Foreword
I managed the research to define a business model to carry my innovations. I had created a new way to make carpentry but a technical innovation is nothing without a proper economical model what means that I had to propel an innovation in an old fashioned sector with new economical products, something that the landowners would buy, that the engineers would buy, that the carpenters would buy and that the final customer would buy. But I could not sell anything to a final customer if I had not sold my ideas to all the other sectors before. Imagine a theater where everyone is an actor, I was the person taking the risks with my own money to promote new revolutionary ideas to the old world.
As reasonable I could be, I designed a prototype that would sum up all my ideas, something easy to sell to a final customer, easy also to calculate for an engineer, easy for a sawmill to respond my demands and easy for the same sawmill to anticipate the evolution of a market without taking risks (stocking too much) and without break down (not having stocks). When we talk about wood, we talk about forestry, what means years to grow a tree, years to dry it, only one day to load it on a truck and deliver to the construction field.
My personal goal in this project was sure to prove my technologies, but I needed to prove also the logistics behind, what involved as a project manager, that I partner with landowners, land managers and sawmills. I had to make sure that a final product had the "industry" behind to coincide with the market and MY market was the green construction. I promoted my product as a green product with sustainable management of the forest, sustainable management of the sawmills, sustainable management of the logistics and sustainable construction.
In some ways, I was making politics. I had a program, I went on the field to talk about my program, raise the support of the people in this industry and create a final product, what means an orchestration that works like a watch in wall street, managing stocks, lobbying, influencing, creating the value and the products within. In fact, the final product was only an easy way to show up all the machinery behind. This tiny home project has exactly the same impact in the US. Therefore, I invite you to read the page about the economy and the politics.
Tiny homes are not tiny
When I created my model, I wanted to create a shape as versatile as possible. With one kind of structure, I wanted to build tiny homes, offices, commercial buildings, base camps, RVs, be able to change the size but to keep the same technology, what means the same "kit" to build it. The form of a container came as a logical standard and the technology I have put inside was largely inspired from my prototype on high thermal insulation structures.What changed with the design of the tiny home was the hardware and the modularity, what means that above one container kit, I could add another structure which was inspired from another patented technology. This technology has been tested on an engineering computer and validated. The container kit had already been engineered and the first prototype had been built to verify the engineering and the logistics.
To define a business model, I had to target the profile of a buyer. What kind of buyer was more likely to buy this kind of product, what was the average income of this buyer and how much he would be willing to pay monthly. On the French market, considering the cost of the land, water, electricity, insurance, monthly expenses, I had identified that the income of my target was about $2,560 a month, the monthly payment was 12% of this income for a loan of $346 each month during 8.5 years. The price of the tiny home, when sold, shall be limited to $28,709 to pay the construction and the loan. The final price that a buyer would pay for a container kit would be $35,292.
The existing market of mobile homes in France showed me that the profile of a buyer was educated, in his 40-59, probably having children, maybe grand children, and that this buyer was buying a mobile home for holidays. This buyer would spend $4,152 each year for one month holidays, maybe some weekends and some parties. Additional to this cost, the buyer would have to rent the land and the real difference of profile among all the buyers would be the cost they would afford to pay for the land and its facilities. The mobile home product was in fact a real good product only because of the facilities around and in fact, most mobile homes in France are sold from the mobile home parks who chose the standards they are willing to receive. Most of the time, the mobile home parks partner with the financial institutions who will contract the loans to buy the mobile homes. Mobile home parks generate revenue from lending the land, selling mobile homes and having commissions on the loans.
My first goal was to create an impulse from the buyer, "I love, I buy". This is the method of most share times who sell their products when customers are on holidays. In the Hilton of Las Vegas for example, on first day arrival, I was invited to a share time demonstration. All facilities offering share time follow the same strategy to sell on impulse, "I love, I buy", and mostly "I love" because it is easy. The process to buy a share time is way less complicated than buying a house or a condo and it creates opportunities to travel without the trouble of paperwork.
My second strategy was to create a product that would create the impulse "I love the idea, I love the ethics, I love the goals" and this is when I bring the buyer with me in the story of forestry, how we manage the raw materials, how we buy, how we guaranty that our business is totally green from the seed of a tree to the ridge of the house. "This is because I love this idea, this ethic and those goals that I buy this specific product", because "when I go on holidays, I participate in a sane and sustainable economy. Not only the economy of the business that created the model and built a final product, but the economy of a chain of businesses that all profit from me buying". I bring my buyer into my project to follow my path and my expertise.
Also we have many technologies to be able to dry hardwood, we still not know how to dry a lumber of oak as small as 3x3 inches other than outdoor. It takes four years for a lumber of oak 3x3 inches to dry, four years storage on a land that will generate absolutely no profits. Four years during which a lumber yard will pay taxes, maintenance, management and buildings. This money lost for drying hardwood has killed the local economy lowering wages and pushing the workforce to other sectors of the economy. Small sawmills have closed and the large ones still survive with balancing their costs on a market that threatens them every day. When they buy wood to store it for a minimum of four years, they take a risk not being able to sell it better. With tiny homes, I completely annihilate the risk since the tiny homes are meant to dry the wood. I created the technologies meant to dry the wood in the structure.
