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The refilling model is expected to reduce the use of sachets by 80% - 100%. The business is also aiming to cover the district of Sampaloc in 2 to 3 years time, including a refillable container washing station established in the 2nd or 3rd year of the business.

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Through the informal survey performed by our team towards existing and conventional refilling stations, it was found that customers are willing to pay a 20-25% markup from the acquisitional cost. Even at this markup, Nature feel’s products would still be relatively more affordable and cost-effective than branded items on either a sachet option or larger quantities.

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To make sure that our revenue is higher than the costs, we  apply a 60% (or ₱15) mark up on our products. Despite our high mark up, sari-sari store owners could still earn more when partnering with us than when selling traditional sachets. Secondly, we must make sure that there is a steady expansion during the start of the 3rd year. Lastly, we must also assure consumer demand so that there would also be a steady demand from sari-sari store owners.

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Estimated Revenue and Costs (Naturefeel)

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a.) The project would be catered towards low-to-middle income classes which are the advent users of sachets. Hence, the use of sachets could ideally be reduced leading to a decrease of waste production. On the other hand, the refilling model is expected to follow the trickle down effect, wherein sari-sari stores would be buying certain products for a cheaper price leading to a cheaper price for the consumers.

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b.) A plausible negative effect is the increased carbon emissions. This is because half, if not most, of the sari-sari stores are often located in areas with smaller roads. Hence, it would be more ideal to have the supplies delivered via motor tricycles than via trucks or cars. Correspondingly, this could lead to more carbon emissions. The problem can be avoided by using foot-pedaled tricycles or electric tricycles (i.e. e-bikes).

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Additonal note(s)- Other metrics to consider: 

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Additonal note(s)- Other metrics to consider: 

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Internal
User /Customer focused
Funder focused
Stakeholder focused

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We have determined that the best approach towards the overwhelming use of single use plastics that contribute to garbage is to focus on trash minimization/prevention.

As such, we want to be specific and address the garbage produced by households from buying and consuming products such as shampoo, detergent, dishwashing liquid, and other similar products.

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Who will we serve?
- We will serve the sari-sari stores and the households in the community.

For whom are you creating value?
- We are creating value to (1) the customers by making the product more cost-saving than having them buy single-use sachet packs, and to (2) the environment by helping to reduce the amount of garbage produced.

Who are your most important customers?
- The most important customers are the sari-sari store owners and the households since they are the target customer and beneficiaries of the project. Moreover, their attitude and behavior towards refillable products would determine the status quo or result of our project.

What market would you like to tap in?
- The market that we would like to tap into is the niche retail market, particularly sari-sari stores that sell fast-moving consumer goods

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The reduction/prevention of the population from producing too much single use plastic trash.

In our project, these trash include soap and shampoo sachets and bottles and similar products.

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How is your customer currently solving the problem?
- The customers of this project, particularly the sari-sari store owners, could not solve the sachet problem if no alternatives is given to them. Currently, a small number of sari-sari stores with refillable products are built from scratch; however, existing store owners are still selling sachet products.

What are the alternative solutions to the problem?
- The alternative solution is for the sari-sari store to reduce the selling of sachet products; however, some households may not afford large volume products. Other solutions include waste recovery (waste-to-material technique) of sachets through transforming plastic waste into building blocks, school chairs, and other materials. Nonetheless, this would consume more energy as compared to waste prevention.

What is the competition?
- The competitors are the branded fast-moving consumer products produced by multinational companies. These products are easily accessible in convenience stores and groceries. As such, consumers would be attracted to buy sachets and may be hesitant to buy from refilling stations since refillable products are mostly generalized and not the brand they are accustomed to.

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Income, employment, and the pandemic are social and environmental changes taking place that can both increase and decrease the budget of households for consumable products such as soaps, shampoos, dishwashing liquid, fabric softener, and the like (which are products we aim to sell at the refilling stations).

In this project, since the sari-sari stores are the target customers, the technological change that may affect this project is the efficiency and mode of the transportation of the products.

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Integrity - The team should be implementing the operating activities properly, honestly, and ethically. Ethical business actions should be done even no other party is examining and investigating.
Cooperation/Teamwork - The team must cooperate and collaborate on initiating the social enterprise and raising the advocacies.
Responsibility - The team should be responsible for all stakeholders, including the consumers, households, and the community as a whole. This project would be accountable to make a small change in addressing environmental issues.

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The cost that our business consumes includes transportation and energy consumption generated from the delivery of products from suppliers to sari-sari stores. In addition, the scale of our business at the first stage merely provides limited refillable hygiene products to a certain location, this would minimize but not eliminate the plastic waste. Meanwhile, the refilling process requires water consumption to ensure the cleanliness of the containers.

