Livspace

Operating Model
Op Model Description
The suggested operating model for the Painting and False Ceiling
vertical is assumed to be based on vendor aggregation Business Model.
The vendors in the region who are offering the desired services are
‘onboarded’ as service partners who would be working under Livspace’s
banner. This way the company would be saving on operations and
capital investment related to inventory and its management. The
customer and vendor engagement would be tech driven to minimize
manual admin work
 Operating Model Canvas for Livspace’s False Ceiling and Painting services

1. Business Development Team 1. ERP (HR, Organization,

2. Operations team 2. Communication Suite (Google
Organization

Information
3. Strategy and Operations Suite, Microsoft, SLACKS etc)
4. Finance team 3. Finance ERP for book management
5. Central Tech/Product team
6. HR admin and IT team
Process

Manage
Build Repository Build Build Client Deliver Projects Ensure after
Create tech Stack req./capab.-based
of Vendors Consul./Designer Pipeline Sales Service
mapping
portfolio
1 2 3 4 5 6 7
Satisfied
Customer
1. Experience Centers 1. Internal Stakeholders
2. Workplace (Includes management, 2. Vendor Supplying 3rd party firms
operations, sales and support

Suppliers
Location

functions)
 Organization (1/3)
Sales and Business Development Operations
1. Growth Manager 4. Analyst 1. Operations Head 4. Service Delivery Associate
Personnel

2. Sales Manager 2. Operations Manager 5. Vendor Onboarding Associate

Key

3. BD Associates 3. Customer Success Manager

All the business reports will be exposed to the to management. The Reporting of Ops head roll into the top management.
Reporting

reporting line within the department will be Vendor Onboarding Asso. Operations Manager  Operations Head
Line

BD Associates  Sales Manager  Growth Manager  Analyst Service Delivery Asso. Cust. Success Manager  Operations Head

1. Maintaining and growing client pipeline 1. Resolve Customer Grievances customers

Objectives

2. Formulate sales and growth strategies to increase business 2. Ensure timely service delivery 4. Onboard vendors and maintain
3. Create Annual Growth Plans and drive adherence 3. Liaison b/w vendors and review tracker
Headcount
Total

1+2+6+1 1+2+5+5
 Organization (2/3)
Strategy and Operations Finance
1. Program Manager (X- 1. Finance Head
Personnel

department) 2. AP/AR Manager

Key

3. Book keeping Associate

4. Ops finance manager (payroll, cashflow, investments, audit)

Program Managers will be reporting to the top management and driving Reporting of Finance Head/Controller will be to the Business Head who
Reporting

all strategic initiatives oversees all the functions In the department

Line

1. Driving company’s internal and external strategic projects 1. Maintaining AR and AP compliance relate activities
Objectives

2. Managing market intelligence and help in business planning 2. Maintaining contracts 4. Maintain ledgers and books
3. Creating reports for business monitoring and enhancing visibility to 3. Support financial audits and 5. Payroll
top management
Headcount
Total

2 1+5
 Organization (3/3)
Tech/Product Team HR/Admin/Legal
1. Technology and Product Head 4. SDE 1. HR Head (Employee engagement, onboarding processes, payroll etc)
Personnel

2. Product Manager 2. Talent Acquisition Associates

Key

3. Engineering Manager 3. Onboarding executives

4. CS and Admin head

Reporting of Tech head will be to the Business Head who oversees all the Reporting of HR head will be to the Business Head who oversees all the
Reporting

functions in the department functions in the department

Line

SDEEMHead Onboarding Executives TA Asso.  HR Head  Legal Assoc.

PMTech Head Admin  HR Head

1. Developing competent products for business sustainability and 1. Employee onboarding (Vendor/Customer/Employee)
Objectives

scalability 2. Employee Engagement 5. Procurement office supplies.

2. Designing products for ease of use and 3. Payroll software
4. Contract Creation
Headcount
Total

1+3+2