Using "green wood" is not new. In fact, carpentry built with green wood tends to be stronger than a carpentry built with dry wood but the assemblies and the technologies are different. Green wood is heavier than dry wood. Green wood will lose water what may create stain from the tannin. Green wood will shrink. It might twist and bend. Green wood will crack and move as long as there is water. The only way to remove the water is to ventilate properly the structure, otherwise greenwood will develop illnesses. There are many many constrains that prevent the use of green woods in construction, but the technology of tiny homes can incorporate the cycles to build, un-build, recycle and rebuild as long as the economy of the tiny home market is innovative enough to finance the drying process.
So instead of thinking a tiny home individually, my product is not one single tiny home but a park of 150 of them. The park is divided in 30 islands and the people who manage the park are organic farmers registered as an ESOP company. The farmers produce the vegetables, the fruits and the meat for the inhabitants of the park. They also have a small market on the park to sell their products to the public. They follow an ethic for raising the live stock and they manage the slaughtering with a spiritual guideline to offer the best ethic humanity can create. Every livestock has a statute that recognize its spirituality through emotions and pain.
The tiny homes are built collectively by the farmers who are in charge of the islands. Each farmer has specific knowledge in electricity, plumbing, roofing, carpentry to manage each part of the construction process to build, un-build and manage the drying process of the wood. The furniture, inside the tiny homes, is designed specifically for this purpose to be able to pack and unpack easily to reuse the wood of the tiny homes.
There is one company to design the products, one company to manage the park and one company to manage the construction and the drying process. There is one customer to buy a tiny home with a loan of 8 years but there are 5 different profiles of buyers.
The park buys the tiny home for $56,760 with the money from the investor and the park receives a tax refund of $9,460 that is provisioned for four years. The tenant will buy the tiny home with 0% loan on the amount of $49,600 but at the end of 8 years rental, he will buy the tiny home with or without a loan for $6,580. The park, or a non profit organization can assist the tenant in the management of his money to save the full amount of $6,580 or a part of this amount as down payment for a small loan. During 8 years rental, the non profit organization will assist the tenant to build his credit.
The tenant pays a monthly lease of $350 plus an annual rent of $2000 for the land. During 8 years, the rental of the land will pay the investor. After 8 years, the tenant will continue to pay for the rental of the land.
After 4 years rental, the tiny home is unbuilt and the wood is sold with a minimum profit of $2,500. The tiny home is repaired and rebuilt with a budget of $14,060.
After 8 years, the initial investor as made a profit of $6,900 what represents a profitability of 12.15%.
The ESOP has made a profit on the construction of the tiny home and on the 8 years maintenance. The park has not made profit, but the purpose of this profile is to create a demonstration and financial product that can sustain housing for very low income people. Only 20% of the park can be filled with this profile.
Knowingly that the people who buy tiny homes may have smaller incomes than share time investors, we suppose that they use the tiny homes as a main way of living. This is usually the case for people at work in a city while their main house is located in a different state. It can be also the case of students or seasonal workers. In the case of students, after 8 years rental for their own purpose, they can become the owners renting to a tenant and get back their initial investment with profits.
To value the profitability, we consider that the profiles 2, 3 and 4 buy the tiny homes without a loan. They have savings for the full amount of $56,760 to buy the tiny homes. They use part of the tiny homes for their own profit, and part of the year is sublet to generate an additional income. What we value here is the amount of this additional income without any initial loan.
A rental of 200 days a year represents 55% occupancy which is the average occupancy of an average Air B&B. The revenue of the park must develop the amenities to create a recreational area that people will buy all the year. With all the different options we generate revenues for a profile of investors who usually don't have access to real estate investment. Those kind of tiny products will help them increase a portfolio of assets to plan a retirement without spending any money.
To start the development of the adiabatic system, the idea is to generate enough revenue for paying the Research & Development programs, the design and the marketing. While the basement was thought as a social program, the top becomes an accessory asset that increases the architectural value of the project. The idea is to target business investors who would put money on recreational projects to build resorts and mobile parks. 1/5 of the adiabatic systems must be bought by an investor to validate Research and Development projects. 4/5 of the adiabatic systems can be sold a lower price to non-investors buyers. We need 4 buyers to create one investor project and manage to reimburse the cost of the R&D.
Green woodworking is a very ancient knowledge that modern school of carpentry do not teach any more. Still, you will find few links to schools, videos and books that document this project:
- Green woodworking certificate by Yestermorrow
- Dried wood vs green wood
- The politics of wood
- The economy of wood
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