because the students are free from school

Equal depreciation for each year

Interest rate is 9% per year

The cost per tour includes: cost of 2- way-bus, 2 main meal, breakfast, sub-meal, tour

guide, insurance, activities expenditure and others

Hire seasonal employees in months that have high quantity of tourists

Material facilities are built in 3 months

4.2 Projected profit and loss

The financial reports reveal positive trend in the development of Greenie. After the loss in the
first operational year, the following years report profits in Greenies financial income
statement.
In the first year: we lose:$ -2585.705 while the following years witness a rapid increase in the
profit ( year 5:nearly $125932)
Moreover, we also have positive signal in operating ratios:
Here are some business ratios that show the successful ability of the project. IRR is more than
the discount rate, NPV of the project is $ 61053.95 a positive number. We also have the
positive ROI and ROE.
R

0.09

NPV

61053.95

IRR

19%

22 |

ROE

0.40929227

ROI

0.262592531

The Break even point of our project is at the rate of 16096 tourists, and we can recover the
initial investment after nearly 4.5 years
5

Social and Environmental Impact Assessment

5.1 Social missions

For community and environment

Creating an environment, playing grounds for children in order to educate them well, in

which peer friends will correct negative behavior in the spirit of open friendship, carefully
prepare them for the future.

Forming a standard farm model with breeding areas as well as small developed

cultivating areas while ensuring its both quality and hygiene. Constructing a standard hygienic
model which is durable. This can enlighten the households at its place.

Creating jobs for local residents, help them get more income by supplying support

services. Improve farmers living standard in focusing spots of development.

Two - thirds of the total profit will be re-invested to continue developing the services,

therefore to develop the society.

Educating the children the basic knowledge of the environment surrounding, yield help

them to admire the beauty of the nature, and show them how to economize water, electricity,
how to protect the environment.
For Vietnamese culture

The program Education of agricultural culture will teach urban children about the

countryside, also teach them to be grateful and to love the farmers. That is the foundation of
the urban-countryside firm relationship.

Preserving and stimulating traditional culture values through folk games, competions

intimating festivals like planting festival, havesting festival,

For the executing people

Providing a happy working ambiance, which is non-permanent, creative, entrain the

progression, and thus help the young people to realize their wishes to develop the country.

23 |

By providing high quality services, GREENIE will make good profit, also for its

shareholders.
5.2 Definition of Social Value Proposition
Basing on various widely accepted studies as well as conventional standards and development
trends of society, GREENIE believes that our service has innate social and environmental
benefits, therefore every sales leads to an incremental change that essentially beneficial for
society and environment. In reality, we will conduct surverys to know whether our customers
find the programs useful for them after every tour. By this way, we not only modify our
services to better match cusomers expectations but also measure the benefits they gain
through our activities. To be more conservative, for this SIA, we estimate the percentage of
customers who consider Greenies services beneficial for them is 75%.
We define our social indicators as:

Number of children served per fiscal year

Increased income of GREENIEs local employees and farmers who supply products and

services for us
We define our social indicators as:

5.3 Monetized Social Values

The value of customers benefits:
24 |

Basing on various widely accepted studies as well as conventional standards and development
trends of society, GREENIE believes that our services has innate social and environmental
benefits, therefore every sales leads to an incremental change that essentially beneficial for
society and environment. In reality, we will conduct surverys to know whether our customers
find the programs useful for them after every tour. By this way, we not only modify our
services to better match cusomers expectations but also measure the benefits they gain
through our activities. To be more conservative, for this SIA, we estimate the percentage of
customers who consider Greenies services beneficial for them is 80%. On the other words,
every sales of Greenies service consistently delivers 0.8 unit of value for the society. We
measure this value through the number of customers and the willingness of paying for our
service or the annual value generated by Greenie service itself is the revenue coming from
children serving per fiscal year.
The value of increased income
For local employees: Ba Vi is considered a rich potential tourism area, however, living
standard of people, especially farmers and ethnic minority people, remains comparatively low
with average annual income around USD 333 ( Source: http://www.hanoi.gov.vn Hanoi
People Committees Web site) and moderately high unemployment and underemployment
rates . The similar situation is in Phu Tho and Hoa Binh provinces. Greenie will provide
training and employment for around 720 low-skilled local people in 10 years. Moreover,
Greenie commits to offer these employees with higher level of annual income - about USD
1600, more than 250% (USD 667) higher than before.
For local farmers: Greenie has a close and long-term partnership with local farmers in
agritourism field and food supplying. Our activities are going to take place both inside
Greenie farms and in local farms. It is estimated that local farmers will earn USD 1 from each
of our customers.
The higher income that Greenie bring to local people will definitely improve the quality of life
for their families, give them opportunities of self-empowering as well as reduce poverty for
the overall community and support rural development.

