TERM PAPER

BUS 321
Principles of Entrepreneurship

GREENLEAF ORGANIC MANURE COMPANY BANGLADESH

Country’s first 100% organic fertilizer company.

Submitted By – Group E

Nazmus Sakib ID:18204012

Md:Abir Ahmed ID: 18304018

MULINDWA RDWARD ID: 21104071

Tanrima Karim ID: 19104093

Ehsan elahi robin ID: 16204095

Section: 02
BRAC Business School
Spring 2023

Submitted To
Ahmed Abir Choudhury
Lecturer, BRAC Business School
Date of Submission: 15.04.2023
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Contribution table

NAME ID CONTRIBUTION
1. Executive summary
MULINDWA 21104071 2. The prototype
EDWARD 3. The opportunity gap Section 2, 3, 4 & 5 Blue Ocean model
4. Solutions for the challenges
5. Financial projection
6. Assumptions sheets
7. The sensitivity analysis
8. Part of prom income statement

Tanrima Karim 19104093 Section1 (organizational Feasibility, Team Domain)

Section2 (Risks & challenges faced by the startup)

Section3 (Pricing, Funding)

Ehsan Elahi robin 16204095 section1: business description, history, mission, vision statement,
location.

Section 2: marketing mix of the product and service, key marketing

strategies different products (Ansoff’s matrix)

Section 4: current and future strategies for startup growth with challenges
(internal and external)

Section 5: overall schedule (GANTT chart)

Nazmus Sakib 18204012 Section:1(Mission,Vision,Tagline,Organogram,Competitive Analysis)

Section:2 (Blue Ocean Strategy (new industry as opposed to competitors)

Section:3(Ratio Analysis, BEP)

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Md.Abir Ahmed 18304018 Section 1: survey questionnaire for Feasibility and Industrial Feasibility
(Market and industry domain

Section 2: Promotional Activities (Market segmentation, Target Market

and Positioning Strategies -with time and execution.

Section 4: Establishing strong ethical culture, Founder’s agreement,

Avoiding legal disputes, Business license and permit.

# Slides for presentation.

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Executive Summary
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Contents
Company Profile:.........................................................................................................................7
The summary of the green leaf organic manure business idea....................................................8
The prototype and user flow of our business idea...........................................................................9
User flow and the revenue model..............................................................................................11
Feasibility Analysis of our company:............................................................................................13
Product Feasibility:....................................................................................................................13
Market Domain (Macro level)................................................................................................18
Industrial domain (Macro level)................................................................................................19
Organizational Feasibility..........................................................................................................22
Competitive Analysis:...................................................................................................................23
Risk & challenges faced by the Startup.........................................................................................25
BUSINESS MODEL CANVAS (9 BUILDING MODEL)...........................................................27
Detailed blue ocean model.............................................................................................................27
Solutions to the challenges using blue ocean model.................................................................31
Blue Ocean strategy for creation of new industry as opposed to competing existing industry.....32
Key marketing strategy (Ansoff’s matrix).....................................................................................40
Promotional activities....................................................................................................................41
Target market.................................................................................................................................43
Detailed Positioning strategies:.....................................................................................................43
Proma income statement................................................................................................................45
The financial projection for the expanded first year in months and the two years........................46
The pricing.....................................................................................................................................48
Funding Sources............................................................................................................................49
Current and future strategies for startup growth............................................................................50
Ethical culture................................................................................................................................51
Founder Agreement for Greenleaf Organic Manure Company.................................................52
Business license and permit:......................................................................................................58
Internal growth(future)..................................................................................................................59
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Appendix........................................................................................................................................60
References......................................................................................................................................62
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Company Profile:

Background of Greenleaf Organic Manure:

Dhaka city is widely known for its population in the whole world. According to Macrotrends, in
2022, the population was 23.5 million. This huge population produces a gargantuan amount of
waste. Those wastes can be biodegradable, hazardous, organic etc. According to the daily star,
"about 5,000 tons of waste is being generated in Dhaka city every day." Just half of the sum is
correctly collected and disposed of, with the remaining half being untreated. Apart from that, an
enormous number of cattle farms have been raised in the last couple of years around Dhaka.
According to Zeenat Sultana, a deputy director of DLS, there are 4,619 livestock farms in the
district. That is why, we came up with this startup business idea. “Greenleaf organic manure
enterprise” which is mainly an environmental and social service of collecting biodegradable
waste and turning those into manure. This startup is an idea of five members, who wants to keep
this city clean as well as serving the group of people who work hard to feed us, the farmers.
There are teams created for collecting garbage around Dhaka. Our vision is to create a properly
maintained cycle of turning biodegradable waste and organic waste into manure and providing
them to the farmers in the far villages of our country while giving a healthy environment for the
people of Dhaka by an accurate waste management system.

Mission: Our mission is to promote sustainability and environmental responsibility by turning

biodegradable waste into organic fertilizers for local farmers, while providing a healthy and
clean environment for the people of Dhaka through effective waste management practices.
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Vision: Transforming waste into a valuable resource by creating a closed-loop system that
produces organic fertilizers for local farmers and promotes environmental sustainability in
Dhaka city, ultimately leading to a healthier and more prosperous society.

Location: We will run this enterprise physically through retail stores ,warehouses and
production facility.However, orders shall be collected using virtual platforms such as mobile
app which will have web version as well .The retail stores will play the role of key suppliers
from where the logistic company will collect manures and supply to the end users.The
warehouse will be used for the collection of wastes which will be shifted to production unit
adjacent to the warehouse for further processing.For performing official works and order
processing the retail shop will be used as Head Office.

Organogram:

Head of
Operations&Productions

Mulindwa Edward

Head of Finance

Tanrima Karim

Head of Head of IT
Head of HR
Marketing&Sales

Ehsan Elahi Robin Abir Ahmed Nazmus Sakib

The summary of the green leaf organic manure business idea.

The opportunity gap for our business idea is cleaning the environment and keeping it from poor
waste disposal, in addition, providing farmers with the organic manure for their crops. The
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support from the government and donors, the availability of farmers who want organic manure
for their land with no side effects are our opportunities for our business idea. The window
opportunity is very favorable to our business idea that is to say, in terms of attractiveness, our
business idea is attractive to the Dhaka society and the government. Timely, at this time where
Dhaka is ranked to be number one polluted city in the world, we think it is a right time for our
business idea to be considered to give Dhaka another image to the rest of the world. Durability,
since our business is intended to clean up the environment and providing the organic fraternizers,
we believe farming and clean environment will never ne temporary and this gives us confidence
to say that our business idea will take on long growth in the long run. The anchored in a product
for additional value, our business idea provided additional value to the customers that is to say
the farmers are getting purely organic fertilizers from our company and in addition, Dhaka city
will be clean from poor waste disposal.

The prototype and user flow of our business idea.

Greenleaf organic manure company is a social enterprise which aims at causing a clean health
impact to the people of Dhaka and the nearest areas, in this section we would such as to show
and explain the process of our company. In the first place, meetings will be held by our
executives with the community people to sensitize them about the dangers of poor waste disposal
and they will be advised on how this garbage can be disposed of, at this time, they will be
provided with garbage collection bins and indicate the places of disposal. The next step will be
our workers going to those areas where garbage is dumped and in people’s homes to collect the
garbage with the trucks and some tools. This garbage will be deposited at the company premises
and it will be sorted out by the same workers, in doing so, the non-decomposed materials such as
polyethene bags, tins, plastic bottles and metals will be sorted out. While doing so, our workers
will be provided with protective gear such as gumboots, gloves among others in addition to the
elements. Then the sorted decomposed garbage is placed into the decomposition machine for the
regulated time, from there, it will be processed into manure using the advanced technology
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(manure handling polythene equipment), at this stage, we will have a pure organic manure from
the decomposed garbage and it will be well packaged by machines and workers in three
measures that is to say 25kg, 50 kg and 100 kg. This final product will be sold to already
sensitized farmers at a low price and all forms of payment will be allowed such as credit card,
cash, installment among others. The revenue from the selling of this manure will be used to pay
off the workers their salary and wages and managing the company hence the continuance of the
circular process. The separated plastic bottles are used to make plant seedlings using the same
manure manufactured for example the jackfruit seedlings, mango, padd among others. There are
given as the bonuses to the farmers who buy manure from the company. In doing so, the
company not only clean the environment but also increasing the oxygen generation in the
atmosphere by encouraging tree plantation in the city hence making Dhaka a green city. Due to
the fact that this is a social enterprise whereby we are trying to cause a positive social impact to
the society by cleaning the environment through collecting garbage, we expect the support from
the government, donors and NGOs to give a hand and with that additional support, it will help
the company to grow and this will enable us to extend the impact to others parts of the country.
To make it easy for the donors, individuals, an App (GREEN LEAF) is created with all the
information regarding the company and to access all services as is instructed in the chart below.
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User flow and the revenue model.

