SFM - connecting for a sustainable future (winter 2019)

ENT 2117 – New Venture Creation
Final Report
Connecting for a sustainable future
By
INFINI
Gabrielle Gareau (NI: 111249894)
Joel Lee (NI: 111 253 604)
Julia Stefanie Roppelt (NI: 111 254 508)
Tristan van Heteren (NI: 111 253 625)
Quebec City, 25.04.2019
II
Executive Summary
Trends such as the increasing food waste produced by grocery stores or steadily rising food
prices constitute a challenge for students and families. In order to tackle this issue, we founded the
social startup INFINI. The core business of INFINI is providing a platform for connecting
environmentally conscious consumers, grocery stores and experts in form of a bi-monthly event,
the Sustainable Food Marketplace. Consumers, consisting of students and non-studying adults the
opportunity to obtain vegetables, fruits and pastries from a market located within the university
campus. These products offered by groceries are leftovers, which would have been disposed.
Additionally, a cultural program involving local talent acts and workshops to create as well as
strengthen community ties while addressing environmental and social challenges complements the
event.
Currently, there is no solution available in the market offering comparable value to all
involved stakeholder groups. By leveraging the potential of leftover products and campus
facilities, INFINI established a business model creating value not only for the company but also
for the entire community. Our team is highly experienced in terms of social entrepreneurship, as
we have been part of successfully launched social enterprises in Germany, and Africa and therefore
are aware of potential impediments, learned how to cope with upcoming challenges as well as
proved our strong entrepreneurial drive. Moreover, we gathered valuable event-management and
marketing skills through the weekly organizing of flea markets in the past. Enabled through our
knowledge and experience, our vision with the Sustainable Food Marketplace is to deliver a value
creating platform for our stakeholders, which allows students to keep a healthy diet at an affordable
price and has a positive impact on the environment through the reduction of waste. Time has come
to connect for a sustainable future.
III
Table of Content
Table of illustrations ...................................................................................................................... V
List of abbreviations ..................................................................................................................... VI
1. Context and concept .................................................................................................................... 1
2. Value proposition ........................................................................................................................ 2
3. Targeted Customers and Markets ............................................................................................... 3
3.1 Needs Fulfilled ...................................................................................................................... 3
3.2 Target Market ........................................................................................................................ 4
4. Entrepreneurial team ................................................................................................................... 5
5. Business Model ........................................................................................................................... 7
6. Data supporting the project ....................................................................................................... 11
6.1 Market analysis ................................................................................................................... 11
6.2 Competitive Analysis .......................................................................................................... 13
6.3 Field test .............................................................................................................................. 15
6.4 Prototype ............................................................................................................................. 17
6.4.1 Pre-Event Phase ............................................................................................................ 17
6.4.2 During Event Phase ...................................................................................................... 18
6.4.3 Post-Event Phase .......................................................................................................... 19
7. Financial overview .................................................................................................................... 19
7.1 Operating Costs ................................................................................................................... 19
7.2 Profitability and Social Impact ............................................................................................ 20
8. Planning schedule ..................................................................................................................... 21
9. Project limitations ..................................................................................................................... 22
10. Conclusion .............................................................................................................................. 24
10.1 Critical Assessment ........................................................................................................... 24
10.2 Entrepreneurial profile ...................................................................................................... 25
IV
10.3 Appreciation of Process .................................................................................................... 27
Appendices ................................................................................................................................... VII
Appendix 1 – Summary of grocery interviews ........................................................................ VII
Appendix 2 – Market Potential .............................................................................................. XIII
Appendix 3 – Expenditures on groceries ................................................................................. XV
Appendix 4 – Demand Calculation .......................................................................................... XV
Appendix 5 – SWOT Analysis ................................................................................................. XV
Appendix 6 – Interview summary with agricultural expert .................................................. XVII
Appendix 7 – Storyboard ..................................................................................................... XVIII
Appendix 9 – Floorplan.......................................................................................................... XIX
Appendix 10 – Operations Schedule ...................................................................................... XIX
Appendix 11 – Fixed Costs .................................................................................................... XXI
Appendix 12 – Variable Costs .............................................................................................. XXII
Appendix 13 – Profitability .................................................................................................. XXIII
Appendix 14 – Social Impact ............................................................................................... XXIII
Appendix 15 – Risk analysis ............................................................................................... XXIV
Reference List ........................................................................................................................... XXV
V
Table of illustrations
Figure 1 - Business Model Canvas ................................................................................................. 7
Table 1 – Competitive Analysis .................................................................................................... 14
Figure 2 - Cost overview............................................................................................................... 19
Figure 3 - Revenue Streams .......................................................................................................... 20
Figure 4 - Short term planning ...................................................................................................... 21
Figure 5 - Long term planning ...................................................................................................... 22
VI
List of abbreviations
AMPQ Association des Marchés Publics du Québec
CEO Chief Executive Officer
MAPAQ Ministère de l’Agriculture, des Pêcheries et de l’Alimentation du Québec
SFM Sustainable Food Marketplace

1. Context and concept
Current trends like global warming increasingly gain attention. Humanity is currently
living beyond its means. According to “The club of Rome’s World III Simulation the Limits to
Growth”, the earth’s limits will be reached within the next 100 years, if the growth in human
population, environmental pollution, food production and use of natural resources is continuing at
the same rate.1 One area which contributes to global warming and mirrors corporate and consumer
irresponsible behavior is the great amount of food wasted in developed countries. In Canada, every
year, about 35.5 million tons of food are wasted, what is worth 49 million dollars, producing 56.6
million tons of CO2 gases.2 Besides this trend of food waste in Canada, the food prices are
constantly rising. In particular, the prices for pastries, vegetables, and fruits are forecasted to
increase by about three percent next year, resulting in financial pressure for students.3
To address the needs of reducing food waste and food prices in Canada, we are pursuing a
project called Sustainable Food Marketplace (SFM), a social business. The SFM constitutes a
multisided platform at Université Laval facilitating the exchange between mainly two parties,
namely students with a limited budget living close to the campus and local bakeries or supermarket
chains storing more food than they can sell. Canadian research indicates that approximately one
third of the total food waste could have been prevented.4 For this reason, the SFM encourages
these stores to offer their leftover products, which are still biologically edible, at reduced prices to
students. To attract students, this event, which will be offered twice a month, is complemented by
cultural and educational program. This includes workshops to increase environmental awareness
or music acts by local artists to foster the cultural scene of Quebec at the same time. Additionally,
students can get in contact with supermarket chains for securing potential internships. In general,
grocery stores are currently facing difficulties in recruiting staff in the Quebec City region;5 this
approach enables the grocers to find future employees and do active recruiting. Moreover, the
participation in the SFM can be used as part of a marketing campaign to attract new,
environmentally concerned customers. To sum up, the SFM addresses current challenges and
creates a sustainable value for all stakeholders.
1 see Meadows. et al., 1972.
2 see Weber, 2019.
3 see Alini and Young, 2018.
4 see Weber, 2019.
5 see Sheehan, 2019.

2. Value proposition
The Sustainable Food Marketplace creates sustainable value for all parties. First, it
increases the overall awareness of the huge amounts of food wasted regularly and the resulting
consequences. Second, the SFM contributes to food reduction in the Québec City region and
creates a network among environmentally concerned citizens of Québec and companies engaging
in corporate social responsibility. This fosters the exchange on further protection measures. Both
describe values for all stakeholder groups, and more particularly for the environment.
Grocery stores benefit from the SFM. By selling leftover products and reducing the
quantity of food waste disposal, they reduce disposal fees while generating additional revenue.
Moreover, the stores can attract new customers, through promoting this action as part of a
marketing campaign. Especially customers that usually purchase their food at organicsupermarkets
are likely to switch to the cheaper alternative when seeing that they are similarly
engaging in corporate social responsibility. While selling their products at the event to students,
these companies can also leverage on the opportunity to actively get in contact with potential future
employees and conduct recruiting right at the university, where talent is condensed.
Concurrently, this can be also perceived as an added value for the students, as they can
easily get in contact with major employers in the Québec City region and secure attractive
internship positions. But most importantly, the students face a high degree of convenience through
the sustainable food market place, as it will be held within the university. Especially in winter
time, this enables students to do their groceries without leaving the building as they do not have to
carry their groceries far. As most students live either on campus or travel by car, they can easily
transport their groceries to their apartment. Besides this convenience, students value the highly
reduced food price. As the general food price levels increase yearly, the SFM provides them with
the opportunity to reduce their expenditures on food and have more money left for fun activities
or avoids or reduces loan requirements and/or the necessity of taking a side job while studying.
Finally, this social entrepreneurship business model also brings value to our entrepreneurial
team. We become part of the food waste reduction society in Québec and we can learn about
emergent needs for which we can find a new solution. We also create profits which can be
reinvested in the business. To conclude, the SFM delivers sustainable value for all involved
stakeholder groups and most importantly positive social and impact for the environment.

