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CAFÉ EDÉN Social Entrepreneurship - Group A: The Community Restaurant Andrea Verdu Robalino Francesco Brachetti Lorenzo Holder Michele Secondo Santiago.

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Presentation on theme: "CAFÉ EDÉN Social Entrepreneurship - Group A: The Community Restaurant Andrea Verdu Robalino Francesco Brachetti Lorenzo Holder Michele Secondo Santiago."— Presentation transcript:

1 CAFÉ EDÉN Social Entrepreneurship - Group A: The Community Restaurant Andrea Verdu Robalino Francesco Brachetti Lorenzo Holder Michele Secondo Santiago Casas Velez

2 1.Design Thinking Process a.Problem Definition b.Insights, Concept, Prototyping 2.Café Edén a.Mission & Vision b.Food Cycle c.Employment d.Business Plan e.Sustainability f.Pricing and Promotion 3.Impact, Outreach & Sustainability 4.Scalability & Theory of Change


4 Focus on stopping food waste by using food surpluses of our suppliers within the restaurant 1.3 billion tons of food wasted globally per year Eliminate the concept and practice of food waste Food is 100% valuable resource View food surplus as a resource, not a waste product Address the triple bottom line Problem Definition Food Waste Food Surplus Economic Waste = Logistics, Costs Less food waste reduces unnecessary production Increase efficiency Increase profitability Social Feed people in need with dignity Create job opportunities Raise awareness on food waste Environmental Better manage food waste Reduce pollution Less food waste reduce energy and resources that go into producing wasted food Waste: anything […] rejected as useless, worthless, or in excess of what is required Surplus: a quantity or amount in excess of what is required

5 InsightsConceptPrototyping Immersion in social issue General information gathering Individual idea generationCollection of pictures and photos, arranged in idea board Research on social restaurants, food kitchens, and social enterprises dealing with food Restaurant industry and competitor analysis Post-it War: brainstorming session with high level of energy and dynamism Attempt to release creativity, no matter if deemed unfeasible Modeling of restaurant on small scale Visualization of restaurant Allows feedback from target groups Investigating food waste and the waste disposal processes Idea discussion and elaboration/clarification No judgment allowed Identification of restaurant that approximates the space and ambiance of the social restaurant Unemployment statistics and demographics Arranging Post-its into clustersSetting up of Facebook page to form introduce restaurant to target market Research on consumption habits of consumers in Barcelona Idea pool Social Restaurant Community Garden Intention to create website to form identity of restaurant and function as a communication channel Formulation of opinion and refining of individual point of view Final Selection: Social Enterprise Restaurant Design Thinking Process - Overview

6 Concept - Post-it War

7 Prototype Testing Survey among young people and students to verify demand and preferred characteristics of social restaurant Survey among students to investigate ideal characteristics of social restaurant Presentation of prototype to: Technical Coordination Manager of the Red Cross (Creu Roja) CEO of Veritas Italian Chef at Restaurant Bislakko Identification of proxy restaurant: Café Federal Invited student panel to try out restaurant with the type ambiance we want to recreate for community restaurant

8 Prototype Testing – Cruz Roja Interview Cruz Roja 100 offices in Barcelona to distribute food to needy Starting a new program and acquiring infrastructure to distribute fresh products Since the crisis, there are less companies but more people involved People are provided with education and contacts of companies for job opportunities Institutions are organized so that families dont repeat their benefits with another institution Cruz Roja is opened to be partners with us so that people that volunteer for them can have a meal at our restaurant Banco del Tiempo Program: an individual offers a service and then he/she gets something back (no money involved) Sourcing Mercabarna as a possible sourcing option food is distributed once a week and food that was not sold is given away to institutions, such as Banco de Alimentos Contact small suppliers to reduce their cost associated with food waste and to improve social image Source only necessary volume of food; reduce cost Distribution Need to have infrastructure for the management of fresh food: refrigerated truck, refrigerators in restaurant to store food Spain When the crisis appeared, volunteers increased Motivated due to free time, offer time to help others Other suggestions Change concept from food waste to food surplus Our legal structure should be as a NGO Control the demand of volunteers Alternative model: Banco del Tiempo Program Technical Coordinator Juan García Pascual