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In the process of creating a high-fidelity prototype of our product, we incurred the following
high-fidelity budget.

No. item quantity price (tk) amount (tk)

1 Research 50000

2 internet cost 20000

3 website launching 15000

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4 electricity 50000

5 license cost 50000

6 labor 15 42000 630000

7 material cost 1117200

8 mockups and sketching design 40000

9 bench model prototyping testing 35000

10 App development and launching 1 100000

total 2022200

Feasibility Analysis of our company:

Product Feasibility:
Research Methodology: For performing the feasibility of the product that is organic manure
made from non-biodegradable wastes, a survey has been conducted among the farmers who are
our target customers from different locations of Dhaka, Chattogram, Rajshahi, Sirajganj.
Initially, for identifying the opportunities such as use of organic fertilizers as efficient substitute
to chemical fertilizers secondary research has been conducted for which websites of chemical
fertilizers companies have been analyzed. It was also essential to go through the existing state of
the art technologies fertilizers companies have been using to produce fertilizer. Thus, for
identifying a cost-effective method of producing manure information have been gathered from
secondary research. Also, the team has reached out to the target customers as a part of primary
data collection through phone call interview and in-person interview.
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Survey Questionnaires: Survey questionnaires have been designed to analyze the need of manure
farmers are likely to use. Also, the survey intended to come out with flexible pricing for the
farmers.

1. How familiar are you with organic fertilizers?

a) Very familiar

b) Somewhat familiar

c) Not at all familiar

2. How important is it to you to use organic fertilizers in your farming practices?

a) Very important

b) Somewhat important

c) Not important

3. Have you ever used organic fertilizers in your farming practices before?

a) Yes

b) No

4. If yes, which organic fertilizer have you used?

a) Compost

b) Green leaf organic manure

c) Vermicompost

d) Others (Please specify)

5. How satisfied were you with the organic fertilizer you used?
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a) Very satisfied

b) Somewhat satisfied

c) Not satisfied

6.Would you be interested in trying Green Leaf Organic Manure?

a) Yes

b) No

7.If yes, why would you be interested in trying Green Leaf Organic Manure?

a) Quality

b) Price

c) Availability

d) Brand reputation

e) Others (Please specify)

8.What concerns do you have about used organic fertilizers?

a) Effectiveness

b) Price

c) Availability

d) Lack of knowledge on usage

e) Others (Please specify)

9. Would you be willing to pay a premium for organic fertilizers over conventional fertilizers?
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a) Yes

b) No

10.How often do you purchase fertilizers for your farming practices?

a) Monthly

b) Quarterly

c) Bi-annually

d) Annually

11.In which region of Bangladesh do you farm?

a) Dhaka

b) Chittagong

c) Khulna

d) Rajshahi

e) Other (Please specify)

12.What is the size of your farm?

a) Small (less than 2 acres)

b) Medium (2 to 10 acres)

c) Large (more than 10 acres)

13. Do you have any suggestions for Green Leaf Organic Manure to improve its product or
services?
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Findings from the survey:

Firstly, Bangladesh is an agriculture-based country with a significant percentage of the

population engaged in farming activities. As a result, from our survey it is evident that the
demand for organic fertilizers is high, and the Greenleaf organic manure company's product can
cater to this demand. However, the respondents have opined that they are likely to use manure
from Greenleaf if those are capable of being preserved for a long time along with a price range of
250-350 bdt/kg.

Secondly, the company's approach of sensitizing the community about the dangers of poor waste
disposal and providing them with garbage collection bins is commendable. It addresses a
pressing issue in Bangladesh, where improper waste management is a significant challenge.

Thirdly, the company's use of advanced technology for manure processing and packaging of the
final product indicates a commitment to quality and consistency. This can be a competitive
advantage in the market.

However, there may be some challenges in implementing the product in Bangladesh. For
instance, the cost of raw materials for the production of organic manure may be high, making it
difficult to maintain a low price point for the product. Additionally, convincing farmers to switch
to organic fertilizers may be a challenge, as many of them may be accustomed to using chemical
fertilizers.

Overall, the feasibility of the Greenleaf organic manure company's product in the Bangladesh
market is promising, considering the growing demand for organic fertilizers and the company's
efforts to address the issue of poor waste management. With proper implementation and support
from relevant stakeholders, the company can have a positive impact on the environment and the
agricultural sector in Bangladesh.
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Market Domain (Macro level)

Market Attractiveness:

1. Growing demand for organic products: It is a rising demand for organic food products in
Bangladesh, creating a potential market for Greenleaf organic manure as an organic fertilizer.

2.Sustainable agriculture practices: The use of Greenleaf organic manure promotes sustainable
agriculture practices, which is becoming increasingly important in Bangladesh due to
environmental degradation and soil health problems.

3.Health benefits: Greenleaf organic manure is a natural and organic fertilizer that does not
contain harmful chemicals, making it a safer option for farmers and consumers.

4.Higher crop yield: The nutrients in Greenleaf organic manure can improve soil fertility, leading
to higher crop yields and profitability for farmers.

5.Brand differentiation: Greenleaf organic manure can differentiate itself from traditional
chemical fertilizers, giving it an edge in the market with its focus on sustainability,
environmental friendliness, and health benefits.

From the above discussion and survey report, we can see, our green leaf organic manure
company has a big public demand. To growth in both economically and agriculturally, we can
provide our consumers best product with best service.

Sector Market Benefits & Attractiveness: (Micro level)

I. Sustainable agriculture practices: The use of chemical fertilizers and pesticides has led to
environmental degradation and soil health problems in Bangladesh. The use of Greenleaf organic
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manure promotes sustainable agriculture practices, as it is a natural and organic fertilizer that
helps improve soil health and increase crop yield.

II. Health benefits: The use of chemical fertilizers can result in residual chemicals in food
products, which can be harmful to human health. On the other hand, Greenleaf organic manure is
a natural and organic fertilizer that does not have any harmful chemicals, making it a safer option
for farmers and consumers.

III. Higher crop yield: Greenleaf organic manure is rich in nutrients that are essential for
plant growth, and it can improve soil fertility, leading to higher crop yields. This can lead to
higher profitability for farmers and can help meet the growing demand for food products in
Bangladesh.

IV. Brand differentiation: Greenleaf organic manure is a unique product that can differentiate
itself from traditional chemical fertilizers, giving it an edge in the market. The brand can stand
out with its focus on sustainability, environmental friendliness, and health benefits.

V. Supply chain infrastructure: Bangladesh has a well-established agriculture supply chain

network, which Greenleaf can leverage to distribute its products to farmers.

Well, all the elective points are already discussed. Yet, one most important thing we should take
in focus that the demand supply chain is must important task to get the actual result of our
products.

Industrial domain (Macro level)

The Industrial attractiveness:

 Market demand: The demand for organic fertilizers in Bangladesh is still in its early
stages, creating potential for Greenleaf to capture a share of the market.

 Competitive landscape: The competition in the organic fertilizer market in Bangladesh is

still limited, which can provide an opportunity for Greenleaf to establish itself in the market.
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 Regulatory environment: The Bangladesh government has taken initiatives to promote

organic farming practices, creating a favorable regulatory environment for Greenleaf's organic
manure.

 Growing demand for organic products: There is a growing demand for organic food
products in Bangladesh, which has led to an increase in organic farming practices. As organic
farming requires the use of organic fertilizers, Greenleaf organic manure can cater to this
demand and tap into a market that is expected to grow in the future.

To enrich our industry in all the aspects we need to aware the people. Especially the common
people the farmers. From the survey report we see that, most of the people know about organic
fertilizer but not know about our green leaf product as well as how to use it.so enhancing the
industry we should aware people.

Sustainability: (Micro level)

 Organic and natural: Greenleaf organic manure is made from natural and organic
materials, such as cow dung, plant residues, and compost. It is free from synthetic chemicals and
does not harm the environment.

 Soil health: Greenleaf organic manure improves soil health by increasing organic matter
content and soil fertility, leading to better water retention and soil structure.

 Reduced carbon footprint: As a natural and organic product, Greenleaf organic manure
has a lower carbon footprint than synthetic fertilizers, which are made from fossil fuels and
contribute to greenhouse gas emissions.

 Water conservation: Greenleaf organic manure helps to conserve water by improving soil
structure and water-holding capacity, reducing the amount of water required for irrigation.

 Circular economy: Greenleaf organic manure is produced from organic waste materials
that would otherwise be discarded, promoting a circular economy by converting waste into a
valuable resource for agriculture.
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 Environmental awareness: There is an increasing awareness of environmental issues in

Bangladesh, which is leading to a shift towards sustainable and organic agriculture practices.
Greenleaf organic manure can benefit from this trend and become an attractive option for
farmers who want to adopt sustainable practices.