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These key activities, which include the consumption of nonrenewables, do not consume a lot of resources. However, the consumption of resources would increase as the scale of the business increases. Lastly, hygiene products cannot be upcycled, recycled, or refurbished after consumption. While the containers of the hygiene products could be upcycled, recycled, or refurbished after consumption.

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Our business raises awareness about environmental issues and minimizes plastic consumption. Beneficiaries include sari-sari store owners, households, and the environment. The sari-sari store owners earn profit and sustain their business through the establishment of the refilling station. While households consume cost-efficient and eco-friendly products. Lastly, the whole community would benefit from a sustainable environment with less non-biodegradable waste. The beneficiaries of our business are likewise the potential customers. The development of environmental consciousness in the community and the reduction if not elimination of waste could be transformed into our value proposition. Our value proposition is to contribute to a zero waste management strategy through waste prevention, as well as to help the sari-sari store owners in establishing a sustainable business that provides sustainable and eco-friendly products.

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Business development manager: Li, Angeline

Operations manager: Arao, Joshua

Logistics manager: Santibanez, Bea

Financial manager: Zheng, Ning Ning

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Members majoring in chemical engineering
They ensure that the refillable hygiene products are competent as compared with the existing products in the market. Their joining of our team would likewise help in the establishment of our own brand of refillable hygiene products.

Members majoring in Computer Science
We would need members majoring in computer science in the later stage of our business. This is when we would establish a business-to-business platform that links our sari-sari store owners and the existing suppliers of refillable products.

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We hope to achieve a surplus of 6-digit in the first two to three years of the business, and 90% of the surplus will be reinvested. This includes investment in operation, technology, and research development. Reinvestment in operation would proportion of 60%, while technology and research development would proportion of 30%. The remaining 10% would be dividends for the team members. We will expand the target consumer by looking for more team members, seeking partnerships, and expanding inventory. Reinvestment of the surplus in operation, technological innovation, and research development would scale up our business and expand our service to more local areas.

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The proposed solution consists of encouraging sari-sari stores to implement the refilling model, in which an enterprise would be established to be the supplier of the mentioned sari-sari stores. Specifically, the enterprise would be offering hygiene and cleaning products, such as shampoos, soaps, detergents, and etc., which would be charged per the amount of product. In return, sari-sari stores would also charge the products by the amount bought.

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- The main drive for customers in this business is the cheaper price for the same amount of product. Another drive would be the concept of “community” that would bring forth inclusivity.
- Existing solutions involve refilling models implemented on individual shops or mini-supermarkets. Hence, it has been observed to give an image and vibe of exclusivity, which discourages low to middle income class to buy from these shops; income classes that are more often involved with sachets. To counter this, our proposed solution consists of refilling models established in micro vendors such as sari-sari stores. Another reason for implementing the refilling model in sari-sari stores is that it would evoke the concept of “community” that would encourage consumers to participate in the initiative.
- Through implementation of refilling models in sari-sari stores, refilling stations would not be branded off as expensive or “for the rich.” In addition, doing so would also provide cheaper products for the consumers.
- The 2 main benefits of the business model would be the prevention of waste production (i.e. sachets) and the trickle down effect of cheaper prices.
- Since the poor are more likely to focus on surviving everyday expenses, they are less likely to focus on the impact of their consumption on the environment. Hence, the cheaper price provided by the refilling model is the main marketing strategy to convince consumers to buy from the said sari-sari stores. A sub marketing strategy could include the positive impact on the environment and the concept of "community" that evokes inclusivity.

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Types of resources:

Physical - supply of the products, delivery vehicles, refilling containers

Intellectual (brands,patents,copyright,data) - MOA/contracts with the LGUs and sari-sari store owners

Human - office staff and delivery workers, supplier of the products, and sari-sari store owners

Financial - funds for the necessary supplies, equipment, and furniture.

The mission-critical activities the group must pursue includes the persuasion of sari-sari store owners to convert from the traditional sachet system to the refilling model. Another mission-critical activity the business must pursue is changing the consumer behavior about sachets.

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Refilling stations - Through implementing the sari-sari store refilling stations, the business is advocating accountability as consumers are being held accountable for environmental harm brought by consuming sachet goods.

Refillable containers washing station - Through establishing a washing station, consumers would be given more convenience in participating in the initiative that promotes consumer loyalty that induces discipline.

Network platforms - Through partnering with LGUs and evoking the concept of “community”, the business would be able to change the consumer behavior that would induce cooperation and teamwork.

