Business Model of an Informal Property Management Entreprise
ARNAUD SEGLA

Segla, Arnaud, 1978-, auteur
Business Model of an Informal
Property Management Entreprise
ISBN : 978-2-924872-56-7

Dépôt légal
Bibliothèque et Archives nationales du Québec, 2024 Bibliothèque et Archives Canada, 2024

Design and layout: Amaru
Cover photo: ©Dibrova
Cover design: Amrane Salah
admin@thewisemencouncil.com.

 

 

“Chaque Homme est important
aux yeux de Dieu”

Note to the reader
This document is a model business solution presented in the form of a business plan for young men and women who can use it to see an application of the template for writing an informal business plan, whose reach is not limited to areas of the South but also to the Diaspora and supporters of the South. They will see it as an opportunity to standardize business plan drafting, which is a passport to investment. It’s the first step towards the personalization of the written word that I’d like to see in order to differentiate your own projects. This respects the informal dynamic that values simplicity and respects the logic of virality and flooding markets with the same references. Therein lies the beauty of informal art set in the ethnic context of Western cities. The simplicity of writing that the template provides makes technicality accessible, so that the different personalities of the promoters who enhance its Quality depend solely on their human capital. To be able to define oneself as closely as possible to one’s own stakes (needs and problems to be solved in the marketplace, while respecting one’s gifts) as a company, whatever they may be. All that’s left for me to do is to wish you a pleasant discovery of this writing sample, which I had a lot of fun putting together, without ever being an expert, but a versatile profile making good use of cross-functionality with the essentials: common sense, analytical spirit, order of magnitude, and frame of reference. All four are necessary in management, whether it’s informal or ethnic in nature.
Content
Note to the reader 3
Content 4
PROJECT SUMMARY 7
1 GENERAL PRESENTATION 9
1.1 MISSION STATEMENT 9
1.2 VISION OF THE PROMOTERS 9
1.3 PROFILE OF THE PROMOTER 10
1.4 LEGAL FORM 10
1.5 THE COMPANY IN 5 YEARS (OBJECTIVES) 10
2 MARKET STUDY 11
2.1 BUSINESS SECTOR AND MARKET DEFINITION 11
2.2 ECO-SYSTEM AND PROJECT ENVIRONMENT 11
2.3 PRESENTATION OF THE COMPETITION 13
2.4 SWOT ANALYSIS 14
2.5 PRESENTATION OF THE PROJECT ENVIRONMENT AND SENSITIVITY 15
2.6 UTILITY OF THE PROJECT 15
2.7 POSITIONNING 16
2.8 INNOVATION OF THE PROJECT 16
3 IMPLEMENTATION (THE BUSINESS MODEL CANVAS) 17
3.1 VALUE PROPOSITION 17
3.2 KEY ACTIVITIES 17
3.3 KEY RESOURCES 18
3.4 KEY PARTNERS 19
3.5 CUSTOMER RELATION 19
3.6 DISTRIBUTION CHANNELS 20
3.7 CLIENT SEGMENTS 20
3.8 COST STRUCTURE 20
3.9 REVENUE SOURCES 21
3.10 PRODUCTION PROCESS 23
3.11 CUSTOMER PATH 23
4 MARKETING STRATEGY (MIX MARKETING) 24
4.1 PRODUCT STRATEGY 24
4.2 PLACE AND DISTRIBUTION STRATEGY 24
4.3 PRICE STRATEGY 24
4.4 PROMOTION AND COMMUNICATION STRATEGY 25
5 FINANCIAL FORECASTS 26
5.1 CALCULATION ASSUMPTIONS 26
5.2 PROJECT FINANCIAL STRUCTURE 26
5.3 SALES PLAN 26
5.4 PROCUREMENT PLAN 27
5.5 CASH FLOW BUDGET 27
5.6 FINANCIAL STATEMENTS 28
6. ANALYSIS 28
7. RISK ANALYSIS AND CONTINGENCIES 30
APPENDICES 31
IN OUR COLLECTION 32
Economic Development Series : 32
Analysis Category 32
Guides Category 33
Manuals Category 34
Precise Category 34
Tools Category 35
Model Category 35
Ethnic Identity Series: 36
Quotes Category 36
Short Stories Category 36
Meditations Category 36
Prose Category 36
Novel Category 37
Testimony Category 37
Sustainable Development Series: 38
Ka Method Category 38
H(Or)S Series: 39
Composition Category 39
Chronique Category 39