From all sides, our product is sustainable. we just need to use these sustainability impactfully.

Team Domain

Mission, Aspirations, Propensity for Risk

The intention or drive behind the manure is to make a difference for the environment, especially
for mother nature, which is being severely harmed by these wastes. We are prepared to accept
any kind of risk in order to accomplish our objectives and carry out the purpose and vision of the
company. The expansion of the company will maintain the clean and hygienic surroundings.

Ability to execute on Critical Success Factors

The production of manure with organic components of extremely high quality and maintaining
price competitiveness in the absence of field workers with formal training are essential for the
business's success. All processes must also be easy-going, environmentally friendly, and
customer-friendly. Raw materials are readily available, and we have personnel to maintain the
supply chain, so we can implement the crucial success components.

Connectedness up, Down, Value Chain

The relationships we form at work are the focus of this domain. It might involve one of our
partners or clients. Building a strong network is essential for company. One of our important
features is developing relationships or trust with our partners and clients. We offer a ranking
system for our products along with customer feedback in order to create strong relationships.
Also, waste suppliers are all around us because they originate from livestock owners and garbage
collectors.
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Organizational Feasibility
VRIO Framework

The primary components of an organizational feasibility analysis are resources and capabilities.
The VRIO framework is frequently used by business owners to assess organizational viability of
new ventures or start-ups in order to get a sustainable competitive edge.

There are other categories of questions in the VRIO Framework, including value, rarity,
imitability, and organizations last but not least. Having the first question validated prompts the
business idea to consider the second question.

Features Valuable Rare Imitable Organized

Environment Yes Competitive

friendly parity
Product

Special Yes Yes Temporary

manufacturing competitive
technique advantage

Distinctive Yes Yes Yes Unused

wastes competitive
advantage

Forceful Yes Yes Yes Yes Long-term

managerial competitive
team advantage

Unique waste Materials:

Environment friendly Product: In addition to supplying a distinctive and environmentally beneficial

fertilizer product, the Greenleaf organic manure business adds value for its customers by fostering a clean
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and healthy environment. Farmers and gardeners might also find a cost-effective option by using waste
products like animal dung.
Special manufacturing technique: The company benefits from a competitive edge because it provides a
distinctive product that isn't already on the market. Cattle dung and other waste products are used in the
production process to create a valuable and uncommon resource.
Distinctive wastes: The technique of making the identical product could be difficult to recreate, even
though the basic components for the manure may be readily available. It is challenging for rivals to
replicate the precise product due to the unique blend of waste materials, production techniques, and
skilled labor. The business can also secure patents or trade secret protection for its intellectual property.
Forceful managerial team: By assembling a strong management team with experience in the fertilizer
sector, putting in place efficient production procedures, and cultivating partnerships with suppliers and
customers, the Greenleaf organic manure business may take use of its organizational strengths. These
organizational aspects can aid the company in scaling up production and distribution effectively, boosting
its competitive edge.

Competitive Analysis:
Direct Competitors: The direct competitors of Greenleaf organic manure enterprise may include
other manure production houses, chemical fertilizer companies, compositing farmers, livestock
farmers agricultural supply stores.

ACI fertilizer: In Bangladesh, the fertilizer industry is highly dominated by ACI fertilizers. The
company produces a wide range of fertilizers, including urea, TSP, MOP, DAP, and NPK
fertilizers. Moreover, (Ali, 2022) states that ACI plans to bring a new waste management
technology named Eco-Digester which will be used to produce bio fertilizer. Using a specific
type of bacteria, the Eco Digester can process any decomposable waste in just 24 hours. It is
possible to produce 5-10 tons of organic fertilizer a day with this industrial grade machine.

Rangpur Foundry Ltd: Rangpur Foundry is a private sector company that produces a range of
fertilizers, including organic and biofertilizers. The company has a production capacity of 25,000
metric tons per year. Rangpur Foundry Limited produces a variety of organic and biofertilizers
that are designed to promote healthy plant growth and increase crop yields. Some of the
company's most popular products include RFL Biofertilizer, RFL Granulated Organic Fertilizer
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Indirect Competitors: In this case, since the finished products of our enterprise are biodegradable
and organic fertilizers so there is possibility that due to the uprise of technological advancement
once people are acknowledged about producing fertilizers by their own, they will less likely to be
dependent on any other enterprises. Hence, livestock farmers, agricultural supply stores with the
alternative of organic and chemical fertilizers, chemical fertilizer companies with altered state of
art technologies and international importers can be indirect players in this industry.

Livestock farmers: Farmers who keep livestock may also produce their own manure, which they
can use on their own crops or sell to other farmers. (BSS, 2018) claims that farmers from
Rajshahi have started becoming self-reliant by composting vermi-compost where farmers such as
Raihan have sold 2100 kilograms of vermi-compost worth 27,300 in a month.

Agricultural supply stores: These stores may sell a variety of fertilizers, including organic and
synthetic options.Garden.com.bd an online based agricultural product supplier is now providing
the target market consumers with organic fertilizers where they are focusing on the use of ready
to plant soils such as Coco Peat, Coco Dust, Perlite, Vermiculite, and Sphagnum Moss are
available as soil alternatives.

Future Competitors:

Waste Concern: An organization called Waste Concern started a community-based composting

project in 1995 to promote the concept of the ‘4 Rs’ – reduce, reuse, recycle and recover waste –
in urban areas. The flexibility of Waste Concern’s composting model is such that it can be
adapted to any situation both in urban and rural areas. Moreover, it can be implemented in slum
areas. It can be implemented on a small scale, medium scale, or large scale. The small scale
model allows for 3 tons of organic waste to be processed daily, while the medium scale model
permits processing 3 to 10 tons of organic waste per day. More than 11 tons of organic waste can
be processed daily using the large-scale model. (Models, n.d.)

Competitive Analysis Grid:

Criteria Greenleaf ACI RFL Livestock Farmers Garden.com Waste Concern

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Quality 8 9 7 6 5 4

Pricing 9 8 7 9 3 5

Place 8 7 6 2 4 5

Promotion 7 8 9 5 6 4

Positionin 8 7 6 2 5 9
g

Reputation 2 9 8 1 5 7

Partnershi 5 8 9 3 4 6
p

Risk & challenges faced by the Startup

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Non-trained Workers: Since we are a brand-new company in the market with no existing rivals,
the employees we hire have no prior knowledge of the collecting and manufacture of our
manure. We faced a significant obstacle when we first started out.

Maintain low price of the product against the production cost: Prior to manufacturing the
manure, there is a lengthy procedure of collecting rubbish, sorting out the non-decomposed
materials, and finally disposing of the garbage. If the price of the product is too low, the lengthy
process of collecting and production costs will not be adequately compensated. One of the
biggest risks for "Green Leaf Organic Manure" is that it will continue to sell its products at low
prices compared to the cost of manufacturing and other expenses.

Persuading Farmers to use Organic Fertilizer: We discovered through the survey that the
majority of farmers use chemical fertilizer. Also, a lot of them are accustomed to spreading the
manure they frequently use. This makes it difficult for us to convince them to switch their
manure overnight.

Inferior quality of raw materials: When talking about low-quality products, security is one of
the most important concerns. The most obvious cause of a genuine risk to the consumer is a
product or component that fails in its intended function. A reputation for being in need can hurt a
company's sales. Depending on the industry, sales may also suffer if the products look to be of
inferior quality. Retail buyers and the general public, for instance, are frequently able to identify
low quality rapidly in consumer situations. Moreover, poorly packaged components present a
risk to capital investment, especially if they fail during assembly and other processes.

Supply chain In-efficiency: The maintenance of an efficient, effective supply chain might be an
ongoing challenge for "Green Leaf Organic Manure". Supply networks are inherently
complicated and face numerous problems and difficulties along the way. Particularly in unusual
circumstances, the supply chain visibility is limited or there is insufficient data tracking.
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Key Partners Key Activities Value Propositions Customer Relationships

Customer Segments
Research and High performance co- creation Farmers
Bkash development. Low price personal assistance Non-government
Brac organization Website and app Speed delivery dedication organization
Farmers creation excellent customer
Banks Problem solving service

Key Resources Channels

7 stores Delivery truck
5 delivery trucks Partners (Brac
Specialists organization)
Engineers Employees
Stores

Cost Structure Revenue Streams

Marketing costs Usage fee
Research and development costs Ad fee from website and app
App and website management costs Donations
Delivery truck service costs
Store costs

BUSINESS MODEL CANVAS (9 BUILDING MODEL)

Detailed blue ocean model

Customer segment.