9 Prototype Testing – Veritas Interview Veritas – organic supermarket: For-profit business with social and environmental values at their core (ecology, economy & equity) Skip the middle man and are involved in the supply chain from the planning of the farming to the selling Avoid waste food at their suppliers but cannot guarantee for other orders farmers make for other customers Not very stringed regarding superficial production standards, for example B-grade products used for juice production Food surplus at retail level Used for animal feed Provide it to NGOs and religious groups (self-delivery) Veritas is planning to create kitchen where food surplus can be used to produce other goods, such as marmalade Operate under the principle that waste equals food Employees come from less fortunate background Human and not machine powered Promote local organic production Sourcing Possibility to source surplus from Veritas in case excess of retail capacity exists Best option major organizations, distributors (i.e. Mercabana) and manufacturers as they can provide constant supply Local institutions such as Banco Alimentos may also be a good source of food and operational intelligence Distribution Refrigerated truck as legal requirement to transport fresh produce Spanish food culture Consider their products as generally fresh and of high quality Growing trend to buy organic products Misconception of local = organic 99% of organic fresh products need to be imported It is more ethical and environmentally friendly to source organic products from far away than to purchase industrially produced goods locally, due to in the production (i.e. pesticides) and transportation Organic labeling There are no standard labeling mechanisms but any organic labeling should be taking seriously as it could harm the image of organic labeling in general CEO Silvio Elias

10 Prototype Testing – Bislakko Interview Restaurant Bislakko Working in the kitchen of a restaurant is not something easy: when you have all the tables full you should be able to work under great pressure Its not possible to learn to be a cook in a short time, two/three years are the minimum (he continues to follow one/two courses to learn new trends and practices every year) In the restaurant there are three key figures: the most experienced cook, the most experienced waiter and the restaurant manager They are the engine of the restaurant If it happens that one of them goes away, the service will likely suffer for a variable period Substituting them is not easy, because of the know-how specific of the restaurant they have Every time you hire a new cook/waiter, he needs about a couple of weeks to adapt to the working style and to learn the basic practices of the restaurant Chef Cook Davide Saggia

11 Prototype Testing - Survey of Target Groups Students 80% of students prefer a location close to campus Ideal locations: Universitat: 50% El Raval: 30% Eixample: 20% 70% of students could/would not afford a price for a course above 6 50% of students go out for a meal at least once a week 40% of students would volunteer for up to two hours for a free meal for themselves and friends 40% have experience working for a café/restaurant 20% would be interested in job opportunities at a restaurant 20% of students would come in once a week to mentor apprentices of the community restaurant Survey conducted at Placa Universitat/ Panel at Café Federal; n = 20 students Panel Session Identified Café Federal, as a proxy for the atmosphere of our community restaurant Invited student panel to try out restaurant Conducted panel session to investigate attractiveness and feasibility of community restaurant model

12 Prototype – Idea Board Café Atmosphere in green surrounding


14 Social Enterprise – CAFÉ EDÉN A community restaurant that sources food surplus to provide customers with a creative culinary experience NGO that provides jobs and training Located near Placa Universitat

15 Mission To grow a financially sustainable community restaurant that reduces food waste, by sourcing from quality food surpluses, offers unemployed youth healthy meals, provides them with employment as well as professional training in the culinary arts, and supports their integration as valuable talents into the labor market Vision Catalyze a new generation of cooks, restaurants, and consumers aware of the food waste issue Tackle youth unemployment and develop highly skilled culinary artists Generate interaction amongst peers with different backgrounds (educational and social) to create dignity and build a community

16 Food Cycle Based on organic farming principles Incorporate idea of a more beautiful neighborhood using natural and useful elements Step 1: Source food surplus for restaurant Step 2: Transform food into eat-in and take away food (Creative Cuisine) Step 3: Use food left overs for composting to fertilize flower/herb garden Composting done via indoor-composting process Step 4: Source of necessary ingredients such as herbs, fruits and vegetables for kitchen Harvest according to seasonality

