Strategic plan: a Lisbon's creative co-living

• Autor(a) principal: Meirelles, Filipa Reimão Pinto Carmo
• Data de Publicação: 2020
• Tipo de documento: Dissertação
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10071/23362
• topic: Co-living; Co-living; Community; Creation; Hospitality; Real estate; Plano estratégico; Co-living; Comunidade; Criação; Mercado imobliário

The purpose of this work is to develop a strategic plan that intends to express the commercial and strategic viability of building a co-living space in Lisbon. Behind the project there is a startup aiming to increase the awareness of co-living places as a sustainable and great accommodation service provider and as a solution for both the people and urban demographic’s necessities. In order to achieve the main goal of this strategic plan, it is firstly carried out the external analysis of the market in which the firm wants to penetrate, focusing on the external context and on the transactional environment. Followed by an analysis of the sector, as the co-living service is a branch of the Real Estate sector. As a worldwide concept, the sector must be analised in Europe, US and Portugal. After this, it is crucial to internally analyse the firm and its competitors in order to formulate a successful strategy, based on building as most value as possible for both the firm and stakeholders. This work was developed in Lisbon, while the author was working full time together with a team in order to bring the idea of creating the co-living place into realily. The instruments used for research were, scientific papers, firms and certificated entities reports and other papers and press articles of value. The instruments to develop the strategic plan were the business models and analysis described earlier. All the information and inputs collected in the first phase of the plan give an overview of the business idea, internally by understanding its strengths and weakness, and externally by identifying its opportunities and threats, through the study of its context, market and competitors. This is the key to build a sustainable competitive advantage. The next phase is to formulate a strategic plan, by identifying the firm’s short-term and longterm strategy, its dynamic capabilities, long-term goals, critical factors of success and finally its identity: mission, vision and values. The final chapter is focused on implementing and controlling that strategic plan, firstly by establishing the marketing mix components and resouces needed and secondly by controlling the plan using the tools available. This way is possible to adjust the plan if needed and to be sure that the strategy is well implemented and effective.