Our business is targeting the farmers in Dhaka and outside the city. Since our business is dealing
with manure production which is in agriculture industry, farmers have been sported out as the
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main target customers of our organic product. According to the survey we made, it shows that
our segment is large enough to be pursued and many farmers who entrust the organic products
are willing to buy our product. The farmers comes from Gulshan, bonani, Chittagong Rajshahi
Khulna, Barisal, Rajshahi, Sylhet, Nobabganj,Sirajgonj, Pabna, Barishal, Manipur and the farms
which are far from the city. In addition, our business also attempts to make tree seedlings, for
this the target customers are the non government organisations that seeks to improve the
environment through tree plantation and the people at large.

Value proposition

Being the fact that our business is intended to clean the society that is to say improving sanitation
through proper garbage management, this marks the reason as to why our customers are willing
to buy our product at even a small price in return to support the society back. The uniqueness of
our manure being the fact that it is organic without dangerous chemicals to the soil organisms
has made us to be at the advantage of high performance over our competitors who sell non
organic manure and with this, farmers are willing to buy from us instead of our competitors.
Different stores in and around Dhaka has made it possible to speed delivery of our products to
the customers and this has ranked us to the nearest position over our competitors.

Channels

Through direct selling, our customers will be reached, through using our employees, our
customers will be reached and the products will be delivered to them, in addition of the delivery
truck, our customers who are very far from the city will be reached using our delivery truck.
With the big opportunity of the green leaf app, our customers can reach to us using that app and
they can also get all the necessary information using that app for example online order, customer
service among others. The partnership with brac organisation is also one of the channels we are
using to reach our valuable customers.

Customer relationships
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We get our customers from the community from where we collect the garbage for example
Gulshan, bonani among others, using our websites and adverts, we get other customers who are
far from where we operate after getting them, the attaining them is our next step, through
personalization, personal assassinate, co-creation, customers service using our app, we are able
to attain them, in fact, we also engage in farming with them so as we get to know the challenges
they face and after advise is provided to them using our technical team, this has helped us to
grow our customers as they receive information at the same time helping them to archive their
goals as farmers.

Revenue Streams

Since this is a social enterprise, its major emphasis is on causing the social impact in the
community of Dhaka, the county and the world at large, however since the process involves
costs, the business collects a small usage fee from the farmers and the non government
organisation for using the organic manure and the seedlings respectively, that is to say, 1kg of
our product is sold at tk.250 and tk. 5 for the seedling. For every fee for the product, revenue
constitutes only 20%. Currently our customers are paying tk.250 per kg and tk. 5 per tree
seedling and they are paying using hard cash and online payment that is to say bkash, those who
buy in large quantities are allowed to pay in installments.

Key resources

The availability of the delivery truck and the stores physical resource, this has contributed to the
value proposition through fast delivery of the products, for example, the business has 5 delivery
track and 7 stores around Dhaka. The skilled employees we are using for the whole process that s
to say, our business consist of engineers who work on production machines , trucks, the
agricultural specialists who critically analyses the product and the advanced machines used for
manure processing have acted well in form of intellectual and technological resource of our
business as well as human resource. The donation from different organisation and the
government itself has greatly contributed the financial assistance and in this case the financial
resource is also catered for.
Page 30 of 64

Key activities

Research and development are one of the activities our business does since it deals with
biological nature, in this case much research has been done by the specialists so as to deliver the
quality product. Problem solving is the major activity carried out by the green leaf company as
its main goal is to cause social impact through proper waste disposal and providing organic
sustainable manure the farmers. Since this is a technological error, the app creation activity has
been carried out and it is named green leaf app from the google play store. Marketing actives
though our websites and the app and through the partnership of brac organisation has also been
carried out and it is effective.

Key partners

Our business has made a strong partnership with different parties that is to say, the business is in
partnership with bkash since some farmers are paying via bkash, the strategic alliance with brac
organisation who is a non competitor, this organisation is contributing in marketing due to its
strong brand name in the minds of almost every farmer in Bangladesh. The buyer-seller
relationship partnership is also one of the core partnership our business has in the industry so as
there is a proper reliable source of supply of the products. To make this clear, famers after
harvesting their products our company in collaboration with brac organisation get the market for
their products and in return they buy our products too.

Cost structure.

Our business incur different costs in the process that is to say, the semi-variable costs include the
research and development costs, marketing costs and manufacturing cost, semi- fixed costs
namely the website and the app cost, the fixed costs include, the store rent, delivery truck
service costs, the variable costs include the packaging costs, the product production cost which is
cost driven The business is enjoying the economies of scale due to increased demand by the
farmers, that is to say, this increases the production scale and it reduces the cost for example
Page 31 of 64

store costs, marketing costs, research and development. All those costs contribute 80% of the
price charged on the product.

Solutions to the challenges using blue ocean model

Non-trained Workers, Provision of comprehensive training for new employees on the collection
and manufacturing process of Green Leaf Organic Manure. Partner with local universities or
technical schools to develop a training program for new employees. Additionally, offer ongoing
training and development opportunities to ensure that employees have the necessary skills and
knowledge to perform their jobs effectively.

Maintain low price of the product against the production cost, Optimization of the production
process to reduce the time and cost of collecting rubbish, sorting out non-decomposed materials,
and disposing of garbage. This can be done by investing in better equipment, leveraging
technology to streamline the process, and partnering with local waste management companies to
acquire raw materials at lower costs. Additionally, considering diversifying revenue streams by
offering related products or services such as composting workshops or consulting services for
organic farming.

Persuading Farmers to use Organic Fertilizer, launching a comprehensive marketing campaign to

educate farmers on the benefits of using organic fertilizer, such as improved soil health and
reduced environmental impact. Partner with local NGOs, agricultural extension services, and
farmer cooperatives to reach a wider audience and build trust with potential customers. Offer
free trials or samples to encourage farmers to try the product, and provide ongoing support and
guidance on how to use the product effectively.

Inferior quality of raw materials, establish strict quality control measures at every stage of the
production process to ensure that only high-quality raw materials are used in the manufacturing
of Green Leaf Organic Manure. This can include working closely with suppliers to ensure
consistent quality, implementing regular testing procedures, and investing in equipment that can
detect and remove contaminants. Communicate our commitment to quality to customers through
marketing and advertising materials.

Supply chain In-efficiency, implement a robust supply chain management system that leverages
technology and data analytics to optimize logistics, minimize waste, and improve transparency.
Page 32 of 64

This can include using GPS tracking for delivery trucks, implementing an online ordering and
inventory management system, and partnering with local logistics companies to improve delivery
times and reduce costs. Additionally, consider offering incentives to customers who choose to
order in bulk or on a regular basis, as this can help to streamline the supply chain and reduce
costs.

Blue Ocean strategy for creation of new industry as opposed to competing existing industry.

Cost Impact Exploration

Key Partners Key Activities Value Propositions Customer Customer Segments

Relationships
Research and High co- creation Farmers
Bkash development. performance personal Non-
Brac Website and app Low price assistance government
organization creation Speed delivery dedication organization
Farmers Problem solving excellent
Banks *Prioritizing based *Increased customer
on needs customer loyalty service
*Partnership *Competitive
with logistic Key Resources pricing Channels
companies 7 stores *Environmental Delivery truck
5 delivery trucks Credentials Partners (Brac
Specialists organization)
Engineers Employees
*Leasing Stores
equipment to
produce manure
*Implementing
more efficient
process to reduce
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dependency on
employee
*Outsourcing non
core functions
*Training existing
employees
*Tech based
solutions

Cost Structure Revenue Streams

Marketing costs Usage fee
Research and development costs Ad fee from website and app
App and website management costs Donations
Delivery truck service costs
Store costs
*Reduced production costs
*Reduced marketing costs
* Simplified app development

 Reducing the cost factors:

I. Advanced machines: One possible way to reduce the cost of advanced machines used for
manure processing could be to lease the equipment instead of purchasing it outright. This
would allow the business to access the latest technology without incurring significant
capital expenses. Another option could be to explore alternative, lower-cost equipment
options that are still effective for manure processing.
Page 34 of 64

II. Outsourcing non-core functions: The business can outsource non-core functions such as
accounting, payroll, or marketing to third-party service providers. This can help to reduce
the need for costly resources such as skilled employees or expensive software.
II. Implementing technology solutions: By leveraging technology solutions such as
automation, data analytics, and cloud computing, the business can reduce the need for
manual labor or physical resources.
II. Developing strategic partnerships: The business could partner with a logistics company to
share delivery trucks or partner with a research institution to access specialized expertise.
 Created new value

The planned new investment in the Green Leaf company could create several values, including:

I. Improved product quality: New investment could also allow the company to upgrade its
equipment, processes, and technology, leading to improved product quality. This would
increase customer satisfaction and loyalty, which would create long-term value for the
company.
II. Cost reduction: Investment in new technology and processes could help to reduce
production costs, which would allow the company to offer competitive prices to
customers. This would create value for customers and increase the company's market
share.
III. Environmental sustainability: The Green Leaf company's business model is focused on
sustainability, and new investment could help the company to further enhance its
environmental credentials. This would create value for environmentally-conscious
customers, and could also attract new investors who are interested in socially responsible
investments.
Page 35 of 64

Value proposition impact

Key Partners Key Activities Value Propositions Customer Relationships

Customer Segments
Research and High performance co- creation Farmers
Bkash development. Low price personal Non-
Brac Website and Speed delivery assistance government
organization app creation *Creating a dedication organization

Farmers Problem premium line of excellent customer

Banks solving organic fertilizer service
*Customer
helpline/chatbot
*Customer
reward system

Key Resources Channels

7 stores Delivery truck

5 delivery Partners (Brac
trucks organization)
Specialists Employees
Engineers Stores

Cost Structure Revenue Streams

Marketing costs Usage fee
Research and development costs Ad fee from website and app
App and website management costs Donations
Delivery truck service costs
Store costs
Page 36 of 64

*Traditional marketing channels

Marketing Expenditure: If the company finds that customers are primarily finding out about the
product through word-of-mouth or social media, it could reduce spending on traditional
marketing channels such as billboards or television ads.