PROJECT SUMMARY
Amaru is a proactive developer who has chosen to enter the Informal Property Management Company (EGII) sector. He now wishes to market his project for a Limited Liability Property Management Company in order to gain recognition for his talent and professionalism in administration. The project proposes to offer property management services on behalf of members of the Diaspora on the one hand. And, on the other hand, local people who don’t have the time or the means to pay a professional real estate broker. The market for intermediation in real estate asset management is marked by legal risk and investment losses, but also by a great need for regularity, which is why we want to position ourselves as a facilitator for our target clientele, which is essentially made up of nationals from the Diaspora and wealthy middle-class local individuals with property to manage. Compared to the market, it has the advantage of being results-oriented, which enables us to grasp the need for reliable players with integrity. The business model aims to offer services ranging from rent collection, caretaking and housekeeping to site enhancement and development, using multi-skilled staff to guarantee the customer a facilitated property management experience. Sales will be facilitated by a marketing strategy emphasizing price flexibility for fair pricing according to risk. The expected average monthly income is qualitatively based on a rate of 10% on sales in terms of rent plus task-based payments for administrative procedures and commercial property development projects, for an average cost extracted from the various maintenance works and payment for labor belonging to the informal sector and not always trained to a very high level. The result is a profit of several hundred thousand θ, growing at a rate of 3%. To launch the project, a relatively low initial investment is required, but this must cover working capital to pay, among other things, the informal payroll, transport for canvassing, communication costs with expatriate customers, and initial taxes from government bodies. This project has a strong chance of making a difference in the market. That’s why this informal business plan is submitted for your analysis, to give it every chance of not only honoring its performance, but also making an impact in the community by working to change habits with regard to respecting responsibilities for services received. The aim is not only to improve the well-being of the promoter, but also to enrich Inc. and thereby increase the decision-making power of the community to which it belongs.