17 Food surplus collection from major distributors that will otherwise throw away food Mercabarna (already supplies local institutions, i.e. Banco Alimentos) Smaller suppliers to reduce their cost associated with food waste Buy additional ingredients and fresh produce at wholesale level Use herbs, fruits, vegetables from restaurant garden 1. Sourcing of Produce and Ingredients SuppliersTransportStoragePreparationFinal output Collection of goods from different suppliers two to four times a week Refrigerated truck to transport fresh food Daily inventory of refrigerated storage facility at restaurant to plan efficient sourcing for additional ingredients needed (just-in-time). Maintain lean inventory of perishable products to reduce food waste, while improving control

18 2. Creative Cuisine Seasonal creative cuisine to reduce environmental (food cycle) impact and source quality at low prices Changing menu depending on the surplus supply of the day Provide varied, healthy meals to customers and educate staff at a higher rate Additional purchase of limited assortment of fresh ingredients for accompanying dishes, as well as fresh meats, fish and dairy Supplementary produce sourced from composted herbal and vegetable gardening

19 3. Composting & 4. Gardening Create compost from own food waste and close food cycle Use compost to fertilize herbs, vegetables, and plants that are grown inside and around the restaurant in pots Create natural and inviting atmosphere Demonstrates and educates community about food cycle and waste recycling

20 PositionN° and periodComments Cook 1 – long term Michelin-starred 2 – short term Unemployed Professional experience required Waiter 1 – long term Professional background as waiter Now unemployed 3 – short term Unemployed Better if they have previous experience Restaurant manager1 – long term In charge also of the supply Better if unemployed In charge of the food cycle process Supply supervisor1 – short term Coherent background Reports to the restaurant manager Collection of food surplus Volunteer6-8 per day Unemployed youth 16 to 25 Task without direct customer contact Get free meal Apprentice3-4 per time Coherent background 2/3 years, can be interrupted if they find a job Employment

21 Apprenticeship Program Promising cooking talents 3/4 apprentices per time The Michelin-starred cook will teach them the basis of creative cooking Targeted to unemployed youth with possibly a gastronomic background We take care of helping them to get the Certificado de manipulador de alimentos 2/3 years, can be interrupted if they find a job Goal to develop a good cook for the restaurant or for future openings and to increase the employability of the others in the sector

22 Volunteer Opportunities Unemployed youth (16 to 25) Volunteer for 2 hours for a free meal maximum of two people can join the meal The social restaurant has limited opportunities for volunteering Estimated capacity of 6-8 volunteers per day Frequent volunteers interested in a training position are introduced to gastronomy and kitchen processes Alternating volunteers expand restaurant community Maximum number of volunteering hours per person per week = 6 (depending on demand) to increase outreach Duties include any task without direct customer contact (i.e. dish collecting and washing, cleaning at closing and opening)

23 Teaching and Mentoring System Student Volunteers Students volunteer to give training and one to one mentorships in different skills (i.e. public speaking, cv writing) Unemployed youth can participate in the sessions to learn and increase employability Our short-term employees and apprentices must follow the sessions Courses and mentorship sessions held during closing hours of the restaurants Both the students (teachers) and the unemployed participants receive a free meal The skills offered and the number of one-to-one sessions available will depend on the number of students volunteering It is important to have the same students mentors for a few weeks to creates a trustful relationship with counterpart

24 NGOFoundationPrivate company (S.L.) Sustainability No initial capital required Public grants and donations Possibility to employee volunteers Dependant on donation 60,000 starting capital required Members donations Possibility to employ volunteers Dependant on donation 3,000 starting capital required Private capital Fully paid staff No dependant on donations Outreach Limited to the amount of founds collected Linked to the initial donation of the founder Linked to the starting capital Impact Focus on social value Majority of the managers time spent in collecting founds Focus on foundation mission The founder decide a objective and the foundation as to serve this objective Mix of social mission and creation of economic value Risk of mission drift Business Plan - Legal structure