To identify features or services that could be enhanced or created, the Green Leaf company could
consider the following:

Customer service: The company could enhance its customer service by offering faster response
times to inquiries, providing more information about its products and services, and offering
additional support options such as a customer hotline or chatbot.

Product diversification: The company could create new product offerings to meet the needs of
different customer segments, such as creating a premium line of organic fertilizer with higher
nutrient content or offering a wider variety of composting solutions.

Loyalty program: The company could create a loyalty program to incentivize repeat customers,
offering discounts, rewards, or other perks for customers who regularly purchase its products.

Changes to the value proposition of the Green Leaf company would likely have an impact on the
customer side of the model. To be specific, the loyalty program could incentivize repeat
purchases and increase customer retention. This could result in more predictable revenue streams
and reduce the cost of customer acquisition.

Exploring customer impact:

Key Partners Key Activities Value PropositionsCustomer Relationships

Customer Segments
Research and High co- creation Farmers
Bkash development. performance personal Non-government
Page 37 of 64

Brac Website and Low price assistance organization

organization app creation Speed delivery dedication
Farmers Problem excellent *Environmentally
Banks solving *Sustainable customer conscious customers
agricultural service *Small scale farmers
practices *Personalized
*Product support
Key Resources customization Channels
7 stores Delivery truck
5 delivery Partners (Brac
trucks organization)
Specialists Employees
Engineers Stores

Cost Structure Revenue Streams

Marketing costs Usage fee
Research and development costs Ad fee from website and app
App and website management costs Donations
Delivery truck service costs
Store costs

The Green Leaf company could identify new customer segments to target, such as:
Environmentally-conscious customers: The company could focus on customers who are
interested in sustainable and organic agriculture practices, and who are willing to pay a premium
for environmentally-friendly products. They may want to buy products that align with their
values and support sustainable and organic agriculture practices.

Small-scale farmers: The company could focus on building relationships with small-scale
farmers who are looking for sustainable and organic manure products, and who may be
Page 38 of 64

underserved by larger competitors. They may prefer to be reached through personalized sales
calls or on-site visits from a company representative who can provide advice and support.
Moreover, they may appreciate product customization and the ability to purchase smaller
quantities of specialized products.

On the other hand, the company could potentially reduce or eliminate its focus on price sensitive
and large-scale commercial farmers due to the fact that the company may not be able to compete
on price with larger competitors, and may therefore choose to focus on higher-margin products
and services. Additionally, it is viable that large-scale commercial farmers are already well-
served by other competitors, and may therefore choose to focus on smaller-scale farmers or
alternative customer segments.

The four-action framework

Eliminate:
 Traditional marketing channels
 Irrelevant features from app
Reduce:
 Physical resources
 Expenditure on product development
 Dependence on developing employee’s skills
Raise:
 Utilizing tech-based solutions such as automation
 Customized Product
 One to one customer support

Create:
Page 39 of 64

 New customer segments

 Customer Loyalty program
 Partnership with logistic companies

 Marketing mix of the product:

The product, place, promotion, and price (also known as the 4Ps) are the four business tactics
used by a company to target and capture a particular market. These 4ps are used by several big
companies to create and implement their strategies. These elements address competition and
other factors which should get counted by the company. Here, in Greenleaf organic manure,
these are our marketing mix:

1. Product: the first and foremost element. Our product is the organic manure which often
comes from biodegradable wastage. The intension is to clean up the environment and
providing the organic fraternizers. This is our solo product which helps the environment
as well as the people in various ways.

2. Place: it is the element to determine from where we distribute. The nearest distribution
place is in Savar and another one is in Basila. From these places we distribute our
packages to farmers. Other ones are in Rajshahi, Rangpur, Chittagong.

3. Promotion: promotion is needed so that we can reach to the people living in the
countryside as well as in the city too. This is a service that we are providing to have a
safe and secure environment. public relation, promotional selling and direct marketing,
these are our promotional activities.

4. Price: our prices are selected according to the packages and also according to the places.
There is no much variety in the price as all of our customers are mainly rural farmers. So,
Page 40 of 64

we do not create any special pricing strategy to maximize profit. We do use the bundle
package pricing strategy.

Key marketing strategy (Ansoff’s matrix)

As a startup business, for now we are just providing the organic manure and that is our
sole product to focus on. If the business and the product come out, our management team
will be able to calculate our growth by using this tool.

Here is our matrix:

Page 41 of 64

Promotional activities
Market segmentation:

For our “Greenleaf organic manure enterprise” the market segmentation will be:

1. Geographic Segmentation: Bangladesh may be split geographically into numerous

areas, including Dhaka, Chittagong, Rajshahi, Khulna, and Barisal. Greenleaf might
target certain Rajshahi and Sylhet areas. Nobabganj, Sirajgonj, Pabna, Barishal, and
Chittagong are places where our product is readily accessible to farmers.
Page 42 of 64

2. Demographic Segmentation: Greenleaf can divide its market depending on

demographic variables such as age, gender, income, education, and occupation. For
instance, the corporation may target middle-aged and older farmers with greater
agricultural expertise who are more likely to utilize organic manure. Moreover, as a
startup, we require investors during periods of fast expansion. Therefore, we must also
make adverts to attract their attention.

3. Psychographic Segmentation: Greenleaf may segment its market based on consumers'

(farmers, gardeners, environmentalist) lives, attitudes, and values through psychographic
segmentation. To promote sustainability, the corporation may, for instance, attract
environmentally concerned clients who choose organic products. We must set our prices
so as to preserve their and lifestyles and values.

4. Behavioral Segmentation: Greenleaf can segment its market depending on the

purchasing behavior of people through behavioral segmentation. For instance, the
corporation may target farmers who have previously purchased organic manure and are
likely to do so again. The poll we have already conducted has confirmed the farmers'
prior opinions about organic fertilizers.

5. Crop-Specific Segmentation: Greenleaf may divide its business based on the crops that
farmers cultivate. For instance, the corporation may target farmers that cultivate more
chemically-sensitive crops or fruits that require organic manure to retain their quality.
People from Rajshahi and Sylhet primarily cultivate rice and tea plants.

6. Farm Size Segmentation: Greenleaf is able to split its market according to farm size. For
instance, the corporation may target small farmers with limited resources and seek cost-
effective ways to increase their agricultural production. In our survey, we questioned
prospective farmers about the size of their field, and we would tailor the size of our products
to their exact requirements.
Page 43 of 64

Target market
Farmers: Farmers are our primary objective. We may reach them simply with any form of
advertising. Such as tv advertisements, newspapers, pamphlets, etc.

Gardening enthusiasts: There is a vast market for flower farming in our nation, and they
might be our largest customers or target market. In this business, we are able to simply sell and
acquire raw materials from them. Therefore, we realize that they may be both our customers and
our suppliers.

Environmentalists and Government agencies: This is our premier sector. Several departments
within the Ministry of Agriculture need our organic manure products for research and our
agricultural experts, and environmentalists also need our product. Therefore, we may create
limited quantities of premium items just for them, and after achieving a certain result, we can
also offer our premium products on the market. These will also assist us in establishing a strong
brand and gaining the confidence and business of consumers. In addition, we may include these
benefits in our marketing.

Detailed Positioning strategies:

Timeline: To set oneself apart from the competition and establish a distinct value proposition in
the eyes of its intended audience, a business must use effective positioning tactics. For our
Greenleaf organic manure Enterprise in Bangladesh, we've outlined several potential positioning
tactics and a rough schedule.