1 GENERAL PRESENTATION
Les Résidences Offices Multiservices (ROM) is a property management company based in Cotonou’s Zogbo district, offering a wide range of services to help manage and enhance real estate and public spaces.
1.1 MISSION STATEMENT
The ROM company proposes to offer a property management service to a clientele of individuals from the Diaspora living in North America (Western countries) for their assets in urban areas in Africa (Southern countries); using a virtual reporting interface (Mobile Application before possibly a CRM if the company grows) and the physical presence of its agents.
1.2 VISION OF THE PROMOTERS
Amaru’s vision is to bring a higher quality of service to the property management market, whether for business or private clients, by offering a convenient online management interface to track site management and a dedicated team to represent the client in the field. This vision came to the promoter as a result of his experience in managing his family’s property and other professional experiences in the field of service and intermediation, which led him to understand that there was a growing need for busy customers to trust a service company to manage the property they inherited or wished to manage remotely, for example if they were expatriates or members of a diaspora. This observation seemed so relevant and sensitive that we wanted to contribute to the performance of this sector with the technological innovation contained in this project.
1.3 PROFILE OF THE PROMOTER
Amaru is a self-taught businessman with over 15 years’ experience in the intermediation sector. He trained himself in administrative techniques, and his long experience as a docker at the port of Cotonou and as a salesman for an import-export company has enabled him to launch this project on his own. He is recognized for his negotiating skills, adaptability, rigor and interpersonal skills, which enable him to manage his business effectively. He appreciates spirituality and commerce in life, but is less fond of discord, as his aim is always to be of service to those in need. This helps him to succeed and keep his commitments.
1.4 LEGAL FORM
The company ROM is a limited liability company registered with the Investment and Export Promotion Agency (MONENTREPRISE.BJ) with number [XXX] since December 21, 2023. This name is an acronym of the business description and also comes from the diminutive of the first name of one of the investors and shareholders. The type of positioning taken by the company specifies its aim, which is to convey the message of diversity in the range of activities on offer, from property management to administrative intermediation. The legal structure of a limited liability company is more appropriate than that of a non-trading real estate company, as it enables the company to offer a wider range of related services and is suited to informal business projects.
1.5 THE COMPANY IN 5 YEARS (OBJECTIVES)
5 years after the launch of this project, he will be making regular sales of 4,000,000 θ per month. This will enable him to repay 50% of the initial loan. His influence in the market will enable him to be considered a leader in the sector. And customers will call the company a practical solution to property management. The company will then be in a position to consider expansion to a larger number of nationals of the African Diaspora in Canada and the USA, after Europe and China.
2 MARKET STUDY
Given the difficulties associated with local tenant payment attitudes and infrastructure maintenance needs, middle-income property management companies are few and far between in Africa, with both virtual and physical administration concepts. Room remains for innovative new entrants.
2.1 BUSINESS SECTOR AND MARKET DEFINITION
The business sector is property management and the market is intermediation in real estate asset management. The main services offered are caretaking, concierge services, rent collection, upkeep and maintenance, site development and enhancement, and customized project services.
2.2 ECO-SYSTEM AND PROJECT ENVIRONMENT
Here is the analysis grid (PESTE) for the project’s Ecosystem and environment
Threats / Restrictions Occasions
Political/legal Measures to manage the Covid-19 pandemic and the post-pandemic period can make customer care procedures more cumbersome.
Uncertainty over electoral climates and possible unrest put investments at risk Downsizing due to social distance is appropriate for the center’s run-in phase before scaling up the project.
The cyclical and temporary nature of disorders provides yet another argument for intervention to help children disturbed by insecure climates.
Economical The slowdown in the local economy raises doubts about the purchasing power of target customers and their “willingness to pay”. The recommended strategy is to create a niche offer adapted to the segment of the population that has the purchasing power, and gradually open it up to the rest of the population.
Socio-demographic The difference in living standards between target customer segments is problematic in terms of group cohesion and the attractiveness of certain parents. It is possible to convey and defend a universal message of sharing and to show and teach future leaders the notions of sharing and exchange.
Technology The level of infrastructure and equipment may be inadequate, as with any project requiring access to basic energy, water and internet supplies. However, other structures manage to operate in this challenging context. The care we provide prioritizes relationships over equipment, and ensures that our customers and patients remain close to us and loyal to us throughout their treatment.
Environnemental Lack of maturity in terms of environmental conservation reflexes limits the project’s vision of providing a healthy environment for children. It will be possible to include eco-awareness courses not only for the outdoors, but above all for the sanitation of indoor living spaces.

2.3 PRESENTATION OF THE COMPETITION
In the informal sector, the barrier to entry is low, as ideas are easily reproducible. Here, we’re talking about a service business for which the initial capital is not important. What sets the company apart from its competitors is its ability to organize several management activities at the same time. The business is not new. It requires a bit of formalism to take it to the next stage of commercialization, where processes are quasi-industrial and enable many tasks to be automated. Up to now, we’ve seen a scattered dynamic in which canvassers rub shoulders with real-estate sales companies (SCIs) as interface players. Competition is therefore made up of a plethora of these players, but in a market where activities are not sufficiently integrated into single structures, as in our case.
2.4 SWOT ANALYSIS
Strengths Weaknesses
• Mastery of the trade
• High quality standards
• Results-oriented management
• Low manpower qualification requirements
• Versatile, flexible staff • Lack of financing
• Need for manpower
• Need for a high-performance, accessible online interface
• High logistical requirements
Opportunity Threats
• Business culture on the rise
• Proven need for investment losses
• Trend towards outsourcing to reliable, honest third parties
• Political climate favorable to transparency
• Market potentially expandable to other regions and countries • Low purchasing power of local customers
• Demanding clientele
• Tenants not always scrupulous
• Geographical limitations
• Accountability for results
• – Legal support
• New entrants with unscrupulous methods

