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Italian Style

 

Gelato

5,000 gelato stores worldwide 

 25 EMPLOYEES PER STORE = 125,000 JOBS FOR REFUGEES

No one needs to be convinced that Italian Ice Cream is an irresistible treat.  Since the secret lies in the recipe, the raw materials, the machines, the overall process and Italian style - it is the type of know-how that can be easily transferred through training in Italy with expert partners. This therefore qualifies as an ideal investment for us to make in our campaign to create jobs outside Europe for refugees and immigrants in Europe. Remember that our objective is to contribute to the equilibrium of people flows both into and out of Europe. It does not take a genius to know that eventually Europe simply will not be able to absorb all the refugees and immigrants arriving on her shores on a daily basis, only to discover that their dream of reaching the promised land was all in vain. That the risk they took and the many lives lost along the way will never turn out to have been a wise investment.

For an investment of $2.5 billion dollars we can create our TRIBALMIXING GELATO BRAND: EXODUS  and put them in key locations worldwide where ice cream is consumed year round. I cannot put my finger on the source but I once read a study which confirmed that an average African with a stable income outside Africa, takes care of an average of 13 people back on the mother continent. If that figure is correct our stores will take care of  one million six hundred persons, not to mention the multipliers in Italy where our partner will be providing us with turnkey solutions for 5,000 stores in the first phase of development and the multipliers in the countries where our stores will be located which will also create support income for the local population working with us as employees or vendors.. 

tribes sm 1

 THE  STRUCTURES

Excellence is our mantra and it is not a casual choice that our stylemaster, awarding winning architect, Simone Micheli, is, in my humble opinion, the best architect alive in our times. Our structures must be unique, memorable and stimulating deep emotions and memory. People who experience them must have no choice other than to speak about them, creating the tam tam that all great brands need early in the process to succeed.

The refugees, immigrants and Europeans and others from around the world working in our businesses, must themselves be extremely special and highly trained, not only in the technical aspects of their jobs, but also in relating with people and the art of providing the highest level of service possible, as they are the ambassadors of our brand and our concept. They will be well trained at our partners' facilities in Rimini, MEC3, then they will complete their training in our flagship locations in Milan, Rome, Paris, London, Monte Carlo, Barcelona, Madrid and other key and strategic locations around the world.    

Once the Employee Ambassadors reach or exceed our demanding standards, they and their families will be relocated permanently outside Europe to a country we mutually agree on, and where we  have already negotiated  with the authorities for relocation. We will provide them with a home, a career in our store and assist them enroll their children in schools and everything else necessary to start a productive life. This fulfills our objective of creating a revolving door giving immigrants and refugees real life choices beyond the European Continent.

THE BUSINESS

The artisan gelato business has a very high profitability: with an initial average minimum investment of €120,000  for machinery and equipment, the break-even point is quick and easy to reach typically in 5 years. Our start-up budget and operating costs will be significantly higher than that of the typical start-up.  We will place a priority on design and location and expect our average start-up per location to be more in the range of $500,000. We do expect, however, to start immediately exceeding the typical projected target of 30 kg of gelato per day, instead averaging 90 kgs per day and more.

dizzie sq

Our training facilities will not only focus on the product, but will also have a retail outlet in our training city offering our trainees the opportunity to also work in a retail environment while training and have contact with the end clients. Our objective is in superior performance in everything we do  so when our trainees move on to their destined location, they will be ready for Showtime. Each Gelateria will have 25 employees and our target will be 5,000 gelaterias worldwide carrying our brand. That is a total of 125,000 jobs for displaced people. This Sector does not only create jobs in the retail outlets but also in the preparation of the Raw Materials which will be done at various locations around the world, as well as our installation and maintenance crews.

We will place these stores in tourists destinations worldwide in countries with booming economies and we will negotiate the work permits for our Refugee running these operations with the local authorities.

 THE  RETAIL STORES

Our Franchising Director will be a young Italian friend who occupies this role for a famous international fashion brand  and for the moment we cannot name him. It will take lots of skill to get our 5,000 locations operational and we may just create an internal company for doing this work. We will have to evaluate that option.  

THE  STARBUCK MODEL

We will implement the Starbuck model which was first inspired by the typical Italian neighbourhood Coffee Shop and reinterpreted on an industrial scale at an international level. Starbucks Corporation is an American coffee company and coffeehouse chain. Starbucks was founded in Seattle, Washington in 1971.

As of November 2016, it operates 23,768 locations worldwide, including 13,107 in the United States, 2,204 in China, 1,418  in Canada, 1,160 in Japan and 872 in South Korea (bumping United Kingdom from 5th place). Starbucks initially distinguished itself from other coffee-serving venues in the US by taste, quality, and customer experience while popularizing darkly roasted coffee. Since the 2000s, the third wave coffee makers have targeted quality-minded coffee drinkers with hand-made coffee based on lighter roasts, while Starbucks nowadays uses automated espresso machines for efficiency and safety reasons. Please read the comment left on a blog by a customer when she discovered that the CEO was leaving his role as CEO.

A Heartfelt "Thank You" To Former Starbucks CEO

 
I was at my local Starbucks on East Fort Avenue in the Federal Hill area of Baltimore when I heard that Howard Schultz was leaving his position as CEO. I thought, Schultz would be proud of this place. While not all the stores are like this one, I have to say, "my" Starbucks is the real deal  —  a welcoming, eclectic community, run by a diverse group of kind, positive, and competent baristas. I decided to write a note of appreciation to Mr. Schultz and the folks at Starbucks.
 
As a diversity and inclusion specialist who advises organizations on how to build inclusive work environments, I know how powerful these cultures can be, and how difficult they are to achieve. It is an especially hard task during this time in our country and world — in which fear, isolation and division seem to be at an all-time high. We are in such desperate need of leaders who are conscious, courageous, and compassionate. So I am taking my hat off not to perfection, but to a leader and a for-profit company that have worked hard to walk their talk — and to create some amazing opportunities and spaces for diversity and inclusion to thrive.

  

 

 

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