1. Product Quality Positioning: Greenleaf might market itself as a high-end organic

fertilizer brand with exceptional advantages for buyers. Here's how you can put this plan
into action:

Timeline:
Page 44 of 64

 Year 1: Create a high-quality manufacturing line for organic fertilizer and make sure it
works by testing it and getting feedback from customers.

 Year 2: Greenleaf organic fertilizers has to have its efficacy verified by top agricultural
research universities in order to be taken seriously as a premium product.

 Year 3: Use online and social media channels to raise Greenleaf's profile and convince
potential customers of the product's worth.

2. Sustainability Positioning: Second, Greenleaf may encourage ecologically sound

farming methods and establish itself as a brand that cares about the planet. The following
are some possible ways to put this plan into action:

Timeline:

 Year 1:To discover ways in which Greenleaf's operations, supply chain, and product
lifecycle might have less of an effect on the environment, a thorough sustainability audit
should be conducted.

 Year 2: Create a system for verifying the sustainability claims made about Greenleaf's
organic fertilizers products and work with third-party certifiers.

3. Year 3: Greenleaf organic fertilizer should be marketed to people who care about the
environment, so we should emphasize its commitment to sustainability.

4. Price Positioning: Greenleaf might market itself as a value-oriented, low-price provider

of organic fertilizer options. The following are some possible ways to put this plan into
action:

Timeline:

Year 1: We shave to do market research to learn about the price points at which our target
demographic is most interested.

Year 2: find a happy medium between profit and consumer needs in terms of price and
value.
Page 45 of 64

Year 3: Market Greenleaf organic fertilizer as a low-cost option that doesn't skimp on
quality or performance, using pricing as a selling feature.

5. Service Positioning: Greenleaf might market itself as a customer-focused company that

provides individualized care. The following are some possible ways to put this plan into
action:

Timeline:

In the first year, put resources into training a customer support staff that is adept at
answering questions and solving problems.

In the second year, create a loyalty programmed that acknowledges and appreciates
patrons who have made many transactions

Third year, Market Greenleaf organic fertilizer as a company that is dedicated to

delivering superior customer service by emphasizing its emphasis on service as a
competitive advantage

Proma income statement

year 1 year 2 year 3

sales revenue 1,800,000 2,575,000 2,950,000
cost of sales 1,050,000 1,600,000 1,750,000
gross profit 750,000 975,000 1,200,000
operating expenses
salaries 64,000 64,000 64,000
wages 400,000 500,000 550,000
mobile application 100,000 30,000 20,000
advertasing 100,000 100,000 50,000
rent 180,000 180,000 180,000
 Page 46 of 64

transport 75,000 95,000 100,000

utilities 95,000 95,000 95,000
equipment 90,000 70,000 30,000
office supplies 100,000 60,000 70,000
maintenance 60,000 70,000 75,000
insurance 50,000 50,000 50,000
web expenses 30,000 30,000 30,000
packaging 50,414 60,000 650,000
delivery cost 10,000 25,000 30,000
electricity 50,000 50,000 50,000
license 50,000 10,000
total operating expenses 1,504,414 1,479,000 2,054,000
operating income before tax (754,414) (504,000) (854,000)

operating income after tax (754,414) (428,400) (725,900)

other income
interest 40,000 60,000 90,000
ad fees 10,000 10,000 10,000
donation 300,000 350,000 700,000
income before tax (404,414) (8,400) 74,100
tax interest (15% of revenue) (75,600) (128,100)
net income (404,414) 67,200 202,200

The financial projection for the expanded first year in months

and the two years.

time month 1 month 2 month 3 month 4 month 5 month 6 month 7 month 8

 Page 47 of 64

growth
rate 5% 5% 5% 5% 5% 5% 5% 5.00%
days in
the
month 30 30 30 30 30 30
revenu 2052260.75
e 1608000 1688400 1772820 1861461 1954534.05 3 2154873.79 2262617.48
materia 1357963.58 1425861.76 1572012.59
l cost 1117200 1173060 1231713 1293298.65 3 2 1497154.85 2
1 150, 15 150, 150, 150, 150, 150,
salary 50,000 000 0,000 000 000 000 000 000
765768.937 804057.384 844260.253 886473.266
labor 630000 661500 694575 729303.75 5 4 6 3
fixed 1,8 1,85 1,8 1,85 1,85 1,85 1,85 1,85
cost 58.33 8.33 58.33 8.33 8.33 8.33 8.33 8.33
profit (291,05 (298,018. (305,32 (312,999. (321,056. (329,516. (338,399. (347,726.
/loss 8.33) 33) 6.33) 73) 80) 73) 65) 71)
common
size
materia 0.69477611 0.69477611 0.69477611 0.69477611 0.69477611 0.69477611 0.69477611 0.69477611
l cost 9 9 9 9 9 9 9 9
labor 0.39 0.4 0.4 0.4 0.4 0.4 0.4 0.4

month 9 month 10 month 11 month 12 2rd year 3rd year

6.0% 5% 5% 10% 10% 10.0%
30 30 30 30 12 12
2398374.528 2518293.255 2644207.918 2917616.372 2575000 2832500
1666333.348 1749650.015 1837132.516 2027090.181 1600000 1967953.358
150,000 150,000 150,000 150,000 150,000 150,000
939661.6622 986644.7454 1035976.983 1143095.967 1008861.94 1109748.134
1,858.33 1,858.33 1,858.33 1,858.33 1,858.33 1,858.33
 Page 48 of 64

(359,478.81) (369,859.84) (380,759.91) (404,428.11) 67,200 202,200

0.694776119 0.694776119 0.694776119 0.694776119 0.694776119 0.694776119

0.4 0.4 0.4 0.4 0.4 0.4

For the next two years, the company is expected to experience steady revenue growth of
5% in the first year and 10% in the second and third years. The material cost is expected
to remain consistent at 69.5% of revenue, while labor cost is estimated to be around 39%
of revenue throughout the projection period. Fixed costs are projected to remain stable at
tk.1,858.33 per month.

As a result of these projections, the company is expected to experience a net loss in the
first year of approximately tk. 291,058.33, which is expected to improve in the second
and third years due to the increase in revenue and the company's effort to reduce the cost
of production. By the end of the third year, the company is expected to earn a profit of
tk.202,200

The pricing
We have set the price for 10 kg of manure at 400-taka, 25 kg at 720 taka, and 50 kg at roughly
1320 taka, whereas other businesses have set the price for 10 kg of manure at 460–470-taka, 25
kg at 1150–1200 taka, and 50 kg at 2000–2300 taka. By doing this, we will continue to maintain
our product's low pricing while staying ahead of the competitors on the Bangladeshi market. We
know that some of our competitors, such as ACI and Kazi Farms, charge very expensive prices
for their manure, so ours is considerably less than theirs. Moreover, some process we went
through before setting the price,
Page 49 of 64

Research the market: We conducted market research before establishing our prices to find out
what comparable goods and services were being sold for and at what prices. This assisted us in
figuring out what our clients were willing to pay and how we stacked up against the competition.

Consider our costs: In order to establish our pricing, we had to take our expenses into account.
This comprises both our variable costs such as supplies and production as well as our fixed
expenditures such as rent, salary, and utilities.

Determine our profit margin: we find the profit margin that will allow us to maintain our
operation. This was sufficient to pay for our expenses and deliver a respectable return on
investment.

Test and adjust: We tested our pricing strategy and made any necessary adjustments. This can
entail testing out various pricing strategies or modifying prices in response to client comments or
market shifts.

Be flexible: As our firm expands and develops in the future, it's possible that our pricing strategy
will need to change over time. But we must continue to be adaptable and receptive to fresh
suggestions and chances.

Funding Sources

We will use the grant we received for roughly 300,000, together with investing our own stock
and selling some equity to our investors, to finance our firm in the first year. In addition to these,
other sources of funding for our company include.

Crowdfunding: Crowdfunding is one possible source of funding for our startup Greenleaf
Organic Manure. This entails asking a big number of people for tiny investments or donations,
frequently via internet platforms. Crowdfunding can be a useful tool for raising money and
cultivating a group of supporters who care about the company's success.

Angel investors: Angel investors are yet another potential source of funding. These are often
very wealthy people who are enthusiastic about funding promising start-up businesses. Angel
investors will also provide business growth advice and coaching in addition to cash support for
our start up.
Page 50 of 64

Venture capital: Another potential source of funding for startups such as our Greenleaf Organic
Manure company. These companies are willing to support us because our startup businesses
express a strong development potential. They might give the business money in exchange for a
share of the company's ownership, as well as advice and support to help it develop.

Friends and family: Friends and relatives are yet another potential source of investment for our
startup such as Greenleaf Organic Manure that is to say one of our teammates is well off and her
family and her family is willing to support us. Even though it might be challenging to combine
work and personal life, asking loved ones for help can be a method to launch a business without
taking on debt or giving up ownership.