2.5 PRESENTATION OF THE PROJECT ENVIRONMENT AND SENSITIVITY
The ROM project is marked both by a high-risk environment due mainly to difficulties in collecting royalties, and by an increased need for property administration and related services. As a result, financial flows and expected income will require greater rigor and deterrent measures to establish a reputation for reliability. This will depend on the regularity with which rents are collected by the right people and the quality of related services. Current trends are to distrust the intervention of third parties in this process, as they have failed in their credibility. They will lead to a customer craze for any company capable of enforcing contracts and meeting needs. The project is highly sensitive to the need to respect the law and commitments in the event of recourse. The immediate effect will be to resort to negotiation and amicable but firm recourse, as well as innovation in offering support solutions. The aim will be to maintain an image of credibility and quality in order to win valuable market share.
2.6 UTILITY OF THE PROJECT
This project is justified by its social spin-offs, which will enable business customers and private individuals to benefit from a recovery solution that complements their services and limits investment losses. This in turn will enable the community to progressively change its attitude and honor its commitments by making it easier to increase the value of its real estate assets. In addition, it encourages innovation and creativity on the part of the developer to diversify the local offer of services and products, and improve trends in the sector.
2.7 POSITIONNING
Résidences Offices Multiservices (ROM) aims to position itself in the real estate and administrative intermediation market, offering individuals in the Diaspora and active local people who are short of time or who have a property portfolio that does not fit the management profile of SCIs, a high-quality asset management and development service, characterized by the simple use of technology and human intervention.
2.8 INNOVATION OF THE PROJECT
The project’s innovation is essentially to make wider use of administrative and commercial intermediation to offer a comprehensive service representing members of the Diaspora who are absent on their territory, and to enhance the value of their assets. This service, in particular the concierge service, is an integration of real estate market professions. Not to mention its material illustration through the interface application and the placing of orders from outside, as well as a dashboard for monitoring the handling of goods.

3 IMPLEMENTATION (THE BUSINESS MODEL CANVAS)
3.1 VALUE PROPOSITION
The project offers property management services on behalf of members of the Diaspora on the one hand. And, on the other hand, locals who don’t have the time to take care of it or can’t afford to pay a professional real estate broker. These services consist of (non-exhaustive list to start with):
• Rent collection
• Babysitting
• Housekeeping
• Caretaking
• Renting
• Home search and introductions
• Refurbishment
• Site evaluation
• Garbage collection
• Site development
• Site enhancement
• Work supervision
• Custom projects
#Intermediation
3.2 KEY ACTIVITIES
Key activities include :
• Site security
• Housekeeping
• Rent collection
• Caretaking
• Administrative and financial management
• Online customer portfolio management
• Rentals
• Site development and enhancement
3.3 KEY RESOURCES
Here are the resources involved in the project
What I have What to look for
Material
• Computers
• Offices in Zogbo • Website
• Visual signature
• Other computers
• Maintenance machine
• Uniforms
• Weapons
• Weapons license
• Vehicles
Raw material
• Internet
• Electricity • Bailiff partnership
• Subcontractor partnership
• Reinforcement
Human resources (possibility of subcontracting)
• Senior Manager
• Shareholders
• Strategy consulting firm • Housekeepers
• Security agents
• Collection agent
• Accountant
• Paralegal
• Bouncers
• Part-time Webmaster
Financial resources
• Capital • Insurance
• Security amount
• Initial investment