3. Targeted Customers and Markets
3.1 Needs Fulfilled
In Canada, our team identified existing, emerging and latent needs encouraging the
establishment of a business aiming to reduce food waste and building an environmentally
conscious community. There is an existing need in Quebec, as the city does not have an organic
waste disposal system in place. Due to this, a substantial amount of food is being thrown away, at
multiple points in the distribution chain, as it does e. g. not meet industry standards of retailers
anymore. We recognize a need to reduce waste by giving a second chance to this produce.
Additionally, Quebec City has a large population of students, because of its many CEGEPs and
the university. As it is not possible for the majority of students to work while studying, another
existing need is the need to establish cheaper options for produce shopping, as the have food prices
increased consistently. Besides the ever-increasing food prices, Quebec lacks specialized fruits
and vegetables shops. A 2004 MAPAQ study confirmed, that Quebec City offers only 20 to 30
“fruiteries”. Other parts of Quebec such as Montérégie or Montreal are home to 60 / 130 fruiteries.6
Moreover, we also noticed the fact that Quebec City residents travel far out of their neighborhood
to find fresh produce, translating in a need for an increase in produce stores close by. Additionally,
more than 50% of these “fruiteries” are chains. However, trends show a growing interest for
supporting local, smaller. Therefore, we translate this fact into a need for more local options.7
The current shift in collective consciousness towards more environmentally aware
practices is a trend that visionaries capitalize on by staying alert to emergent needs. One of these
is the necessity to offer alternatives and education to help reduce food waste. Quebecers are more
than ever conscious of this when spending their income and being a leader in this movement will
prove a great advantage for our project.8 Another emergent need is one to create a communitybased
shopping experience. Interest in a more social type of activity is growing and our team
recognizes a possibility being in the first businesses to offer this type of experience. We may also
capitalize on offering an educational platform within our event, where patrons can learn about food
reduction.
6 see MAPAQ, 2004.
7 see Fournier, 2013.
8 see Labrecque et al., 2007.
4
Infini aims to stay competitive by researching environmental trends and market, as to
recognize latent needs and keep optimizing our platform according to future possibilities. For
example, SFM has the potential to offer job creation within the food waste reduction community.
Due to the increasing interest in these sectors, offering employment could benefit us. Additionally,
we offer a platform where all stakeholders are able to engage in building a more sustainable future,
creating endless possibilities for all.

3.2 Target Market
Our customers are segmented into three categories, students, adults above 30 and grocery
retailers. These segments are targeted due to their need for cheaper food alternatives on a regular
basis (consumers) and the need to better manage high amounts of food waste (grocery retailers).
The students segment comprises of local and international students, who are residing
within Quebec City or on campus. Due to high cost of eating out in Quebec City, the lack of regular
income and the need to consume fresh food, they are more sensitive to prices and are likely to
make frequent grocery purchases. Also, customers from this segment are likely to visit
supermarkets and groceries that are within proximity to their place of residence or school campus
for greater convenience. This segment is more open to sustainable efforts, possesses great interests
in playing an eco-friendly role for the community they live in and will make up majority of our
entire target market.
The adults segment comprises of all other working people, parents of children and senior
citizens who generally have a regular routine of activities that results in recurring behaviors and
increased customer loyalty. It is more difficult to change their established routines and behaviors
compared to the ones of students, but these customers possess higher purchasing power that
enables them to consider other purchasing options. This segment will make up a small proportion
of our entire target market.
The grocery retailers segment comprises of local supermarket retailers such as IGA or
Metro and local bakeries due to their proximity and independence of retail operations. Based on
our findings, many grocery-related retailers have high amounts of leftover of perishable food items
like fruits, vegetables, meat, yogurt and dairy products that are usually disposed as trash and
garbage. These leftovers are largely attributed to its perishability nature and strict company
policies of only selling fresh products and discarding unwanted or returned products. These
customers participate in our event by paying a booth rental fee, to sell their ‘leftover’ fruits and
vegetables at a discounted rate in order to reduce their food waste and environment footprint. In
the new future, we aim to work with other global supermarket retailers like Walmart and local
producers such as ‘fruiteries’ and other independent producers of fruits, vegetables and bread.

4. Entrepreneurial team
To target the two distinct customer segments needs in a distinctive way, our entrepreneurial
team is key. The team around the Sustainable Food Marketplace consists of four highly motivated,
international students consistently questioning the status quo and alertness to discover needs and
opportunities in the market. Besides the cultural diversity, the team members also differ in terms
of background.
The CEO, currently also operating as head of marketing and sales, Julia Roppelt, is
pursuing a master’s in management degree with a focus in marketing and economics at the
University of Mannheim, Germany. Besides her expertise in Marketing, data analytics and the
application of economic theories she also has experience in founding social startups, as she is part
of the student initiative Enactus Mannheim. There she also operated as a head of marketing and
sales for a social entrepreneurship project in Uganda and gathered experience with regards to
marketing and empowerment of people in need. Moreover, Enactus offers her a huge network
consisting of various industry specialists, ranging from consultants of KPMG, the Commerzbank,
BASF and academic advisors from logistics and marketing chairs at the University of Mannheim.
The Chief Financial Officer of the Sustainable Food Marketplace, Joel Lee, is a bachelor student
pursuing a Business Management degree with a major in Finance at Singapore Management
University. During his studies, he developed several financial management projects and interned
in a financial services company where he gathered valuable experiences in the areas of finance and
accounting management. Besides his financial expertise, he worked as a Logistic Director in a
Singapore-based events management company, where he managed the procurements of logistical
related equipment. His exposure to financial management in real working environments will
greatly enhance the operations and feasibility of our project.
6
Gabrielle Gareau is acting as the Chief Operation Officer while also being responsible for
corporate social responsibility. Currently pursuing a certificate in entrepreneurship and
management of small businesses, she intends to pursue a career in social and sustainable
entrepreneurship, using her own business opportunities to help the people who need it most in the
community. Working in hospitality and event management positions for many years, she has
acquired essential skills and field experience, which will prove useful in this venture. Her passion
for environmental consciousness and sustainability also proves a great asset for this project.
Finally, Tristan van Heteren operates as the head of quality and partnership management
and is currently pursuing his bachelor's degree in international business majoring in organizations
at Maastricht University. This has given him the expertise needed in order to manage the
compatibilities that need to be leveraged, in relation to satisfying and engaging the sponsors,
vendors and customers. Born in South Africa and being brought up on a game reserve in the North
West province, environmental sustainability and protection has been instilled in his day to day life.
After witnessing first-hand, the negative and sometimes destructive effects that humans have on
the environment, he developed a deep intrinsic motivation and passion to reduce human impact.
In particular, he encourages movements to reduce waste and habitat loss, that provides him with
experiences and best practices which support the team in pushing the project forward and
identifying promising partners as well as ensuring food quality standards.
This diversity in expertise and culture enables us to envision emergent needs of our equally
diverse stakeholders consisting out of exchange students, local students from Quebec, partners and
local grocery stores of all sizes. As such, we deliver a customer-centric solution addressing the
environmental challenge of food waste as well as the trend of increasing food prices in the Québec
City region to the grocery stores and consumers.
Additionally, we need to acquire knowledge regarding hygienical and legal conditions
underlying selling fruits, vegetables and pastries. This expertise will be obtained by involving
external partners such as governmental as well as university representatives, grocery stores and
academics from the agricultural department in our team complementing our own expertise.
Through the integration of these external partners in our team we ensure high end quality of our
product as well as regulatory conformity, enabling us to deliver the distinct value to the different
customer segments.