Current and future strategies for startup growth

Internal growth(current)

1. Finding and filling the need: we focused on the need of farmers and providing them an
organic manure that provides safety of the food as well as using the waste of the city which helps
to keep the city clean.

2. developing a product that adds value: we have a different selling point. It helps the
customer to get the product easily. Also, the quality and unique packaging make the product
convenient as they can keep the manure on our provided bags for a long time.

3. pricing and quality: we have done our pricing according to the buying ability of our
customers.

4. feasibility analysis: at the very beginning, we focused on our feasibility analysis. Questions
such as “Is the market real? If the product competitive enough or not? Is it worth it? Will it be
profitable? Will it be satisfying the needs of our customers?”- these are the barriers we came
through while doing our research effectively.

Challenges: the challenges were, first of all, managing the vehicle and workers to collect the
waste. Secondly, it was importing the required machinery. We have had a tough time while
Page 51 of 64

doing the pricing because organizing and running and starting a new business requires a decent
amount of land and the rate of land around the city is way too much.

Ethical culture
The Ethical Culture of Greenleaf organic manure company is given below:

Transparency: Greenleaf organic manure need to be open and honest about its business
practices, production methods, and sources of the components utilized in the manufacturing of
the organic manure. For instance, the company can provide information on the techniques
utilized in the manufacture of its organic manure as well as the content of the organic manure
itself.

Sustainability: Greenleaf organic manure should be committed to sustainable practises that

safeguard the environment, conserve resources, and contribute to the general well-being of
society as a whole. For instance, the corporation might use environmentally friendly farming
practises that reduce water and energy consumption, lessen the amount of trash produced, and
increase biodiversity.

Fairness: Greenleaf organic manure is responsible for ensuring that it treats all of its
stakeholders, including farmers, suppliers, workers, and consumers, in a fair and equitable
manner. For instance, the organization may provide fair salaries to its workers and reasonable
compensation to local farmers for the organic food they produce.

Respect: Greenleaf organic manure should respect the rights and dignity of all stakeholders and
refrain from engaging in any practises that may be seen as discriminatory. For instance, the firm
may foster gender equality by guaranteeing that both male and female farmers have access to its
goods and services. This is one way in which the corporation can promote gender equality.

Responsibility: Greenleaf organic manure has to accept responsibility for its activities and how
those actions will affect the environment, society, and those who have a stake in the company.
For instance, the corporation may set up a waste management system that would reduce the
negative effects that their output had on the surrounding environment.
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Integrity: Greenleaf organic manure should do business in an honest and ethical manner,
keeping to all of the ethical norms and values that have been established. For instance, the
corporation is able to keep precise records of all of its financial dealings and product sales.

Accountability: Greenleaf organic manure need to be responsible for its performance, making
certain that it satisfies or surpasses the requirements set out by the industry. For instance, the
business may choose to do routine audits of its operations in order to guarantee that it is meeting
all of the necessary environmental and social requirements.

Ethical leadership: Leadership based on ethics requires that the people in charge of Greenleaf
Organic Manure set an example for the rest of the organization by behaving in an ethical manner
and upholding ethical ideals. For instance, the Chief Executive Officer of the firm may become
involved in some community service or environmental protection effort to illustrate the
company's dedication to moral principles.

Improvement on a continual basis: In order to guarantee that it satisfies ever-evolving ethical

standards, Greenleaf Organic Manure should aim for improvement on a continuous basis in its
business operations, practices, and products. For instance, the firm can decide to put money into
research and development in order to boost the efficiency of their organic manure and increase
its overall quality.

Engagement: Greenleaf organic manure should communicate with stakeholders to identify their
needs and concerns, and then endeavor to fulfil those needs and issues in a responsible and
ethical manner. For instance, the corporation may run surveys to collect feedback from
consumers and farmers, and then utilize the data to enhance both the quality of its goods and the
quality of the services it provides.

Founder Agreement for Greenleaf Organic Manure Company

Page 53 of 64

This Agreement (Core agreement) is entered into on 5 Th April 2023 by and between the
undersigned individuals the "Founders" to establish the business of Greenleaf organic manure in
Bangladesh.

Purpose: The purpose of this Agreement is to establish the roles, responsibilities, ownership,
and compensation of each Founder.

Roles and Responsibilities Each Founder agrees to the following roles and responsibilities:

MULINDWA EDWARD will be responsible for the production and quality control.

EHSAN ELAHI ROBIN will be responsible for marketing and sales.

TANRIMA KARIM will be responsible for financial management and accounting.

NAZMUS SAKIB will be responsible for Information Technology

Md. ABIR AHMED will be responsible for HR Management and employee issues.

1.Ownership the Founders agree to the following ownership structure:

5 partners will get equity of 20% of the share and ownership.

2.Compensation the Founders agree to the following compensation structure:

Each Founder will receive an equal salary per month. As it is a startup so we don’t take a fixed
salary now. But After 1 year we will make it fixed. For 1 year we will take according to our
profit. (We assumed that we can take150000 tk per year for financial aspects)

Any profits generated by the company will be distributed equally among the Founders.

3.Intellectual Property: The Founders agree that any intellectual property developed for the
company, including but not limited to patents, trademarks, copyrights, and trade secrets, will be
owned by the company.

4.Termination: This Agreement may be terminated by mutual agreement of the Founders. In the
event of termination, any assets and liabilities of the company will be distributed equally among
the Founders.
Page 54 of 64

5.Governing Law: This Agreement shall be governed by and construed by the laws of
Bangladesh.

Amendments This Agreement may only be amended in writing and signed by all Founders.

IN WITNESS WHEREOF, the undersigned have executed this Agreement as of the date first
above written.

1.MULINDWA EDWARD

Date: 05.04.2023

2. EHSAN ELAHI ROBIN

Date: 05.04.2023

3. TANRIMA KARIM

Date: 05.04.2023

4. NAZMUS SAKIB

Date: 05.04.2023

5.MD. ABIR AHMED.

Date: 05.04.2023

The Founder Agreement for Greenleaf Organic Manure solve potential problems:

Greenleaf Organic Manure is founded by three friends, Ahmed, Fatima, and Ali. Ahmed is
responsible for production, Fatima for marketing and sales, and Ali for financial management
and accounting. They all agree to equal ownership of the company and compensation of $1,000
per month. After a few months, Ahmed feels that his contributions to the company are
Page 55 of 64

undervalued, as he has been working long hours to develop and improve the quality of the
organic manure, while Fatima and Ali have been focusing mainly on marketing and financial
management, respectively. He feels that he deserves a higher percentage of ownership and
compensation. However, their Founder Agreement clearly states the roles and responsibilities of
each founder, as well as the ownership and compensation structure. Therefore, they can refer to
the agreement to resolve the issue and ensure that everyone is being compensated fairly for their
contributions. The Founder Agreement also provides a clear framework for the distribution of
assets and liabilities in the event of a termination of the agreement, which can prevent disputes
over the division of assets. By having a Founder Agreement, Greenleaf Organic Manure can
prevent misunderstandings and disputes among the founders, establish clear guidelines for
decision-making, and provide a roadmap for the future growth and success of the company.

Avoiding Legal disputes.

To avoid any legal disputes, we have made two contracts for, which will be open in our official
website, the freshers and who will work in our company for 3 years.

CONTRACT BETWEEN OWNER AND EMPLOYEES OF GREENLEAF MANURE

COMPANY OF BANGLADESH

PART 1: FRESHERS

This agreement is made and entered into on 07.04.23 by and between Greenleaf Manure
company, a limited liability company organized under the laws of Bangladesh (labor law), and
FRESHER EMPLOYEE.

WHEREAS, the Company desires to employ Employee as a fresher employee in the position of
[Recruited in the interview], and Employee desires to accept such employment.
Page 56 of 64

NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein,
the parties agree as follows:

EMPLOYMENT: The Company hereby employs Employee as a fresher employee in the

position. Employee accepts such employment and agrees to perform all duties and
responsibilities associated with such position.

TERM: The term of Employee's employment shall be 6 months, commencing on the Appointed
date. At the end of the term, the Company may offer the Employee continued employment,
subject to the terms and conditions of a new employment agreement.

COMPENSATION: The Company shall pay the Employee a salary of (Fixed in the interview
broad) per month, payable following the Company's payroll policies. Employee shall not be
entitled to any other compensation, including bonuses or benefits, during the term of this
Agreement.

CONFIDENTIALITY: Employee shall maintain the confidentiality of all proprietary and

confidential information of the Company, including trade secrets, customer lists, and other
confidential business information. Employee shall not use or disclose such information for any
purpose other than in the performance of Employee's duties and responsibilities for the
Company.