3.4 KEY PARTNERS
The project’s key partners are :
• Public administration (taxes)
• Family (financing)
• Legal services
• Specific subcontracting (plumbing, electricity, tiling, etc.)
• Traditional facilitators such as the delegate (negotiation)
3.5 CUSTOMER RELATION
To offer this peace-of-mind facility to customers, the promoter wants to forge bonds of trust with them, while demonstrating professionalism and rigor with users to guarantee the effectiveness of the offer.
3.6 DISTRIBUTION CHANNELS
The service will be available:
• Online for dashboards and registration
• In person
• By third party intervention
• By legal means
3.7 CLIENT SEGMENTS
Our customer base is segmented as follows:
• Diaspora individuals (inheriting property but living elsewhere)
• Diaspora private companies (small-scale)
• Local middle-income individuals
• Private companies (small-scale)
• Civil society organizations
• Commercial real estate companies (subcontracting)
• Government (for space planning)
3.8 COST STRUCTURE
Here is the project’s cost structure:
Variable monthly costs Quantity Unit price Amount
(= Quantity x Unit price)
Salary (canvasser’s commission)
Transport (motorcycle cab)
Bailiff’s fees
Subcontracting costs
Bouncer fees
Administrative expenses
Advertising expenses
Office expenses
TOTAL

* specify currency
fixed costs :
• Electricity :
• Water :
• Telephone :
• Rent :
• Insurance
3.9 REVENUE SOURCES
Here are the sources of revenue
Catalog item Selling price * Monthly target Amount
(Sales price x Target)
Rent collection commission (10%)
Guarding time
Housekeeping time
Concierge time
Rental commission
Home search and matchmaking commission
Refurbishment rate
Site evaluation rates
Garbage collection costs
Site development rates
Site enhancement tariff
Tariff for follow-up work
Tailor-made project services
TOTAL

*specify currency
3.10 PRODUCTION PROCESS
To obtain the property management service, the first step is to register on the online site, specifying the type of service required and the location. A sales representative then contacts the customer to discuss the details of the contract. A manager is then assigned to the building for which the service is requested. He or she is responsible for calling in the various trades at the right time, in accordance with the specifications or clauses of the contract.
3.11 CUSTOMER PATH
Customers contact us directly by phone, email, WhatsApp, or via the message form on the app. They make an appointment with us to assess their issue (need or problem). At the end of this meeting, we draw up specifications for him or with him. The team works on the customer’s challenge and proposes a set of products and services to meet it, with an estimate at the end. Upon customer approval, the team gets to work, taking charge of the goods entrusted to us by the customer. Customers are trained to track their orders via the application’s dashboard. The customer is invoiced at regular intervals. In most cases, the customer pays by monthly instalments, for which he receives a receipt for tax purposes. The customer is removed from the company’s portfolio when the intervention is completed, either at the customer’s request or at the company’s discretion.
4 MARKETING STRATEGY (MIX MARKETING)
4.1 PRODUCT STRATEGY
The product strategy (in this case, a service) is based on professionalism. The promoter wants to focus on facilitating property management to produce high-quality products that will make a name for themselves on the market and attract their target clientele.
4.2 PLACE AND DISTRIBUTION STRATEGY
Services will be provided mainly in Cotonou, then extended to the inner suburbs to reach target customers in the following geographical areas: Godomey, Calavi, Grand Popo. The distribution technique is intended to be both virtual and physical. With this strategic choice, the promoter aims to increase efficiency and save processing time. The aim is to create a pleasant experience for the time customers spend in the pipeline. Services will therefore be available wherever managers can go, thus maximizing operations.
4.3 PRICE STRATEGY
Les Résidences Offices Multiservices (ROM) wants to be known for the professionalism of its services. However, the strategic choice here is to give variable prices depending on the risks involved, either by commission or by customized rate (per project). The desired customer perception is that we are a company you can trust. This justifies the prices in our catalog below:
[XXX] 4.4 PROMOTION AND COMMUNICATION STRATEGY
The promoter’s promotion and communication strategy is based on word of mouth, recommendations and targeted advertising using business networks and media accessible to serious individuals. The tagline will be “The worry-free home! This was chosen because it’s the desired effect on the customer’s mindset to generate buy-in to the service.