5. Business Model
Through the distinct competencies of the team, INFINI developed the business model of
the Sustainable Food Marketplace. An overview of the entire business model is depicted below.
Figure 1 - Business Model Canvas
Source: author’s own work.
At the heart of the business model are the customer segments and the value
proposition. First, the customer segments are the groups which are affiliated with the multisided
platform. On the one side the SFM targets the needs of consumers, including students and adults
by selling leftover food to them. On the other side, the grocery retailers such as local bakeries and
local supermarket chains.
The SFM offers a value proposition for all stakeholder groups. It supports students
to integrate within the waste reduction movement. By creating a peer-to-peer platform, we enable
the local population to engage in conversations and exchange similar environmental values and
interests on a face-to-face level. A beneficial aspect of the project is also the educational value it
brings, as the activities and information shared at SFM differentiates it from other competitors.
Furthermore, our aim to foster a closer community is key to the project’s value, as it connects the
8
two concerned customers groups: the grocery retailers, as well as the University community. The
advantages provided to the students through this initiative are financial and social. By offering
affordable and accessible access to produce, we help students and consumers having a limited
budget for groceries. Easily accessible good produce, and knowledge on how to cook and prepare
food in a healthy, waste-limiting way. The SFM aims to be a “hub” and a learning center for
students who desire to deepen their knowledge, on how to reduce waste by changing their buying
and eating habits. Grocery retailers gain social and financial benefits, by selling products that
would otherwise be thrown away. Furthermore, by engaging in the local student community, these
shops build a closer relationship with the younger customers. This loyalty can later be used to
retain customers, as it is between five and ten times more expensive to find new customers.9
Besides building fidelity, they also show that they are participating in environmental protection
and the “green movement”. This enhances their image with environmentally driven customers and
portrays them as part of the community, understanding the current challenges they are facing.
Thus, building a strong and reputable brand image.
To realize these values, key resources are decisive. These include our entrepreneurial
team, consisting of four highly motivated students, originating from four different continents.
Through this cultural diversity, we can empathize with the local as well as exchange students at
university and identify and meet their needs. Besides this cultural diversity, we also have different
backgrounds complementing each other. Through the student initiative Enactus, our CEO has
already been part of successful foundations of social startups like BLAUHERZ in Germany or
EFFISHENT in Africa and brings therefore experience when it comes to initial complications and
the marketing as well as sales of products for people in need. Our Chief Financial Officer used to
organize weekly flea markets and is therefore experienced when it comes to the regulatory
requirements and logistical arrangement concerning the event. Our chief Operating Officer is
experienced with organizing and managing events as well as fostering trusted partnerships in the
social entrepreneurship sector. Through leveraging this experience, high quality of results is
ensured. In addition to our human resources, we also possess physical resources like the platform,
which enables all affiliated groups to interact and benefit from each other. When it comes to quality
9 see Buttle and Buttle, 2001.
9
management, we can draw on our network resources consisting of academic advisors and the
agricultural department of Université Laval.
To deliver the value proposition, five key partners are necessary besides our own
competencies. Firstly, grocery stores like supermarkets, bakeries and produce shops are integral
for our event, as they prepare and set up their booth on-site to sell their products and interact with
consumers, especially with students. Also, on-campus food producers are integrated into our
marketplace. Secondly, Université Laval is of importance for our business, as they are an essential
pillar for promoting the event and for creating an environmentally conscious university
community. Moreover, we aim to rent tables as well as rooms from the university. Thirdly,
associations like the “Association des Marchés Publics du Québec (AMPQ)” help us with
marketing activities. Furthermore, AMPQ supports our project to create awareness outside the
university community, as we aim to increase the scope of the event within the next three years to
a local community event for all citizens of Québec. Next, a specialist of the food industry or a
specialist in terms of reducing food waste from the municipality or a private organization is of
utmost importance to help us navigate through the legal and hygienic particularities and to
overcome our liability of newness in this field. A specialist from the MAPAQ would be here a
great help periodically in the first launching steps of the project. Lastly, sponsors like the bank
Desjardins are relevant partners for financial support.
With the help of the key partners and our own resources, our key activities are crucial.
These include planning and setting up the Sustainable Food Marketplace twice a month, where the
consumers can purchase leftover vegetables, fruits, and baked goods at a reduced price from local
grocery stores or producers. The planning involves recruiting grocery stores to sell their leftovers
at the SFM. Furthermore, local talents need to be identified for the cultural shows which will be
offered to complement the event. Additionally, research concerning environmental trends is
necessary, guest speakers need to be invited for the workshops educating the visitors about the
environmental protection sector, especially the food waste sector and new arising challenges. The
subject of these educational workshops and conferences will vary by date, depending on volunteer
hosts. The themes might range from teaching healthy and affordable cooking ideas, to learning
tricks to reduce waste at home. Some might even teach how to make your own cleaning products.
10
Additionally, our activities involve organizing competitions to strengthen their motivation of
retailers to participate, during which the winner gets awarded or gains a certificate.
The two different customer segments can be reached via online and offline channels.
Especially the students, who can be reached via social media campaigns on Instagram or Facebook.
Among all the social media platforms, we opted for a Facebook and an Instagram page as these
two sites focus on different aspects of a business, which promotes our initiative in a complementary
way. Facebook offers an over-view of the important facts to know about the SFM (location, hours,
contact information, etc.) and creates greater convenience as it links us to student association pages
and their followers. Similarly, the Instagram page will offer a much more visual promotion of our
project. Additionally, influencers who are students representing the conscious food movement with
a substantial number of followers, can be recruited to promote the SFM. Moreover, the concept of
the SFM can be introduced during lectures at university to reach out to students with the event.
Furthermore, associations like the AMPQ or sponsors like Desjardins can support in distributing
marketing material and promoting the event to the adult target market, via emails and electronic
collaterals. The grocery stores can be reached via personally contacting them.
For a successful business it is not only necessary to attract new customers but also
to keep the existing ones by establishing close customer relationships. Our approach to reach this
involves providing grocery stores regularly with updates, loyalty discounts, or hosting
competitions with regards to sold leftovers in relation to total sales. Also, certificates to prove their
engagement in waste reduction which they can communicate as a part of their marketing strategy
positively affect their motivation to participate. Moreover, we motivate grocery stores to provide
their valuable feedback and therefore they can co-create the event. The relationship to consumers
is fostered by updates on social media platforms, which inform them about the event and educate
them about the impact the marketplace has.
Additionally, business idea contains a cost structure that needs to be considered.
The cost structure consists of variable and fixed costs per event. Marketing collaterals, advertising
fees, sound equipment and location rental fees are constant for each event and therefore considered
11
as fixed costs. As the number of tables and chairs depends on the number of participants, these
costs are variable. As this is a volunteer driven social project no salaries need to be considered.
To reach the value proposition and operate as an economical self-sustaining business,
revenue streams are necessary. In total we are facing three distinct revenue streams. First,
consumers not purchasing any product at the marketplace are charged 2$. Additionally, the local
supermarket chains will be charged 50$ and the bakeries 10$ for each rental of booth space.
Moreover, most revenues are generated through donations and by our sponsors such as the
Desjardins bank. Through the participation at competitions like the Google Impact Challenge or
local competition additional money can be raised.

6. Data supporting the project
6.1 Market analysis
In order to validate this business model, a thorough market analysis has been conducted
encompassing two surveys. The first survey addresses global supermarket chains like Walmart,
local supermarket chains such as Metro or IGA and local groceries. The second survey examined
the potential of our second customer group, the consumers.
We conducted personal interviews with the supply side consisting of local grocery stores
to determine the market potential with three subsegments, the bakeries, local supermarket chains
and global supermarket chains in our target region Sainte-Foy (for protocols see Appendix 1). For
the global supermarket chains, we interviewed Walmart and found out that this supermarket chain
is engaged in food waste reduction and establishes its own process to do so on large scale. This
cannot be changed just for the Walmart in Sainte-Foy. For this reason, we chose to exclude global
supermarket chains from our target group.
However, local supermarket chains like Metro or IGA are promising. Their regulations can
be adopted by region and offer therefore the potential for cooperation. Both supermarket chains
generate a great amount of waste. At Metro, 10% of all vegetables and fruits are weekly left over,
worth 6,000$. Additionally, the internal bakery overproduces products weekly, worth 500$. The
main reason for these leftovers is regulations and unforeseeable consumption patterns. Voluntary
12
organizations pick these products three times per week up at Metro and distribute them to people
in need. A similar pattern is visible at IGA. The bakery of IGA donates daily all leftover products
(15 breads, 6 packages of cookies and four cakes) to the church. The fruit and vegetable department
compost all uneatable products and donates all eatable leftovers (approx. 100 items per day, worth
120$) twice per week to an organization supporting the homeless. In total, there are five IGA and
five Metro supermarkets in Quebec which are of interest for us. Our interview partners confirmed,
that the other stores deal with a comparable number of leftovers. These leftovers produced by local
supermarkets sum up to approx. 30,000$ per week. Unit-wise, it’s about 500 products per week.
Currently, these supermarkets generate a social impact by donating the leftover products.
However, we see an opportunity for cooperation here, as these supermarkets produce daily waste
and the leftovers get only picked up two to three times per week for fruit and vegetables. In total,
we identify a market potential (see Appendix 2) of 706 products per week worth 2,154$. As the
goal is to offer these products for the consumers at a price reduced by 50%, the 706 products would
yield revenue for the groceries of 1,077$.
Lastly, local bakeries in Sainte Foy were interviewed. On average, these bakeries leftovers’
account five breads and “a few pastries” per day worth approx. 40$, which they either sell at a
reduced price to restaurants or donate. As it would mainly make sense to address the bakeries
selling their breads at a discounted rate to restaurants (in Sainte-Foy: less than five breads/ day)
this results in a small market potential. Therefore, we decided to not focus on this target segment
with our business, but nevertheless include them in our final analysis to make them part of the food
waste reduction community.
For determining the demand, we conducted an online consumer survey and obtained a
sample size of 101 responses to establish our analysis and to validate our assumptions. Consumers
were reached via an online survey, distributed via social media to students currently enrolled at
Université Laval. This data provides insights about how our customer segments are defined,
whether the need we identified constitutes a challenge for the consumers and future development
options. The data confirms the assumption, that the great majority of customers are students aged
18-24, which are very price sensitive. Following the current trends of rising food prices in Canada,
we assumed, that the percentage of monthly expenses for groceries in relation to the total monthly
expensed are huge. The gathered data confirms this assumption, as Appendix 3 shows. 55% of all
13
survey participants spend currently between 11% and 30% of their monthly expenses on groceries.
To reduce this amount, 69% of all participants are likely to purchase leftover products for a reduced
price at university. As most people of our target group are aged below 24 and live less than five
minutes away from Université Laval, we assume that those people live on campus. Right now, the
residences offer rooms for 2300 students. If we mirror our study results to our total market, we
face 1587 students likely to purchase at our Sustainable Food Marketplace. We assume that we
can reach 80% of our target group with a tailored marketing campaign. Taking additionally a travel
or last-minute related drop-out of 30 % into account, we are still left with a market of 875 students
at one event (9:00 a. m. - 7:00 p. m.), or 87.5 students per hour. This assumption is realistic, as
proven through an observation. During a marketplace of Coop Zone, approx. 10-25 students visited
this market at a time. Individuals spend there on average five to seven minutes before six out of
ten bought a product. If these numbers get cumulated per day, 87.5 students per hour depict a
realistic assumption (calculation see Appendix 4).
Summarizing the study results portray a supply of approximately 700 products and 875
potential customers who are interested in buying at least once a week. These studies depict
tremendous demand of ugly products and highly environmental conscious consumers. The results
suggest that offering the Sustainable Marketplace twice a week satisfies the demand and supply.