Supply chain - Ensuring suppliers that provide affordable prices without the sacrifice of quality product is important to be able to provide sari-sari store owners with sellable products which would ensure revenue streams.

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Internal - Partnership and 6 core members

Customer - target location would be the whole metro manila

Funders - profitability and financial sustainability since the funders are the owners of the business

Stakeholder - corporate social responsibility

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With the spirit of proper problem solving, the solution we offer aims to tackle the problem at its root. For years we have tried all manners of waste retrieval and recycling initiatives and its not as if those solutions are not doing anything, it simply can't keep up. The rate to which country's tend to post-process or recycle waste greatly lags behind the rate to which we produce waste. Thus, it is under this notion that our solution focuses on. By focusing on reducing waste generation we are able to greatly impact the decade long waste problem in the Philippines.

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Over the design of the enterprise, there are a number of key factors that will be playing pivotal roles in order to reach our goals namely; Manufacturing(supplier), Distributor and marketing, and micro refilling stations.

Manufacturing (supplier)

The supply side of the enterprise would be responsible for the manufacturing of products which will include an in-depth relationship with our enterprise in terms of quality control, and logistical operations. Among the possible suppliers which our enterprise will be partnering with would be Top Bright, the company manufactures cleaning and hygiene products at bulk which is greatly ideal to how Nature Feel would be working.

Distributor and marketing

This step is where most of our efforts will be poured into. Our marketing strategies will be under two approaches. First, will be for the marketing of our products under the premise of greater savings, environmental protection, and quality products. In addition, we would also be partnering with LGUs to promote the initiative as a community project. This is because promoting the initiative as a community project would evoke the concept of community in which encourages consumers to be more willing in participating. Second, would be for the sari sari stores which will be Naturefeel's community partners, to whom we will be encouraged to adapt a micro-refilling station under the benefits of wider profit margins, flexible payment schemes and an entrepreneurial community.

Refilling stations

As mentioned earlier, Nature feel would be selling our items through sari-sari stores as it would allow us to properly gauge our target communities under varying demographics. By adapting Naturefeel's micro refilling stations, we're not just only helping the environment but we're also helping households to save on everyday household items and increase the profit experienced by micro enterprises.

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Naturefeel would be utilizing two different and separate approaches in reaching our target customers and target partners (sari-sari stores). For customer relationships and marketing, social media would play a pivotal role in marketing Naturefeel’s products and enticing the customers to use the services and products our enterprise offers. The main office will also be participating in micro-bazaars that can be found in Malls or groceries to not only introduce our products but offer them as well. On the other hand, to reach our target community partners, Naturefeel would also be utilizing social media but will also be doing a store-to-store introduction within target communities that Naturefeel would be operating in. We would also be utilizing our partnership with the LGUs.

What to expect?

Under Naturefeel’s products and services, we aim to maintain a close relationship with our customers and also feature customer feedback through social media postings and publications which will be targeting individual households and/or businesses that use our products and services.

Integration

At the core of our business lies the relationship we will be maintaining with our customers and our community partners. It is through their subscription which would allow us to further expand our enterprise and create bigger opportunities for the enterprise in moving towards the goal of the company.

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The enterprise at its structure has both features that fall under a cost and value driven enterprise structure. For one, the products we aim to deliver will be focusing on helping households to save through a more affordable alternative to cleaning and hygiene products while it also touches on value-driven opportunities as it would allow Naturefeel to progress as a sustainable and nation-wide business.

Among the costs of the company would be under the acquisition of products, logistical operations, marketing and shouldered investing and payment schemes offered by Naturefeel. Firstly, the acquisition of products would be at around PHP 75,000 which will be enough to cover 200 micro-refilling stations and top-ups of products in a month. Second, would be PHP 20,000 to cover for the logistical operations, rent (with utilities) and services towards partner communities and marketing initiatives of Naturefeel. There will also be a PHP 130,000 to cover for the financial payment schemes of the enterprise (i.e. consignment of refilling dispenser).

At a simulated and surveyed cost to profit structure, Nature feel holds a 60% mark-up with the products and services Naturefeel has to offer. To which will be used to further expand and maintain the services offered by the enterprise.

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We will reach our customers individually in face to face setting, only by which we could know their needs, desires, and feedbacks on our service. In the first stage, we will distribute and sell the products personally given a relatively small amount of customers during start up. If we accumulate a number of customers, we would partner with logistic companies to ensure the quality of distribution and sales. For a more efficient communication, we plan to establish a business-to-business platform in the third stage of our growth pattern to link the store owners and suppliers. We would ensure the sustainability of these channels through partnership with organizations and enterprises, as well as invitation of core team members that specialize on their respective field to contribute on this project.