5 FINANCIAL FORECASTS
5.1 CALCULATION ASSUMPTIONS
Here are our assumptions for calculating financial forecasts:
• In the absence of exact determination of certain cost and revenue information, estimates have been made.
• The targets are pessimistic and chosen to be linear in each service category.
• The 6-month working capital should enable the entrepreneur to put in place a communication strategy to make himself known and rapidly acquire his loyal clientele.
5.2 PROJECT FINANCIAL STRUCTURE
• The entrepreneur and his family must make a personal start-up contribution
• The initial amount should cover the purchase of equipment, 6 months’ working capital (mainly to cover fixed costs, including commercial rent), i.e. approximately [XXX] (estimate).
5.3 SALES PLAN
Here is the nominal one-year sales plan:
Months M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Objective
Monthly Sales Forecast (A)*
From the sources of income table.
*Specify currency
5.4 PROCUREMENT PLAN
Here is the nominal one-year purchasing plan:
Months M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Objective
Monthly purchasing forecast (B)*
From the cost structure table
* specify currency
5.5 CASH FLOW BUDGET
Here is the nominal cash budget for one year:
Months M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Cash at beginning (a)
Cash less disbursements (b = A-B)
Repayment of financing (c)
Cash at end (= a + b -c)

5.6 FINANCIAL STATEMENTS
Please enclose projected financial statements (contact us for assistance).
6. ANALYSIS
Through its positioning as an informal property management company, ROM is at the crossroads of business intermediation, administrative canvassing services and commercial development of heritage assets. All with a view to integrating the economic potential of these sectors. It responds to the Challenge (Problem and or Need) for the clientele of African Diasporas to find trustworthy people to represent them validly in the various tasks that require their presence. As a result, the key element that will set all potential competitors apart is credibility and integrity in transactions. In other words, to be able to trust and rest from the worry of watching out for the numerous scams and swindles of which the said members of the Diaspora are usually victims. There are two key factors in this business: efficiency in the execution of processes, and integrity and seriousness in the relationship with the trade, or even customer-supplier interaction. The barrier to entry may be low, but not everyone is destined to succeed, because building relationships takes time. And it only takes one scandal to lose everything. Hence the importance of thinking twice before getting involved in this business. Last but not least, setting ourselves apart from the rest also means systematically denouncing the failings and swindlers that could tarnish the sector. Because, as we’ve said, quick and easy profit doesn’t go hand in hand with the weaving of business relationships, which represents, in business terms, all the wealth that can be passed on to the next generation or to an investor.

7. RISK ANALYSIS AND CONTINGENCIES

Identification Probability Impact Management strategy
It takes time to raise the funds needed for launch Strong Strong Redouble efforts to raise funds and savings from paid work. Consider credit
Too much competition in the location Average Strong Consider relocation. Or team up with a better-established competitor (emulator) to get started.
New entrants tarnish business image Average Strong Distinguish yourself through your image and justify the professionalism of your services
Etc. Etc. Etc. Etc.