6.2 Competitive Analysis
After having proven the customer need and market potential, the next step is to conduct a
thorough competitive analysis involving direct and indirect competition. As it stands, the majority
of the competition are application-based products and services. Using an application platform such
as Flashflood and Olio, these companies aim to reduce household as well as supermarket waste.
By using an online platform, these competitors have substantially reduced their costs by acting as
an intermediary on a device that is constantly being used by majority of the population of
developed countries. This however lacks the face-to-face contact that people want as well as the
networking opportunities available to the customers. These social platforms lack the opportunity
for consumers to experience the food.
Another competitor identified is the summer market that the university hosts once a week.
Furthermore, grocery stores that reduce the cost of their goods close to expiration, can be seen as
direct competition to our initiative. Additionally, Moisson Quebec, who collects food from
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businesses that then donate the food to the homeless and people in need is perceived as a potential
competitor. While they share a similar objective of reducing food waste, their target segment
comprises of people who are unable to afford their own groceries.
All these competitors have been analyzed in detail with regards to their strengths and
weaknesses. Moreover, we defined our strategy to defend our sustainable market position. The
following table summarizes the results of this competitive analysis.
Table 1 - Competitive Analysis
Competitive
Analysis
Strengths Weaknesses How SFM deals with them
App based
products
(Flashfloo,
Olio)
1) Mass customer
segment
2)Easily
accessible
3) Available 24/7
1) Does not apply to
supermarkets, only
restaurants & households
2) not being able to see
products in person, but
rather on a screen than in
person
1) Allows for face-to-face
contact that customers are
seeking.
2) People are able to examine
the produce for themselves.
3) Mainly targeted at reducing
waste from grocery stores as
they are the major contributors
to this issue. Therefore,
differentiated target segment
Summer
supermark
et @
ULAVAL
1) Established
reputation &
customer base
2) Organic &
local produce
1) Only open in the
summer time.
2) Does not cater to
budget sensitive student
community
1) SFM will be open twice
monthly, all year round.
2) Offer products at a reduced
cost, catering for a
differentiated target segment
3) Educational & cultural factor
of event
“Normal”
Supermark
ets/
groceries
1) Established
reputation &
customer base
2) Financial
backing
1) Major contributor to
food waste
2) Are hamstrung by
making big decisions and
changing company policy
due to many stakeholders.
1) Accommodate to their need
to dispose of waste food
appropriately, causing a winwin
situation for SFM and the
retailers
2) By Making them partners,
we can receive financial
backing and the retailers in
return increase their corporate
social responsibility and
company image.
3) Offer products at a reduced
cost, catering for a
differentiated target segment.
15
Moisson
Quebec
(donationbased
initiatives)
1) Established
reputation &
customer base
2) Established
network with
retailers for waste
produce.
3) Financial
backing
1) Does not offer retailers
with an extra revenue
stream for eatable
produce.
2) Does not cater to
budget sensitive student
community
1) SFM offers products at a
reduced cost, catering for a
differentiated target segment
2) After the retailers have used
the SFM and if they still have
leftovers, they can then donate
the rest to Moisson Quebec.
Source: author’s own work based on experience and interviews
This analysis shows, that the Sustainable Food Marketplace can benefit from the
weaknesses of established solutions while not compromising on their strengths through a
diversified offering targeting our customer segments. By existing symbiotically with our
competition and not threatening their core selling capabilities we are able to capitalize on new
opportunities, as well as making opportunities from partnering with the competition on waste
produce. This has allowed SFM to take first mover advantage by entering a market that has not yet
been tapped by the major grocery stores and the application-based competition. The results of our
SWOT Analysis (Appendix 5) in combination with the competitive analysis show that our
strengths, such as the reputation or our entrepreneurial drive and our network can be used to
overcome our current weaknesses like the liability of newness to benefit from upcoming and
already existing opportunities like the ever increasing environmental movement including the
increasing willingness of consumers to act environmentally conscious by reducing waste and
supporting local retailers. Through our distinct core competencies, network and value proposition,
we are able to tackle upcoming threats such as an increase of composting or the challenges of
unfavorable supermarket chain management decisions. It is important to note as well, while we
have identified several competitors there is still high market potential to accommodate the vast
demand for food waste reduction.
6.3 Field test
After having proven the competitive superiority of the Sustainable Food Marketplace, the
following paragraph examines the perception of our product by industry specialists as well as
future consumers and grocery stores. To validate our assumptions and the need as well as
feasibility of this event, we consulted representatives of the agricultural department of the
16
university, Coop Zone, and experts regarding the foundation of new student initiatives at the
university, future consumers and grocery stores.
The representative of the agricultural department (Appendix 6) assesses the SFM as a
highly promising project and values especially its generated social impact on the environment. He
has experience with this kind of business, as he interned already at a comparable company in
France. His experience provides us with helpful advices regarding regulations etc. Most
importantly, he confirms the impact of our business.
Additionally, we introduced our final concept by using our storyboard (Appendix 7) to
randomly selected students living in the residence, our core target group. All of them embrace the
idea of reducing food waste by buying edible leftover products, experiencing new music and
cultural acts and gaining additional knowledge about food waste reduction, as well as becoming
part of emerging environmental protection community. This is also confirmed by the initial market
study (Appendix 3) we conducted. First, it confirms the assumption, that the great majority of
potential customers (80%) stem from the students’ segment aged 18-24. For this reason, our
marketing activities mainly focus on this segment. The data also proves, that our target segment is
highly price conscious, as 44% spend less than 50$ per week, and another 42% less than 100$.
This price sensitivity and need to save money is also mirrored in the means of transportation used
to reach a grocery store, as most consumers walk (75%) to reach a grocery store. This confirms
the assumption that a grocery offering within the university resulting in minimal walking distance
further increase the convenience. In addition to this, 82 % of all interviewees are interested in
doing their groceries from a marketplace engaging in food waste reduction. This proves the initial
assumption that consumers are highly concerned about environmental protection, which is also
supported from literature. As 43% of all the interviewed people live less than five minutes away
from campus of Université Laval, the SFM taking place on campus is a convenient solution. To
sum up, the survey confirms the needs we identified from current movements and the literature
and allows the conclusion that the Sustainable Food Marketplace provides promising value. This
is mirrored in the number of Instagram followers e gained in only one week (Appendix 8).
Finally, the local supermarket chains are in favor of our project. However, they see
potential challenges in the adaptation of their own processes to this new idea. We conducted
person-to-person interviews with several potential key partners such as Metro and IGA. We
17
approached employees of both organizations and gathered that their stores experience high
amounts of food wastage from meats, dairy products, fruits and vegetables mainly due to customer
returns and food policies. Furthermore, both have been throwing away or donating their leftovers.
Therefore, first their local policies need to be adapted. As the store managers do see the benefits,
we are optimistic to have the power convincing the management of these stores to implement our
approach in their food waste process (Appendix 1).
To sum up, all stakeholder groups confirm the positive impact on the society and
environment through our business model and are excited looking forward to its implementation.
The only hurdle we are currently facing are the processes which need to be changed by the local
supermarket chains. Through the prototype presented in the next sub-chapter we aim to convince
the management of IGA and Metro to cooperate with us and sell their leftover products at our SFM
to become part of the local food saving community, get in contact with students and generate
revenues, even if they are rather small scale, with their leftovers.

6.4 Prototype
This chapter presents our prototype including the explanation of our marketing activities,
operations and schedule of programs that will take place in three major phases; pre-event phase,
during event phase and post-event phase.
6.4.1 Pre-Event Phase
The focus of this phase is to establishing key partners, gathering participation from our
target market, coordinate logistics and equipment support to ensure the success of our event. To
reach and inform our customer segments constituting of the University community, our team will
use various platforms both online and on campus. To coincide with our sustainability values, we
intend to minimize paper promotion, and will focus on social media and face-to-face marketing
strategies. Sneak peeks of the produces, installatio3n and music performances, will showcase our
event, promote our objectives, build a stronger connection with our target market and entice
participants to join us at our event.
To enhance visibility outside of social media, we also plan to visit classes in different
pavilion and present the SFM in front of students before lectures. Additionally, emails will be sent
through the university Portail and through any other associations that wishes to encourage us.
18
Information sent through pertinent associations like Association des Marchés Publics du Québec,
Enactus and Université Laval will also be useful to help broadcast our project through different
social groups.
Next, a floorplan is to be prepared, to help visualize the overall layout of the booth spaces
and logistical set up. The floorplan (Appendix 9) determines the amount of booth spaces available
at the event, the location of our food waste reduction demonstrations and performances. We then
source for key partners and grocery retailers that participate in our event. This task also includes
establishing contractual agreements with participating partners and vendors, to inform them about
our role as an intermediary is to organize, host and facilitate the event, and their role for ensuring
their products for sale are safe for consumption. These contracts include details such as price to be
paid, duration of partnership, terms and conditions, non-liability and clauses. Additionally, we will
be recruiting talents to provide short performances at our event, giving locals an avenue to
showcase their talents while providing entertainment to our participants. After gathering our key
partners, vendors and talents for the event we will consolidate the logistics required and begin the
procurement of equipment.
6.4.2 During Event Phase
The SFM will be held in the Jean-Guy Paquet atrium located in the Pavillon Alphonse-
Desjardins, with vendors selling their items within designated booth spaces. The event will be
opened to event participants from 9:00hrs to 19:00hrs, while vendors will be given an hour before
and after the event to execute and remove their setup.
The event includes performances at designated times, food waste reduction
demonstrations, workshops and on-site advertisement of sponsors, with one point of entry and exit
for all participants. The demonstrations will educate people on how they should not overbuy
groceries, and ways to prevent food from turning bad. All participants will be allowed entry into
the event; however, a fee of 2$ will be imposed on participants who do not make any purchases at
the time of exit, while vendors will prepay their charges two weeks before the event. In this phase,
the team will help facilitate human traffic, capture photos and coordinate demonstrations and
performances to run smoothly. A detailed operations schedule is included in Appendix 10.
19
6.4.3 Post-Event Phase
After the event, short questionnaires are distributed, and on-site interviews are conducted
to gather feedback from the event participants and vendors to improve the experience for all
involved parties constantly. This feedback will be consolidated and reviewed by the team to
identify gaps and issues to improve on. In addition, we will upload event photos on our social
media platforms to thank all participants and build stronger connection with the community. These
posts will be used to promote our mission, values and generate more buzz for upcoming events.

