Problem
Livre solves a gap in residential maintenance: today, when a need arises, the consumer usually has to contract the entire service or try to solve it alone, often without adequate equipment, guidance or support. This model makes maintenance more expensive, difficult to carry out frequently, and leads many families to postpone it, compromising the conservation of assets, heritage and the quality of the domestic environment. Livre operates precisely in this space, expanding access to professional assisted solutions.
Solution
Livre proposes to solve this problem through assisted leasing, a third way between contracting the entire service and trying to do it yourself. The client receives professional equipment, supplies, guidance, support and logistics in a single solution, focused on bringing him closer to a satisfactory result. Thus, Livre reduces cost, knowledge and access barriers, allowing more people to carry out residential maintenance with autonomy, economy and technical support.
Business model
The validated model today is transactional B2C, with assisted rental pay per use. In the new pricing, the plans will be of R$ 199 thru 12 hours, R$ 260 thru 24 Hours and about R$ 350 towards 36–48 hours, including equipment, supplies, support, delivery, and pickup. Based on the expected mix of rentals, we designed an average B2C ticket between R$ 220 and R$ 250. In the expansion, the model provides for a network of hubs/licensees: when the partner carries out warehousing and logistics, they can receive up to 40% From the rental and Livre retains 60%, in addition to generating revenues with licensing, supplies, maintenance, and technology. B2C, professional and corporate B2B2C subscriptions are being validated as new sources of recurring revenue.
Market
Livre operates in the global residential services and maintenance market, estimated at approximately US$ 425 billions in 2025. Our opportunity is not restricted to a vertical, such as upholstery cleaning: the residence is the unit of demand and meets different recurring maintenance needs. Livre seeks to capture the portion of this market that can migrate from full contracting to assisted access, starting with sanitation and gradually incorporating new categories. In Brazil, this thesis is based on a base of about 79 millions of households.
Competitors
The main competitors today are service providers, traditional equipment rental companies and household equipment sold to the consumer. There are companies that rent equipment; they offer the equipment, while Livre structures an assisted journey, with inputs, guidance, support and logistics, bringing the customer closer to the final result.
Competitive differentiation
Livre's main differential is not to deliver just the equipment, but the result-oriented solution. While traditional rental companies only offer access to machines and household equipment and require the consumer to discover how to use them on their own, Livre integrates professional equipment, supplies, guidance, support and logistics into a single assisted journey. This reduces the insecurity of those who want to do it on their own and increases the chance of achieving a satisfactory result with economy and autonomy.
Entry barrier
Livre's competitive barrier is built by the combination of accumulated operational knowledge, its own execution protocols, customer and lead base, usage data, brand, and an assisted distribution network. The equipment can be purchased by any competitor, but reproduce an operation that has already performed about 2.000 locations, knows consumer behavior, knows how to transform professional equipment into experiences that can be executed by the customer, and is able to replicate this model in new categories requires time, operational learning and network density. As Livre adds categories, clients, and hubs, so does the value of this infrastructure and the cost of replication for new entrants.
Traction
Yes. The Livre already has proven traction: about 2.000 leases carried out; approximately 30% of returning customers; almost 30 thousand followers on Instagram; about 11 a thousand leads generated. These results were achieved even with the operation still centralized and limited geographical coverage, which reinforces the existence of demand before the expansion of the infrastructure.