25 Assumptions Week daysLunchDinner Opening time of Kitchen (in min.)120240 Avg. Time spent by customer (in min.)3060 No. of available seats70 Avg. No. of seats occupied35 No. of customers140 % of students80% WeekendsLunchDinner Open time (in min.)120240 Avg. Time spent by customer (in min.)3060 No. of available seats70 Avg. No. of seats occupied40 No. of customers160 % of students50% Revenue Estimation Week (Sunday to Thursday) No. of students/day224 Avg. Price of meal/student10 No. of Non students56 Avg. price of meal/non student21,5 Week Revenue13.776,00 Weekend (Friday and Saturday) No. of students/day160 Avg. price of meal/students10 No. of Non students160 Avg. Price of meal/non students21,5 Weekend Revenues10.080,00 Total Revenue/week23.856,00 Total Revenue/year1.240.512,00 Business Plan - Revenues Sources:

26 Business Plan – Cost and Profit Cost Analysis Fixed Costs573.114,03 Utilities (electricity + Water)44.470,03 Rent (in Eur/year)30.000,00 Labour: Master Chef (in Eur/year)72.000,00 Cook x2 (in Eur/year)57.600,00 Waiter x4 (in Eur/year)72.000,00 Manager (in Eur/year)24.000,00 Supply supervisor (in Eur/year)21.600,00 Free meals delivered x54 (Eur/year)134.784,00 Total labour (Eur/year)381.994,00 Decoration + Kitchen devices Tables (in Eur)2.250,00 Chairs (in Eur)3.400,00 Stove (in Eur)15.000,00 Fridges (in Eur)13.000,00 Diswasher (in Eur)5.000,00 Storage spaces (in Eur)12.000,00 Kitchen ustensils (in Eur)10.000,00 Maintenance cost (excluding labour)(in Eur)6.000,00 Other expenses (in Eur)50.000,00 Total Decoration + Kitchen devices116.650,00 Refrigerated Van22.000,00 Variable cost223.292,20 Food cost Food (in Eur)173.671,68 beverage (in Eur)49.620,48 Total food cost (in Eur)223.292,16 Total cost y.1 (in Eur)818.406,19 Total cost y.x (in Eur)707.486,19 Profit before tax y.1422.105,81 Profit after tax y.1274.368,77 Profit before tax y.x533.025,80 Profit after tax y.X346.466,77

27 Business Plan Cross Subsidization Impact In Terms of Distributed Meal Sources of Revenues By Category

28 Price Structure Regular Customers Customers able to pay full price of meals No discrimination with regards to demographic or socio-economic status Students Students between 18 and 25 years Receive 50% discount on meals with student card Volunteers 2 hours of volunteering = 1 free meal Starter 5 Main Course 10 Dessert 4 Starter 7 Main Course 15 Dessert 5 Lunch Menu Dinner Menu

29 Promotion Created a Facebook page and Events will keep community updated and involved Win Generalitat as volunteer partner to extend awareness and volunteer pool Make use of University information boards and student websites A website will be created to serve as communication channel Advertising and publicity in local and regional media outlets Media coverage from ESADE and partners


31 Impact - Employment Short-term Offer low skilled vacancies for unemployed youth to provide income option Vacancies will exist in Sourcing of food Service (Restaurant, Bar and take- away) Kitchen Assistance All positions are on a temporary basis and employees are constantly required to apply for other job vacancies outside the social enterprise. These activities have to be reported on a biweekly basis. Cooking apprenticeship for unemployed youth to increase employability Long-term Possibility to identify highly skilled unemployed youth which can assist in the management and expansion of the social enterprise. To facilitate the increased social outreach qualified individuals may take on positions such as: Management assistant of restaurant, sourcing or service Other managerial positions that need additional support Develop apprentices to highly-skilled Chef- cook candidates (2-3 years) and seek to recruit the most talented for current and future restaurants It is expected that the Professional Chef will leave the venture to seek more profitable position within 2 - 3 years