7. Financial overview
7.1 Operating Costs
This chapter evaluates the financial feasibility of our project. Our fixed costs (Appendix
11) are defined as costs that do not change regardless of the number of participants. These costs
are used for our marketing collaterals, advertising fees, location rental fee and sounds equipment.
The variable costs (Appendix 12) are defined as costs that will be adjusted according to the number
of vendors and partners who participate at the event. These costs include the expenses incurred for
every booth space and additional equipment required. As mentioned before, we are founding a
student association to manage the event as well as associated social media activities, administrative
tasks and the coordination of logistical tasks. The following figure depicts these costs.
Figure 2 - Cost overview
Source: authors own work based on Appendix 11&12.
20

7.2 Profitability and Social Impact
These occurring costs are covered through three different revenue streams. Firstly, we
charge all consumers a fee of 2$ who leave the SFM without purchasing any product. Through
observations of fruit markets, we derive the assumption, that about 80% of all persons visiting
such an event end up buying. This means that out of our calculated 875 visiting consumers, 175
won’t buy and will generate us 350$ of revenue. After the first year, we aim to offer this SFM
twice a week, resulting in the fact that our visitor number increases to 1,330 (calculation: Appendix
4), which will generate in total 1,782$ revenue. Secondly, local supermarket chains such as IGA
and Metro will be charged a fee of 50$ each to participate, generating another 100$ of revenue and
for bakeries this fee is 10$, yielding 20$ revenue. This fee includes the booth rental and right to
sell products on campus to students. Lastly, we generate revenue through the acquisition of
sponsors like the Desjardins bank. Previous experience with flea markets or dancing events allow
us the judgement to gather 400$ of sponsorships for the first event. The more proven our concept
gets and the more spread through word of mouth, the more will the amount of money sponsored
increase. Taking a conservative approach, we assume a sponsoring in the second year of 1000$.
The following pie chart illustrates the different revenue streams.
Figure 3 - Revenue Streams
Source: author’s own work based on Appendix 13.
In total, our business model generates in the first year, when the SFM is offered once a
month, 870$ of revenue per event. The increased number of consumers results in a higher revenue
of 1782$ in the second year, when the event will be offered twice a week. Profit-wise, we generate
in the first year a profit of 182$ per event, which will increase by 12% in the second year, yielding
203$ (Appendix 13).
21
As our project is a social entrepreneurial startup, generating profits is not our main
objective. Much more important is the social impact we generate. At the beginning, when the event
is only offered twice a month, our action rescues 17,064 items of “leftover” food, which will be
consumed and not thrown away. This is a weight of 5,119 kg. This amount of rescued food prevents
that 9,887 kg of CO2-e gasses get in the atmosphere, what is comparable to 868 days, almost two
and a half years of electricity consumption for one household. Besides the environmental impact,
we also generate impact for the consumers, who save per year 228$ on their groceries if the food
marketplace is offered twice a month. Additionally, 875 students get educated per event, resulting
in more conscious food consumption and environmental action which is not yet included in the
numbers mentioned above (calculations: Appendix 14).
To sum up, the business model is self-sustaining and generates a small amount of revenue.
This revenue can be reinvested to further increase the impact. Besides this financial profitability,
the project proves to result in a tremendous social impact, which is the heart of our enterprise.

8. Planning schedule
After having analyzed the financials, the detailed planning schedule follows. In general,
we divided the future into three main stages; the time-to-first event, improve and refine, and
expansion phase. These phases are indicated in the illustration below in blue (development stage),
green (time-to-first event) and orange (improve and refine stage).
Figure 4 - Short term planning
Source: author’s own work.
Apr-19 May-19 Jun-19 Jul-19 Aug-19
Development of Concept
Define Agenda of Event
Foundation of Student Initative
Recruitment of Vendors
Recruitment of Talents
Negotiate Contracts
Procurement of Logistics
Marketing Campaign
First Event
Post Event Review
Improve & Conduct events
Sustainable Food Marketplace Project Plan (Short Term)
22
This planning involves all critical steps and shows, that the concept development
will be finished end of April. Subsequently, the recruitment of stores and talents, the definition of
the workshop agenda as well as the negotiation of the contracts constitute the main tasks, after
which procurement of logistics and an extensive marketing campaign will be launched
approximately two months before the event. After this event has been conducted, the next phase
focuses on gaining feedback from all involved parties and refine as well as improve the concept.
We aim this phase takes until December 2019, so that enough experience can be gathered, before
we enter the last phase of expansion as planned. The last phase involves the expansion of the
concept to other universities, the founding of corresponding student initiatives there and the
expansion to non-campus environments. The time schedule for our expansion plans is detailed in
the following figure 4.
Figure 5 - Long term planning
Source: author’s own work.

9. Project limitations
Besides the promising values generated through the Sustainable Food Marketplace, the
project also incorporates limitations. First, the non-salary assumption is daring, as it cannot be
ensured in the future that like-minded students with regards to environmental protection and food
waste reduction can be identified. Therefore, a careful financial calculation needs to include with
salaries for the main employees to ensure the long-term sustainability of the company. Second, the
event is currently planned to take place twice a month. This results in only a small amount of food
waste reduction, as supermarkets or bakeries have daily food waste to handle. Also, the customers
have only twice a month the opportunity to do their groceries at reduced prices. Lastly, this event
Dec-19 Apr-20 Sep-20 Feb-21 Jul-21 Dec-21 May-22
Improve & Conduct events
Foundation of Other Student Initiatives
Expand event to other universities
Foundation of QC Initiative
Expand event to QC
Sustainable Food Marketplace Project Plan (Long Term)
23
does constitute a small step to a better world, as it addresses only one problem regionally
concentrated in Québec City, namely food waste.
A way to overcome the first limitation is to establish student association engaging in food
waste reduction, consisting of students on a voluntary basis. The current project team will have to
recruit new members, who will be the next generation driving this project forward. A subtask
includes a knowledge transfer between the existing project team and new team members, and a
strong emphasis on the company’s vision to ensure that the right goals are pursued in the future.
To overcome the second limitation, we aim to gradually offer the event more frequently.
After six successful months of operating the SFM and gaining experience in terms of executing
the event, recruiting talents, companies and enlarging our network. In a next step, the event would
then be offered once a week. As most of the interviewees of our market study responded to do
their groceries twice a week, the ultimate goal is to offer this event twice a week as well, as our
market study showed, that 44 % of all members of our target group do their groceries once a week,
and additional 34 % even twice. This also benefits the supermarkets, which then waste even less,
as they have leftover fruits and vegetables on average every third day. However, to execute this
event twice a week, experience needs to be gathered first, to overcome the liability of newness.
We also aim to tackle the last-mentioned limitation in the progress of our project. One
approach is to spread the newly founded student initiative to other Canadian universities to
promote our business idea and enlarge the scope. Moreover, the idea can also be licensed to local
foundations or associations with the aim to engage in environmental protection. This also generates
additional revenue. As a result, there would be various groups across Canada engaging in reducing
food waste at their local institution. They can then be connected via an online community fostering
the exchange of their experiences, best practices and success stories to motivate each other. This
community / platform provides the potential to connect students with climate activists,
environmentally concerned consumers, companies engaging in corporate social responsibility and
academics researching in this field to be equipped with state-of-the-art knowledge. On top of this
national competition can be offered with regards to honor the team with reducing most food waste
in Canada. To conclude, the limitations which the project incorporates offer potential for growth
in future which enable the project to become nationally known and spread.
24