TERMINATION: Either party may terminate this Agreement at any time, with or without cause,
upon 30 days' written notice to the other party. Upon termination, Employee shall return all
Company property and information in Employee's possession.

GOVERNING LAW: This Agreement shall be governed by and construed by the labor laws of
Bangladesh.

ENTIRE AGREEMENT: This Agreement constitutes the entire agreement between the parties
and supersedes all prior negotiations, understandings, and agreements between the parties.

PART 2: 3-YEAR EMPLOYEES

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This agreement is made and entered into on 07.04.23 by and between Greenleaf Manure
company, a limited liability company organized under the laws of Bangladesh (labor law), and 3-
YEAR EMPLOYEE NAME.

WHEREAS, the Company desires to employ Employee as a 3-year employee in the position of
[ Current POST & POSITION], and Employee desires to accept such employment.

NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein,
the parties agree as follows:

EMPLOYMENT: The Company hereby employs Employee as a 3-year employee in the position
of [Current POST & POSITION POSITION]. Employee accepts such employment and agrees to
perform all duties and responsibilities associated with such position.

TERM: The term of Employee's employment shall be 3 years, commencing on the appointed
day. At the end of the term, the Company may offer the Employee continued employment,
subject to the terms and conditions of a new employment agreement.

COMPENSATION: The Company shall pay the Employee a salary of [according to the post and
policy] per month, payable by the Company's payroll policies. Employee shall also be entitled to
[Dignity, higher salary, all policy plans], subject to the terms and conditions of the Company's
employee benefit plans.

CONFIDENTIALITY: Employee shall maintain the confidentiality of all proprietary and

confidential information of the Company, including trade secrets, customer lists, and other
confidential business information. Employee shall not use or disclose such information for any
Page 58 of 64

purpose other than in the performance of Employee's duties and responsibilities for the
Company.

TERMINATION: Either party may terminate this Agreement at any time, with or without cause,
upon 30 days' written notice to the other party. Upon termination, Employee shall return all
Company property and information in Employee's possession.

GOVERNING LAW: This Agreement shall be governed by and construed by the labor laws of
Bangladesh.

ENTIRE AGREEMENT: This Agreement constitutes the entire agreement between the parties
and supersedes all prior negotiations, understandings, and agreements between the parties.

Our Legal Adviser:

All the contracts and Agreements are under

Rakibul Islam Bhuiyan

Legal Counsel, BRAC International | Legal Researcher | International Mooter

Dhaka, Bangladesh.

As we are a startup company so we cannot afford a high-class advocate at present. But He is our
known BracU varsity senior, so he has help us without any charge. But as we all the founders
taken decision that we will give him a handsome salary from our profit after 6 months. lunching
our products and selling.

Business license and permit:

We have applied for 8 license and permit for our Company. they are:
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Factory: department of inspection for factory and Establishments license will give us permission
to build a factory and also the plan of it for our products.

Warehouse: Bonded Warehouse License form CBC is making our own warehouse in different
city and Zillas.

Copyright registration permit: we take this form from Copyright office to protect our product
from copying and be frauded.

Environmental Clarence Certificate: our product is organic so we need it.

Quality certification mark: Without it we can not be sell our product and also get condemned by
BSTI

Trade License and Trade mark: We need this to get permission to do our business in
Bangladesh.

Vat: It also same reasons like Trade License.

All the License form and permit is given separate folder with our term paper and links in
reference part.

Internal growth(future)

1. Increasing market penetration: after the first fiscal year of our business, our product
development team will be doing their work on increasing the quality of the product on the basis
of the feedback from our customers. For that, we have a field survey team to take their feedback
and recommendations.
Page 60 of 64

2. Increasing market penetration: for greater marketing, we are going to advertise in the
local bazaar area on “haat” days. Another way we are planning to advertise is the national
Bangla tv channels because our segmented customers are the main viewers of those tv channels.

External growth: for external growth, we are going to do the ‘merchandise and character
licensing’. We need to control our trademark and that is why we have already started our work
on getting the character license.

Appendix
DOCUMENTS FOR THE BUSINESS.pdfDOCUMENT..pdfDOCUMENT FOR THE
BUSINESS.pdfDOCUMENT 5.pdfDOCUMENT 4.pdfDOCUMENT.pdf

DOCUMENT FOR THE BUSINESS.pdf

GROUP E- FINAL TERM PAPER EXCEL..xlsx

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Links:

1. http://www.doe.gov.bd/site/forms/3fdd5731-af54-403b-a3a3-8a3f1360d46b/%E0%A6%AB
%E0%A6%B0%E0%A6%AE-%E0%A7%A9-%E0%A6%86%E0%A6%AC
%E0%A7%87%E0%A6%A6%E0%A6%A8-%E0%A6%AB%E0%A6%B0%E0%A6%AE-
%E0%A6%B6%E0%A6%BF%E0%A6%B2%E0%A7%8D%E0%A6%AA-%E0%A6%AA
%E0%A7%8D%E0%A6%B0%E0%A6%A4%E0%A6%BF%E0%A6%B7%E0%A7%8D
%E0%A6%A0%E0%A6%BE%E0%A6%A8%E0%A7%87%E0%A6%B0-%E0%A6%9C
%E0%A6%A8%E0%A7%8D%E0%A6%AF-%E0%A6%AC%E0%A6%BF
%E0%A6%A7%E0%A6%BF%E0%A6%AE%E0%A6%BE%E0%A6%B2%E0%A6%BE-
%E0%A7%A8%E0%A7%A6%E0%A7%A8%E0%A7%A9

2. https://bd.linkedin.com/in/rakibul-bhuiyan

3. https://nbr.gov.bd/uploads/form/49.pdf

4. http://www.dpdt.gov.bd/site/page/7a6a6fdb-70a1-4990-9a69-05c01ea3e0c4/%E0%A6%AA
%E0%A7%87%E0%A6%9F%E0%A7%87%E0%A6%A8%E0%A7%8D%E0%A6%9F

5. http://forms.mygov.bd/site/view/form-page/dcaacac6-9bc4-4c61-b712-
51b2628e0544/%E0%A6%9F%E0%A7%8D%E0%A6%B0%E0%A7%87%E0%A6%A1-
%E0%A6%B2%E0%A6%BE
%E0%A6%87%E0%A6%B8%E0%A7%87%E0%A6%A8%E0%A7%8D
%E0%A6%B8%E0%A7%87%E0%A6%B0-%E0%A6%86%E0%A6%AC
%E0%A7%87%E0%A6%A6%E0%A6%A8--%E0%A6%AB%E0%A6%B0%E0%A6%AE-
(%E0%A6%A2%E0%A6%BE%E0%A6%95%E0%A6%BE-
%E0%A6%89%E0%A6%A4%E0%A7%8D%E0%A6%A4%E0%A6%B0-
%E0%A6%B8%E0%A6%BF%E0%A6%9F%E0%A6%BF-
%E0%A6%95%E0%A6%B0%E0%A7%8D%E0%A6%AA%E0%A7%8B
%E0%A6%B0%E0%A7%87%E0%A6%B6%E0%A7%87%E0%A6%A8)

6. https://cbc.gov.bd/uploadsfiles/Bond_License_Application_Form(1).pdf
Page 62 of 64

7. http://www.copyrightoffice.gov.bd/site/page/2b3a7d29-9491-4e48-802e-f313337f623d/-

8. http://www.bsti.gov.bd/site/forms/d6b1271b-aae8-4d88-90de-f0356196ecbf/
%E0%A6%B8%E0%A6%BF%E0%A6%8F%E0%A6%AE-%E0%A6%B2%E0%A6%BE
%E0%A6%87%E0%A6%B8%E0%A7%87%E0%A6%A8%E0%A7%8D%E0%A6%B8-
%E0%A6%8F%E0%A6%B0-%E0%A6%86%E0%A6%AC
%E0%A7%87%E0%A6%A6%E0%A6%A8-%E0%A6%AB%E0%A6%B0%E0%A6%AE

References
Ali, S. (2022, April 8). ACI plans waste management tech by producing bio-fertiliser.

The Business Standard.

BSS. (2018, August 4). Vermicompost gains popularity. the independent.

Enayetullah., I. (2004). Household waste management in Dhaka, Bangladesh. www.tearfund.org.

Models. (n.d.). Retrieved from Waste Concern: http://wasteconcern.org/models/

Sohel, A. R. (2022, October 28). An eco-friendly e-waste recycling solution. The Business Post .

(N.d.-b). Gov.Bd. Retrieved March 17, 2023, from

https://mofl.portal.gov.bd/sites/default/files/files/mofl.portal.gov.bd/page/
221b5a19_4052_4486_ae71_18f1ff6863c1/ILMM%20Policy.pdf
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