APPENDICES
List of attachments :
• Resume
• Statistical references
• Letters of intent to purchase
• Legal copy of incorporation
IN OUR COLLECTION
The Wisemen Council and Arnaud Segla are committed to publishing digital books along three editorial lines: “Economic Development”, “Ethnic Identity” and “Sustainable Development”. Our aim is to accompany the effort to reappropriate the economic future and the renewal of Black civilization in a logic of valuing and sharing its philosophy and informal attitude with other cultures. Our collection is part of the empirical research project of its Think Tank, the Méthode Ka, as well as its consulting activities in Project Strategy.
Published to date:
Economic Development Series :
Analysis Category
Un aperçu des défis au sein de la communauté des entrepreneurs ethniques, Arnaud Segla, The Wisemen Council, 2015, ISBN: 978-2-924872-24-6
An overview of the challenges within the ethnic entrepreneur community, Arnaud Segla, The Wisemen Council, 2015, ISBN: 978-2-924872-21-5
L’entrepreneur informel entre efforts et peu de richesse, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-22-2
The informal entrepreneur between efforts and little wealth, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-23-9
La Méthode Ka, un Modèle d’économie politique informel, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-62-8
The Ka Method, an informal political economy Model, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-63-5
Plan stratégique pour la souveraineté socioéconomique des Foyers Informels du Sud et Ethniques de l’Ouest, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-64-2
Strategic Plan for the Socioeconomic Sovereignty of Southern Informal and Western Ethnic Homes, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-65-9
Guides Category
Une entreprise ethnique en 40 heures, Arnaud Segla, The Wisemen Council, 2014, ISBN : 978-2-924872-20-8
Business in the box, Arnaud Segla, The Wisemen Council, 2014, ISBN: 978-2-924872-13-0 L’art de s’intégrer par l’entrepreneuriat, Arnaud Segla, The Wisemen Council, 2014, ISBN: 978-2-924872-15-4
Successful Citizens through entrepreneurship, Arnaud Segla, The Wisemen Council, 2014, ISBN: 978-2-924872-19-2
Stratégie de projets ethniques, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-17-8
Ethnic Project strategy, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-14-7
Réussir par la voie Informelle, Arnaud Segla, The Wisemen Council, 2016, ISBN : 978-2-924872-16-1
Succeeding through the informal way, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-18-5
Manifeste pour la Souveraineté Socioéconomique des Foyers Informels du Sud et Ethniques de L’Ouest, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-60-4
Manifesto for the Socioeconomic Sovereignty of the Southern Informal and Western Ethnic Homes, Arnaud Segla, The Wisemen Council, 2021, ISBN: 978-2-924872-61-1
Manuals Category
Attitude, Correction, Simplicité et Modération, Arnaud Segla, The Wisemen Council, 2017, ISBN : 978-2-924872-41-3
Introspection, Intuition, Réalisme et Indépendance, Arnaud Segla, The Wisemen Council, 2017, ISBN : 978-2-924872-52-9
Precise Category
Comment fonder mon entreprise Informelle, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-03-1
How to settle my informal enterprise, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-04-8
Comment présenter mon projet informel à des personnes a ressources, Arnaud Segla, The Wisemen Council, 2016, ISBN : 978-2-924872-05-5
How to present my informal project to people of resources, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-06-2
Comment créer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-07-9
How do I create my ethnic business, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-08-6
Comment lancer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-09-3
How to launch my ethnic business, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-10-9
Comment faire durer mon entreprise ethnique, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-11-6
How to make my ethnic business last, Arnaud Segla, The Wisemen Council, 2016, ISBN: 978-2-924872-12-3
Tools Category
Gabarit pour rédiger un plan d’affaires informel, Arnaud Segla, The Wisemen Council, 2018, ISBN :978-2-924872-31-4
Template to write an informal business plan, Arnaud Segla, The Wisemen Council, 2018, ISBN:978-2-924872-32-1
Gabarit pour rédiger un plan de stratégie Marketing informel, Arnaud Segla, The Wisemen Council, 2018, ISBN :978-2-924872-33-8
Template to write an informal strategic Marketing plan, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-34-5