10. Conclusion
10.1 Critical Assessment
As explored in the previous section, this venture does include limitations. Establishing the
viability and possibility of steady revenue streams can prove difficult in social, communityoriented
projects. The main difference with profit-driven entrepreneurship is associated with
financial growth as social indicators value outweigh financials. Another important limitation
mentioned previously addresses the limited impact of our project. As we are hosting this event
only twice a month, the quantity of food saved might not be perceived as impactful. On the
contrary, we are sure that this step is essential towards an ambitious goal. This local solution is an
important shift in collective consciousness and incorporates several avenues for growth. The table
detailing the assessment of risks allows us to be pragmatic and evaluate which risks should be
addressed first. Taking these challenges into account, we also conducted a risk analysis and
identified appropriate measures to overcome these challenges (Appendix 15). We consider our
venture as realistic, as long as these limitations, risks and challenges are addressed in the first steps
of development.
The importance of this venture is mirrored in the many needs it fulfils for different
segments of customers. Offering a platform for students and grocery owners creates financial as
well as social value for both groups. Students having a limited budget and a need for nutritionally
valuable food show great interest in our project, as indicated through the survey distributed. For
the shop owners, the SFM resonates positively as well. As mentioned earlier, they can assure
additional revenue from participating and limit their volume of waste. Another valued benefit for
them is the opportunity to use their participation in the SFM as a marketing campaign, attracting
new, environmentally conscious customers. To conclude, the SFM is a sustainable answer to the
identified emerging trends such as the raise in food prices or the ever-increasing amounts of food
wasted.
To reach our goals we developed a short term as well as long term plan. As described
above, we aim to offer the SFM in small scope to start: keeping the market at a frequency of twice
a month and only for the university community until we have gathered experience with the logistics
and relationships built with partners. We anticipate the next steps would begin six months to a year
after the launching of the first marketplace. This allows us to prepare further growth carefully.
25
After an after-launch period of six months to a year, a reassessment of the demand is required to
determine the optimum frequency to offer the marketplace. If, and when, the attendance is
important enough and we assess that the demand is present, increasing the frequency to once or
even twice a week will be the next logical step. We will also then proceed to researching additional
possibilities off campus to evaluate the potential. Because the customers, partners, competition are
different, an extensive market analysis will prove essential to our evaluation. Before expanding
outside campus though, we also plan to expand on the educational and cultural branch of the
project. At first, a small number of workshops and musical acts will suffice. However, when the
event grows and becomes more popular, offering more varied workshops and conferences will
become a possibility, broadening the themes. By encouraging participants in the event to answer
a short suggestion survey, we intend to gather information on what themes they want to know more
about, as well as suggesting artists and local talents who could participate.
In the long term, our business’ sustainability and viability need to be ensured. Our next
goal is to open multiple installments of the Marketplace in the Quebec City region, over the next
two to five years. Our vision for these bigger markets may include more variety in produce offered,
in workshops, and in live entertainment. Local businesses may install booths and offer tasting of
their sustainable and health conscious products, creating a face-to-face contact between Quebec’s
businesses and its customers. We will also look into providing subscription-based fees to regular
shop owners who attend the market on a regular basis, as to create and advantage in cost for them,
and a steady revenue stream for the SFM.

10.2 Entrepreneurial profile
Establishing a new venture from scratch requires developing new skills, tools and
knowledge for the entire entrepreneurial team. Our international, cross-functional team enabled us
to overcome individual knowledge shortages and envision current trends by cooperation.
Gabrielle:
Throughout the creation of our project, the entrepreneurial profile criteria were challenged
and developed, especially the following: direct communication style, working with limited
resources, flexibility and innovation. Because of our culturally-diverse team, our objective and
ways to approach a project varied greatly. One of the main challenges for our team lied in being
26
able to adapt to each other’s ideas and ways of tackling a problem. Our time for developing this
project was very limited, comparable to real world projects. Therefore, we had to adopt a system
of efficient listening and quick decision-making. Our idea was unique and highly based of our own
observations of the world around us. We also knew we were taking a risk, with a business venture
oriented towards a social mission and were aware of the fact that we have to defend ourselves as
well as the idea against conventional critics. I consider this process as a valued lesson, as I intend
to pursue more social entrepreneurship projects in the course of my career. Presenting in front of
other business students and a panel of judges allowed me to ehance my presenting and convincing
skills. As opposed to other presentations who aim solely to deliver, the goal was to pitch, convince
and interest our audience. Receiving feedback for our project will allow me to add them to my
skill set and apply them to my future ventures.
Julia:
During my bachelor and first year master studies I have already experienced similar
entrepreneurship classes. The learnings of this class “New Venture Creation” surpassed the usual
scope. In previous projects we always developed business models using the business model canvas.
However, during this class, it was the first time that we really planned our entrepreneurial project
as a team up to the launching point, resulting in additional experiences and learnings. I experienced
the importance of testing assumptions right at the beginning with the key decision makers to refine
the concept according to customers' needs. Moreover, I am thankful for the creativity tasks which
made me move out of my comfort zone and allowed me being even more creative. The highlight
of the course was for me personally was definitely the pitch in front of the expert jury. This pitch
gave me once more the opportunity to prove and deepen my presentation and selling skills. These
are the key learnings and skills I gathered, and which I will implement in my future projects.
Joel:
The birth of our project was largely due to the need to play our part to help sustain the
future of our world as students. Initially, we were unsure of the feasibility of our project as a team
and we lacked the local expertise and knowledge. Equipped with the learning structure of the
course, we evolved and grew as a team, which helped us transform our inspiration and ideas into
a feasible and tangible project. During our pitch presentation, the group received numerous
questions and doubts about the value of our project. We may have many areas to improve on our
27
project, but I also saw that as a reflection of the world’s attitude towards sustainability efforts –
great resistance when faced with changes to our lifestyle. Nevertheless, this course was a good
learning experience for me as it challenged my ability to work in a culturally diverse group and
making a business model feasible. This course has helped develop my creativity and my skill sets
to convert ideas to potential business ideas.
Tristan:
Looking back at the course now and comparing it to entrepreneurship courses of my home
university, where we have had to do similar tasks, I realize that these courses offered in Maastricht
lacked the creative aspects of this course, where I was able to express myself and my ideas in new
ways and through new methods. Additionally, my previous courses allowed for idea generation
and a product pitch, but they failed to go into the extent in order to bring the product to life, by
understanding and drafting a prototype and then selling the idea to a jury and the rest of the class,
where we were then told the feasibility of the project. This was a great learning experience
especially when aiming to experience a mock real-life project pitch. Lastly, this project brought
me to the realization of the difficulty as well as the time and effort needed in order make a project
come to life while at the same time working with a new group of people.

10.3 Appreciation of Process
Gabrielle:
Overall, our time management worked effectively. By respecting the recommended
deadlines and estimating the time needed for major tasks correctly, we were able to get everything
done in a timely fashion. However, we underestimated the time that other key partners might take
to reply to our questions. If I had to develop a new project, I might approach some processes
differently. Because of addressing a social need with our project, I found it hard to determine
viability and profitability quantitatively. The criteria for our market analysis were difficult to
determine and results, hard to calculate. This fact made conceiving our prototype more challenging
as well. However, using our past experience and the survey data, we we able to estimate the
required factors quantitatively, for example attendance and profitability.
All in all, I am truly proud of our team’s work and the potential of the SFM. This unique
project creates a community-oriented market, a place to meet and exchange with fellow university
28
associates, while encouraging the food reduction movement. Taking into consideration the
limitations in the prototype and project in general, I truly believe that initiatives resembling the
SFM need to be encouraged and have to ability to change the way people consume food.
Julia:
We did organize our time in a very efficient way, as we prepared already most of the
content for the deadline for the draft of the final report. One of the key learnings I gathered in this
class is the importance of early engaging with all relevant stakeholders to confirm the feasibility
of the project. We conducted the consumer survey very timely, but the surveys with the groceries
in the last quarter of our project time. As we gained lots of new information and also new
constraints, it was difficult for us to nevertheless develop a convincing and financially working
business model. Next time, I will interview all internal as well as external stakeholders after the
idea is tangible, to see whether adjustments are necessary. Additionally, our prototype faces
limitations. As we do not plan to implement this project, we were not able to negotiate contracts
with the supermarket chains and also the university did only answer to the most superficial
requests. This lack of information we compensated through our experience in the event and social
entrepreneurship industry, resulting in a realistic prototype. Taking all into consideration, I am
highly satisfied with the process, including the initial creativity tasks, my personal learnings for
which I am very grateful that I gathered them in the scope of the course and not in real life, as well
as with our final project which has definitely the potential to be implemented in reality.
Joel:
While we have struggled to see eye to eye in many things that we have discussed, I am
proud that we managed to complement each other in our work. It was definitely a big challenge
for us to be working in an environment where language barrier was high and cultural differences
were significant, as we encountered countless experiences of miscommunication and
misunderstanding. There were many obstacles we faced as we were unable to gather responses
from key stakeholders such as an expert on food waste management, decision makers of
supermarket stores and the eco-associations of the city. I believe there is a lot more work for us to
do if we were to launch the project successfully. On the other hand, I am proud of the work of each
member in my team, to stay ahead of time in our work and to explore the uncharted territories.
Overall, I am grateful for the experience and the feedback received for our pitch.
29
Tristan:
After starting a project and coming up with a design for a product in which you conceived,
I found it very difficult to drop my original project and join this group. As I had very little
knowledge and preparation in this field, and it also seemed that a lot of the ground work and idea
generation for the sustainable food market place had already been put in place, I am sad that I
wasn't able to help with the idea generation and concept building for this product project as this is
the most creative and exciting part for me of a project. I must admit by the time I joined this group
a lot of the work had already been done, as this is a very dedicated and hard-working team of
individuals, from different backgrounds that each bring distinct features. This allowed this team to
successfully utilize every one's capabilities in the most efficient and effective manner with regard
to time management, professionalism and cohesion. There were times where discussions were
intense, this may have been due to cultural differences and expectations. After ascertaining
everyone's goals and working structure, everyone managed to successfully work with one another
and produce a very interesting and promising project.
To conclude, we are all highly satisfied with this class and took many learnings away from
it, from which we will benefit in our personal life as well as our professional career. We had the
opportunity to move out of our comfort zone within our team and grew a lot as individuals. All
these factors contribute to making this course unique and so enriching.