32 Impact – Reduction of Food Waste Operations By sourcing food surplus we directly reduce the amount of produce wasted Indoor composting to grow herbs and plants will complete the food cycle By transforming food surplus in to high quality creative cuisine the restaurant will serve as a symbol of the food cycle Use creative kitchen to demonstrate variety of meals possible with food available Awareness Success of the venture will draw increase awareness among consumers about the important issue of food waste Educate not only apprentices but also general public about the problem of waste food and individual solutions. Highlight the seasonality of food and effects of mass production Leaflets Hangouts Special events (fee applies) – i.e. cooking school or guest speakers Food Cycle creates awareness for natural food cycle by illustrating and demonstrating efficient use of food Schedule special events for practical learning about composting, food use, and harvesting

33 Impact - Dignity Employees Having a job would help these unemployed people to regain self- confidence as well as to re-enter the job market after leaving the restaurant (taking them away from the poverty-cycle) Volunteers Working to get the meal enhance the dignity instead of creating a sense of charity Customers: The setup and community aspect of the restaurant enables individuals from different social and educational backgrounds to interact in relaxed and friendly environment The other customers cant see who is paying the normal fee and who is paying the discounted one Student mentors Being taught by peers when the restaurant is closed creates a private environment for experience and information interchange from both sides Educates students about current social and economic issues Individuals can form a network of helpful contacts for their private as well as professional matters Apprentices Michelin-starred cook provides expertise and increases their self-confidence and employability

34 Outreach – Spreading Social Value Short term employment Initially restricted numbers of volunteers and staff (max. 8 people per day) Full time staff (9 people per day) Long term employment Form 3 chefs every 18 months Open a new restaurants in the next five years in order to provide new jobs Food waste reduction Initial target of sourcing 65% of the total consumption from food surplus Food waste reduction of 66.315,6 kilos per year Long term goal of maximizing this figure (80% in the next 5 years) Free meals served Initial target of 54 free meals per day Long term goal of increasing the number of meals (reduce the work hours from 2 to 1)

35 Sustainability - Financing Initial capital Estimation Decoration + kitchen (in Eur) 116.650,00 Refrigerated Van (in Eur)22.000,00 Utilities and rent (first 6 months) (in Eur)12.411,67 Total labour (first 6 months) (in Eur)190.997,00 Food cost (first 6 months) (in Eur)111.646,08 Total (in Eur)453.704,75 Starting capital composed by grants, private donations and founders capital Seek long term sustainability trying to minimize the impact of external funds on the total capital (1 year) Invest revenues in the restaurant to increase impact and outreach in order to increase both economic and social value


37 Scalability –Limitations and Consideration Limitations Community Gain understanding of other communities Create inviting environment for all three target groups (UY, students, paying customers) Employment Identifying and employing staff, particularly cook, that share social value and are committed to growing a community restaurant Fair distribution of volunteer positions Sourcing Food surplus an inconsistent and limited resource may reduce customer experience High fluctuation in type of products Ensure 100% reuse of supplies Increasing logistics costs Sourcing infrastructure creates difficult to replicate and expand Considerations for scaling up: Dissemination: The active promotion of ideas and information, assisting others to bring an innovation to their community. Program: an integrated set of actions that serve a specific purpose, often involves comprehensive guidelines to facilitate implementation Help potential social entrepreneurs replicate CAFÉ EDEN in their community Founding principles: general guidelines and values about how to serve a given purpose, sharing of a core philosophy. Branching: is the creation of local sites through one large organization Requires increasing degree of centralization, coordination and resources Organizational model: an overarching structure for mobilizing people and resources to serve a common purpose Demands greater financial resources May inhibit generosity of sourcing partners i.e. Marcabarna, Banco Alimentos

38 Theory of Change Provide job & training by transforming food surplus Problem of unemployment in Spain Large amount of food wasted Feed poor people & maintain dignity Regain self- confidence Re-enter the job market Raise awareness & reduce food waste

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