Model Category
Modèle d’Affaires d’une Entreprise de Gestion Immobilière Informelle, Arnaud Segla, The Wisemen Council, 2022, ISBN: 978-2-924872-55-0
Business Model of an Informal Property Management Enterprise, Arnaud Segla, The Wisemen Council, 2022, ISBN: 978-2-924872-56-7
Ethnic Identity Series:
Quotes Category
Les Anges dans l’esprit, Arnaud Segla, The Wisemen Council, 2014, ISBN : 978-2-924872-25-3
Short Stories Category
Le Point, quatre saisons pour reconstruire (édition révisée), Arnaud Segla, The Wisemen Council, 2013, ISBN 978-2-924872-26-0
Au nom de l’a-guère, le jour du réveil, Arnaud Segla, The Wisemen Council, 2015, ISBN : 978-2-924872-27-7
Meditations Category
Le Calme retrouvé de l’Arbre, Tome I, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-42-0
Le Calme retrouvé de l’Arbre, Tome II, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-43-7
Le Calme retrouvé de l’Arbre, Tome III, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-42-0
Le Rat psalmiste, de là part, de mon coeur, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-51-2
Prose Category
Le Cri de la Calebasse, Arôme antique, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-35-2
Le Cri de la Calebasse, Perles d’exil, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-36-9
Le Cri de la Calebasse, Oasis à l’orient, Arnaud Segla, The Wisemen Council, 2018, ISBN:978-2-924872-37-6:
Le Cri de la Calebasse, Noir Mystère, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-38-3
Novel Category
The Black Kingdom, la voie des dieux, Arnaud Segla, The Wisemen Council, 2013, ISBN : 978-2-924872-28-4
Arc en ciel, Gougoune j’aurais ta peau !, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-50-5
Testimony Category
Vérité et Amour, Vie, Conscience et Feu, ASSOUKA (Arnaud Segla), The Wisemen Council, 2019, ISBN : 978-2-924872-54-3
La Révolution silencieuse, Le Combat d’édification de The Black Kingdom, Le Royaume Noir, Amaru (Arnaud Segla), The Wisemen Council, 2019, ISBN : 978-2-924872-53-6
Je converse à Dieu Tout Puissant…, Tome I, Le Berceau Lunaire, Amaru (Arnaud Segla), The Wisemen Council, 2021, ISBN : 978-2-924872-57-4
Je converse à Dieu Tout Puissant…, Tome II, Le Tombeau Solaire, Amaru (Arnaud Segla), The Wisemen Council, 2021, ISBN : 978-2-924872-58-1
Je converse à Dieu Tout Puissant…, Tome III, Le Manque d’Eau Agraire, ASSOUKA,(Arnaud Segla), The Wisemen Council, 2021, ISBN : 978-2-924872-59-8
Le Récital de Oies d’EAU, Les Enfants de l’Air, ASSOUKA (Arnaud Segla), The Wisemen Council, 2022, ISBN : 978-2-924872-66-6
Sustainable Development Series:
Ka Method Category
Introduction à la Méthode Ka, Arnaud Segla, The Wisemen Council, 2013, ISBN : 978-2-924872-30-7
Introduction to the Ka Method, Arnaud Segla, The Wisemen Council, 2013, ISBN: 978-2-924872-29-1
Charte de projet de la Méthode Ka, Arnaud Segla, The Wisemen Council, 2012, – Concept Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-40-6
Ka Concept, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-39-0
Ka Concept Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-49-9
Fondements de la Méthode Ka, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-45-1
Fondements d’Éco Animisme, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-46-8
Fondements de la Technique Share Wiser, Arnaud Segla, The Wisemen Council, 2018, ISBN : 978-2-924872-47-5
Fondements de la Philosophie du Lean Intention, Arnaud Segla, The Wisemen Council, 2018, ISBN: 978-2-924872-48-26
H(Or)S Series:
Composition Category
Plan de Projet d’Affaires, Plan Révisé et Approuvé par le Conseil des Sages, Arnaud Segla, The Wisemen Council, 2023, ISBN: 978-2-924872-67-3
Plan of Business Project, Plan Revised and Approved by The Wisemen Council, Arnaud Segla, The Wisemen Council, 2023, ISBN: 978-2-924872-68-0
Chronique Category
Notre Amour: Ma Chère Femme et Mon Cheikh Mere, ASSOUKA (Arnaud Segla) et Amaru, The Wisemen Council, 2023, ISBN: 978-2-924872-69-7

Crédit photo: Awa Lake Diop

Arnaud Segla M. Sc., M. Sc. Admin., CAPM. Consultant Manager et Coach en entrepreneuriat social, ethnique, informel et numérique. J’organise et anime des activités d’apprentissage et accompagne plusieurs entrepreneurs dans l’atteinte des objectifs de leur projet d’affaires.

Depuis 2009, j’offre des services de consulting pour les projets en entrepreneuriat ethnique et informel dans le cadre du développement économique et identitaire des mains-d’œuvre migrantes. Je m’associe à toute bonne volonté pour concrétiser ma vision avec l’entreprise The Wisemen Council.

 

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