Reference List
Alini, E. and L. Young (2018): Here's how much more Canadians will likely spend on groceries
in 2019, Global News. [URL: https://globalnews.ca/news/4710989/canada-food-pricereport-
2019/] (13.04.2019).
Buttle, F., & Buttle, F. (2001). Relationship marketing. Understanding Business: Processes, 100.
Fournier, Marie-Ève. (2013). L’achat local plus populaire que jamais. La Presse. [URL:
http://plus.lapresse.ca/screens/4723-4218-52937ae8-a075-20f7ac1c6068__7C___0.html]
(13.04.2019).
Labrecque, JoAnne, Duhaime, Alexandre and Jean-François Grenier. (2007). Tendances de
l’industrie du commerce et du détail. Québec. [URL:
https://www.economie.gouv.qc.ca/fileadmin/contenu/publications/portraits_industriels/in
dustrie_commerce_detail.pdf] (13.04.2019).
Meadows, D. H., Meadows, D. L., Randers, J., and W. W. Behrens III (1972): The Limits to
Growth, first edition. Potomac Associates - Universe Books.
Sheehan, Cynthia Ann (2019), ENT 1010 – Being Entrepreneurial: Passion for Creation and
Action Class, Université Laval.
Weber, B. (2019): We waste more food than we consume: Study finds more than half of food
produced in Canada is wasted, The Canadian Press. [URL:
https://business.financialpost.com/commodities/agriculture/flush-the-milk-study-findsmore-
than-half-of-food-produced-in-canada-wasted] (13.04.2019).

Le dévoilement de la sexualité

Le Dévoilement de la sexualité

Idées décousues sur l’Amour, les relations, et la quête de soi en l’autre. 

________________________

- le dévoilement de soi est ce qu’on recherche plutôt que la personne en tant que tel 

- c’est ce que la rencontre de l’individu implique, la capacité d’ouverture plus que la rencontre de la personne elle-même. c’est cette relation de complicité plus qu’un amour réel

- l’élévation de l’âme à travers le rapport à l’autre

________________________

- “Le principe du cumshot” ; idées sur la lecture

- Les femmes recherchent leur plaisir dans leur capacité à plaire, dans ce qu’elles voient dans le regard de leur partenaire, et non pas dans leur propre plaisir. 

- “Mais les femmes hétéros, elles, sont en décalage par rapport à leur orientation sexuelle. Dans un monde qui efface le corps des hommes et le rend plutôt inintéressant, elles sont stimulées visuellement par les autres femmes. (…) L«autophilie», en matière de sexualité, est le fait d’être attiré par soi-même. L’univers sexuel des femmes hétérosexuelles se bâtit en contradiction avec ce que la culture sexualise et beaucoup d’entre elles en viennent à s’exciter avec leur propre image, ou en se projetant dans d’autres femmes. C’est leur corps à elle qui les excite et, surtout, le fait de voir leur corps ou le corps d’une autre femme désiré par un homme. 

“Les hommes regardent les femmes, les femmes se regardent être regardées. Cela détermine non seulement la relation entre les hommes et les femmes, mais aussi la relation des femmes à elles-mêmes” -John Berger 

- concept du «mâle gaze» (Laura Mulvey) : point de vue masculin dominant les femmes, et qui contamine nos perceptions. 

- les femmes ont trouvé leur plaisir à travers leur rapport à l’autre, ont exporté cette satisfaction. C’est biologique, les femmes sont comme ça, le sexe c’est comme ça. 

- le plaisir féminin en est venu à détenir cette énergie mystique, un labyrinthe, qu’on se complet bien à admettre impossible. On le complique, on l’élève à un point si haut, qu’on l’abandonne avant même de l’avoir essayer. Et les femmes acceptent cela, car au moins on vénère leur complexité

-Le plaisir des femmes est si loin d’être compris dans la vision qu’a notre société de la sexualité que celles-ci ont exporté la source de leur plaisir. Elles trouvent leur plaisir dans le regard de leur partenaire, dans la manière qu’il vit son plaisir en la voyant. La source du plaisir premier demeure donc entièrement sur le stimuli visuel qu’est le corps féminin. 

- Female price of male pleasure - Lili Loofbourow

_____________________________________________

Dès qu’une femme prend conscience de son corps, elle prend conscience du fait qu’il est regardé, observé. Parfois même, cette prise de conscience d’elle-même est causée par le regard de l’autre, de l’homme, de la société. Elle grandit, développe cette connaissance de son enveloppe corporelle par le regard que les autres posent sur elle. Ses seins apparaissent, sa confiance aussi. Ses hanches s’enrichissent, les signes tant attendus de la féminité se révèlent et elle le remarque dans les yeux des garçons, mais des hommes aussi. Son corps devient son meilleur outil et son pire ennemi tout à la fois. Elle le connaît si bien, sait ce qu’on aime de lui, ce qui plaît. Elle connaît aussi tous les angles dans lequel il paraît moins bien.

***

Je vis une distanciation avec mon propre corps, ma propre enveloppe. Il ne m’a pas appartenu pendant si longtemps. Il appartenait à ceux et celles qui le regardaient, qui le jugeaient, qui le touchaient. Mon corps existait pour être vu; pas pour être ressenti, pas pour moi. Ses limites étaient les limites qu’on lui imposait, et non celles que j’éprouvais. Je le connaissais pas, je ne l’écoutais pas. Je le voyais, aussi clairement et aussi objectivement que ceux qui le croisaient dans la rue. Il n’était pas chaud, ni confortable, ni familier, ni le mien. Il était à tout ceux et celles qui se donnaient le droit de le regarder. La sensation est percutante lorsqu’on croise son propre regard dans le miroir, et qu’on se regarde le ventre, les épaules, les fesses sans se reconnaître. Sans ressentir cette familiarité comme lorsqu’on croise le regard d’un ami au loin dans une foule. Ce regard, c’est mon âme, ses courbes, ce sont les miennes. 

Elles me redeviennent familières, avec chaque attention que je leur donne. Avec un sentiment de gratitude immense que je ressens pour tout ce qu’il fait pour moi, mon corps redevient le mien. Il redevient ce qui relie ce que je pense, avec ce que je veux, et ce que je fais. Lorsqu’il me montre le plaisir, il est mien. À chaque fois que je m’émerveille devant sa capacité de s’adapter, de me suivre et de me montrer comment, mon corps redevient le mien. 

***

____________________________________________

Le désenchantement de la relation monogame (11 février) - discussion avec Manue par rapport aux TEDtalks de Esther Perel et de Peggy Orenstein)

Monogamie:

-De comprendre que la monogamie est la forme la plus poussée de narcissisme : de supposer qu’une seule personne peut prendre en charge tous les rôles dans notre vie, représenter chaque personne; meilleur ami, amant, parent, partager toutes nos valeurs et notre quête.

- narcissisme/ego aussi en croyant que l’on peut représenter tout cela pour quelqu’un d’autre, qu’on peut répondre à tous leurs besoins.

- Romantiser l’idée que quelqu’un peut nous compléter, ce qui suppose que nous ne sommes pas entier seul.

Réalisme

- désillusion à l’idée du couple parental; comprendre qu’en dehors du fait d’être parent, il y le couple. 

- l’importance du réalisme, de la complexité de ce qu’on recherche, de l’acceptation que c’est impossible qu’une personne nous fournisse tout à la fois. (TEDtalk Esther Perel sur la recherche du confort/familiarité et du désir/surprise dans la même personne)

Fusion de deux êtres en un

- idée du tracé de deux trajectoires, qui se croisent, mais qui gardent deux chemins, deux lignes distinctes, qui ne deviennent pas une (relation fusionelle)

- relation fusionelle; une personne doit délaisser son tracé, son chemin, pour se joindre à celui de l’autre, ce qui met énormément de pression sur la relation et aussi sur chacun des individus.

- devient une source de conflit parce qu’il y a déception et culpabilité inculquée pour l’échec d’adhésion à la constance de la fusion. Incapacité d’atteindre un modèle relationnel idéalisé et irréaliste. Les espaces où ils n’y a pas fusion, mais peut-être neutralité, créent de l’incertitude face à cette relation. 

- on cherche l’équilibre avec une seule personne, alors que l’équilibre doit venir d’un sentiment de complétion par rapport à toutes ses sphères qui ne peuvent nécessairement pas être satisfaites par une seule personne. 

- l’idée de ne pas aller chercher nécessairement tous les éléments à même égalité dans chacune de nos relations, mais bien de reconnaître que ces éléments peuvent être assemblés des relations avec différentes personnes, et donc différentes relations. 

- en associant trop tous ces niveaux ensemble, on risque de se sentir comme si la relation ne vaut rien lorsqu’elle ne remplie pas tous ces critères qu’on lui associe. 

- narcissisme encore au sens où 

- c’est en cherchant sa propre spiritualité, sa propre ligne directrice qu’on évite de projeter notre bonheur, notre quête de vie sur une relation qui devrait nous rendre complet.

