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Typical offices

The dimensions will depend on the unused available space at the specific station, the layout will be determined by the student contest explained later but here is a prototype of the offices we imagine
Meeting room

Open-space working places

1 VS 1 room 1 VS 1 room 1 VS 1 room Toilets Donut zone


Entrance

Students desk

300 m An open-space office creatively designed and facilitating interactions between coworkers Only one important meeting room to avoid overcapacity but partnerships with nearby hotels to assure meeting rooms availability to clients More little meeting rooms: most of the clients are small businesses which do not have a lot of partners Donut zone in a busy area (entrance, copy machine, coffee, toilets, food) to facilitate unformal contacts The student managing the office is working with the clients, which enhance the community feeling (no true boss ) and lower workforce costs

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Pilot projects to assess the idea in least competitive locations


Ranking of the different locations regarding the # of actors and current projects*

Mons: Co-nexxion (project AWT) Brussels: Betagroup, The Hub, L45 Charleroi: (project AWT) Ghent: OneOffice Brugge: / Leuven: Bar doffice Namur: (project) Lige: Espace Rogier Mechelen: Agileminds Antwerp: BurooZ, Swenst, Aspace, Bar doffice Choice of pilot projects by trade-off between intensity of competition and # of potential members

Choice of the station of Ghent-Sint-Pieters to launch the project:


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Only one important player established in the city Third economic city of Belgium City having a general positive image, enabling to emphasize the inner-spirit Student city facilitating emulation around this new concept implemented by schools

The pilot project


* Not exhaustive list need for further research

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Attractive prices
Low customer sharing Some cost sharing
Even if the train could be a way to join the office, temporary workers and travellers are almost completelly different customers. It justifies separate markets However, on the SNCB-Holding side, there is cost sharing between those 2 activities.: Some overheads (e.g. security) are almost fixed costs Infrastructures (e.g. parking facilities) are already present There is staff at proximity in case of problem no need to hire an important workforce The group can enjoy economies of scale for a lot of costs (e.g. internet and maintenance contracts)

Value leader

This cost sharing gives the SNCB-Holding advantage vis--vis the competition and therefore gives potential to cost leadership The SNCB-Holding could become a value leader, being the cheapest for this level of service

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