25 |

Taken together for the period of 10 years, the resulting SNPV is 812698 USD and the SROI is
1.27 for each dollar invested in Greenie.

26 |

APPENDIX
APPENDIX 1: Projected yearly income statement for 5 years (USD)

Revenue
Discount
Net revenue
Advertising cost
Interest
Cost per tour
Salary
Land rent
Office rent
Repair and
maintenance
cost
Telephone.
electricity
cost
Depreciation
Other cost
Total cost
Total cost/ total
revenue
Gross profit
Gross profit /
total revenue
Gross profit /
Net revenue
Pre-tax revenue
Corporate
income tax
Net profit
Net profit
/revenue
Net profit / net
revenue

27 |

Year 1
Year 2
Revenue
195830
244787.5
19583
24478.75
176247
220308.75
Total Cost
9200
7000
4500
4500
121825
146190.0
22045
25351.75
2778
3055.8
4668
5134.8
880
968

3960

4356

Year 3

Year 4

Year 5

318223.75 429602.0625 579962.7844

31822.375 42960.20625 57996.27844
286401.375 386641.8563 521966.5059
7000
4500
182737.5
30422.10
3361.38
5648.28
1064.8

6000
4500
237558.75
36506.52
3697.518
6213.108
1384.24

5000
4500
308826.375
43807.824
4067.2698
6834.4188
1661.088

5227.2

6272.64

7527.168

6576.705
7234.3755 7957.81305 8753.594355 9628.953791
2400
2640
2904
3484.8
4181.76
178832.705 206430.7255 250823.0731 314371.1704 396034.8574
0.913203825 0.843305829 0.788197214 0.731772954 0.682862535
Profit
74005
98597.5
0.377904305 0.402788133
0.419893672

135486.25 192043.3125 271136.4094

0.42575782 0.447026049 0.467506565

0.44754237 0.473064244

0.49669561 0.519451739

-2585.705 13878.0245 35578.30195 72270.6859 125931.6485

0 3469.506125 8894.575488 18067.67147 31482.91214
-2585.705 10408.51838 26683.72646 54203.01442 94448.73641
- 0.042520629 0.08385209 0.126170284 0.162853098
0.013203825
- 0.047245143 0.093168989 0.140189205 0.180947887
0.014670916

APPENDIX 2: Projected revenue and profit in the first five years

Projected revenue
600000
400000
Total revenue

200000
0
1

APPENDIX 3: Balance sheet

YR1

YR2

YR3

YR4

YR5

Current asset
20.991,00

22.392,89

25.916,54

39.409,11

64.225,44

Operational
equipment

122.500,00

134.750,00

148.225,00

163.047,50

179.352,25

Depreciation

-$6.576,71

-7234,3755

-7957,81305

8753,594355

9628,953791

Total asset

136.914,30

149.908,52

166.183,73

193.703,01

233.948,74

Current liabilities

50.000,00

50.000,00

50.000,00

50.000,00

50.000,00

Shareholders
equity

89.500,00

89.500,00

89.500,00

89.500,00

89.500,00

Net profit

-$2.585,71 10408,51838 26683,72646 54203,01442

94448,73641

Total

136.914,29

Cash
Non-Current asset

28 |

149.908,52

166.183,73

193.703,01

233.948,74

APPENDIX 4: Cash flow

Starting cash
Cash in
Revenue
Total cash in
Cash out
Advertising
cost
Interest
Fixed asset
investment
Salary
Initial material
facilities
Land rent
Cost per tour
Office rent in
Hanoi
Telephone,
electricity
cost
Repair and
maintenance
cost
Other cost
Total cash out
Ending cash

29 |

YR1
YR2
139500

YR3
20991

YR4
YR5
19353,4
39864,515 97561,29525

176247
315747

220308,75
241299,75

286401,375
305754,775

386641,8563
426506,3713

521966,5059
619527,8012

9.200,00

7000

7000

6000

5000

4500
2500

4500
2750

4500
3025

4500
3327,5

4500
3660,25

22045
120000

25351,75
20000

30422,1
20000

36506,52
20000

43807,824
20000

2.778,00
121825
4.668,00

3055,8
146190
5134,8

3361,38
182737,5
5648,28

3697,518
237558,75
6213,108

4067,2698
308826,375
6834,4188

3.960,00

4356

5227,2

6272,64

7527,168

880

968

1064,8

1384,24

1661,088

2.400,00
294756
20991

2640
221946,35
19353,4

2904
265890,26
39864,515

3484,8
328945,076
97561,29525

4181,76
410066,1536
209461,6476

APPENDIX 5: Monthly profit

Monthly profit in the first year

5000

0
Profit
-5000

30 |

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

APPENDIX 5: Social impact assessment table

31 |