- notre manque de croyance, de religion ou spiritualité, qui fait qu’on s’accroche, qu’on recherche ce confort, cette finalité à l’intérieur de l’Autre, de ce qu’on peut trouver chez une personne supposément ’parfaite’ pour nous. 

- dû à ce manque de croyance en quelque chose de plus grand, de plan pour nous, de confort créé par l’idée d’un Dieu; on reste à la recherche de ce Dieu, mais on le projette sur quelqu’un. Cette personne représente alors notre bonheur extrinsèque, on cherche à le trouver, complet et parfait, dans cet Autre. Et on suppose qu’on est également cette projection pour notre partenaire. Ce qui est plus, on recherche à ce que cette relation soit égale pour les deux individus, que chacun soit aussi dépendant de l’autre dans cette projection. 

- l’Autre est la toute-puissance omniprésente, la personne qui nous lira, qui répondra à tout et qui aura la connaissance de nous en elle, et ce, en suivant les changements dans notre vie. 

- Narcissisme donc; parce qu’on suppose que l’on peut être cette toute-puissance pour l’Autre. 

- et le fantasme de tomber sur une seule et même personne qui a la fois sera notre toute-puissance et recevra la notre, semble peu probable. 

*****************************************

Réflexions par rapport à la lecture de “The Power of Now” (27 février)

Lorsque Eckhart Tolle dit qu’on doit d’abord prendre conscience de notre ‘mind’, de cette voix qui ne se tait jamais dans notre corps. On l’a croit omniprésente, partie indissociable du ‘moi’, de notre esprit. Pourtant, selon lui, elle ne fait pas partie du ‘moi’ réel. Elle nous distrait. Elle nous empêche de réellement voir le ‘moi’, ce qui s’y cache, partie plus silencieuse, sous l’ego. Il nous explique qu’en reconnaissant l’existence de cette voix, et en reconnaissant qu’elle n’est pas le ‘moi’ réel et complet, on débute déjà le travail vers la ‘reconnaissance’. Il faut se rappeler de cet esprit, de ce ‘nous’ commun, the state of “Being”; le vrai, le paisible, l’heureux. 

Comment ce principe, cet apprentissage s’applique-t-il à la sexualité, aux relations et à ce que nous voulons/attendons d’elles?

Cette voix dans notre tête est celle du jugement, des impulsions, des insécurités, de la peur et de la jalousie. Alors que l’Amour véritable est ressenti par l’âme, la voix, elle, nous apporte toutes les émotions que nous méprenons pour l’amour; jalousie, désir de possession, peur, insécurité, etc. 

Nous démontrons l’amour véritable comme une moitié qui trouve celle qui lui manquait pour faire un tout. Cette prémisse prétend donc qu’un être seul ne peut être complet, ne peut atteindre le bonheur alors seul, car il sera toujours en quête.  

L’âme, elle, se souvient. Elle voit en un autre être une autre version d’elle-même. Un autre rayon lumineux du même soleil. Elle voit en l’autre une seconde vibration, qui résonne avec elle, pas plus forte, pas la même, différente mais pareille. Elle voit en l’autre son souvenir d’un grand bonheur commun, d’un état paisible, qui a trouvé et qui ne cherche pas constamment. 

Le Revenant de Beaucaire - Histoire du Moyen-âge

HIS2210-10 : Introduction à l’histoire du Moyen-Âge                                             

TRAVAIL DE SESSION: Le revenant de Beaucaire

Par Gabrielle Gareau

UQÀM, Le 30 novembre 2015

Le Moyen-âge semble être le temps où l’humanité s’est plongée dans la noirceur. Cette époque surtout connue pour la perte des grandes et riches institutions politiques de l’Antiquité et pour le retour à la terre. Il s’agit certainement d’années incomprises et mystérieuses pour les contemporains. Mais, comme le dit Jacques Chiffoleau, «C’est encore l’explosion inattendue, et peut-être sans lendemain, de l’affectivité et de l’irrationnel qui caractérise, pour la plupart des spécialistes, les phénomènes culturels de cette sombre époque.»[1] En effet, les manières de pensée et les valeurs véhiculées semblent si éloignées de notre quotidien, encore plus que celles de l’Antiquité. L’analyse d’un document datant de l’époque permet une intrusion dans cette manière de penser, dans cette vision de la vie, et dans ce cas-ci, de la mort.

«À travers la mort, il s’agit d’esquisser une histoire sociale de la religion.»[2] Nous étudierons cette époque unique à travers un sujet qui lui est bien familier, la vie après la mort. Il s’agissait d’un questionnement quotidien pour les gens de l’époque, car «avec la mort, c’est aussi la nature du champ religieux qui est en cause, c’est-à-dire le système d’interprétation du monde que les hommes se donnent et l’ensemble des actions symboliques par lesquelles ils espèrent modifier l’ordre des choses.»[3]

Dans Le revenant de Beaucaire, nous pourrons voir les différents questionnements qu’avaient les gens face à ce terrain inconnu; comment l’Église utilisait ce mystère et cette inquiétude pour son profit. Une analyse sociologique et historique de la mort permet des réflexions sur la famille, la propriété, la reproduction, le lègue, la religion, ainsi que les valeurs morales. On retrouve une explication similaire dans La comptabilité de l’au-delà :

«La mort pouvait être, dans un premier temps un lieu d’observation idéal non seulement pour mesure l’impact de l’encadrement clérical sur les structures mentales, les pratiques et les croyance, mais aussi pour mieux circonscrire le rôle de l’appareil ecclésial dans les transformations sociales. La mort en effet est au centre de la vie. La disparition d’un individu met radicalement en cause l’ordre familial, social et politique. C’est donc autour de cette rupture fondamentale que peuvent se lire le plus facilement les processus de reproduction qui permettent au corps social de continuer à se développer.» [4]

            Ainsi, avec ce récit folklorique datant du XIIIème siècle, nous pouvons analyser plusieurs aspects de la vie de l’époque. D’abord, la relation qu’ont les gens avec la mort. Puis, la relation qu’ils ont avec la religion, car ces deux thèmes sont étroitement liés, surtout à cette époque. Nous essayerons de démonter, avec ce texte, comment l’Église s’intègre dans deux sphères principales de la société; soit la vie et les croyances personnelles des gens et la vie politique.

Le revenant de Beaucaire fût écrit par Gervais de Tilbury. De l’auteur, on ne connaît que peu de choses. La plupart des informations concernant sa vie sont des parcelles recueillies à travers les lignes de ses propres ouvrages.[5] Il serait né autour de 1150, à Tilbury, dans la province de l’Essex et aurait grandi dans une famille noble proche de la famille royale d’Angleterre.[6] Grâce à ses écrits sur certains évènements, il est possible de juger de son âge à ces époques, et de faire un tracé général de sa vie, même si plusieurs années manquent toujours. Il a étudié la loi canonique à Bologne, où il est devenu magistère et a enseigné.[7] Il était un très bon ami du jeune Henri III, et lui a même écrit un livre; Liber Facetiarum.[8] Grand voyageur, il passera sa vie entre l’Angleterre, l’Italie et la France. Après avoir passé quelques années à la cour de Guillaume II le Bon, comme juriste, il quitte pour Arles, en Provence, ou il sera juge de l’archevêque.[9] Puis, en 1209, «l’avènement à l’Empire d’Otton IV de Brunswick […] lui procure un éminent protecteur. [Celui-ci] l’investit de la charge de maréchal de l’Empire pour le royaume d’Arles – charge toute honorifique […] »[10] Il compose l’Otia Imperialia quelques années avant sa mort, ouvrage entièrement dédié à l’empereur.

La datation de l’œuvre est un mystère pour tous les spécialistes qui s’y attardent. Certains ont dit 1211, mais après une analyse plus détaillée des mots de Gervais de Tilbury, on a attribué l’ouvrage à une date postérieure. D’après Raoul Busquet, historien français, «ce serait donc à la fin de 1213 ou dans les quatre premiers mois de 1214 que Gervais aurait mis la dernière main à son livre.»[11] Même si l’oeuvre est dédié par l’auteur à Otton IV de Brunswick, tous s’entendent pour dire qu’il était originalement pour le prince Henri III. Les différentes parties du livre ont donc des dates d’écriture très différentes. Lorsque le prince Henri meurt subitement, Gervais arrête l’écriture. Il complètera l’ouvrage des années plus tard, pour l’empereur Otton.[12]

 Cet immense ouvrage est un recueil de toutes sortes d’histoire, ayant pour but clair d’amuser son public. Tout en divertissant, les histoires sont aussi grandement éducatives. Il s’agit en fait d’un récit folklorique, riche en informations sur le Moyen-âge. On y trouve de tout : «cosmogonie, cosmographie, physique générale, géographie et histoire.»[13] La troisième partie, où on trouve l’extrait dont il est question dans ce texte, est un «recueil de faits merveilleux, - les Mirabilia»[14]

            Le texte fait partie d’un recueil de centaines de courtes histoires. Il fût écrit en latin. Il s’agit d’un récit ayant «un double but : instruire et amuser.»[15] Par des récits véridiques et parfois inspirés, l’auteur tente d’éduquer le lecteur sur ce qui l’entoure. Gervais de Tilbury avait une magnifique capacité à saisir son époque, et permet autant au lecteur actuel que de l’époque de s’instruire et d’être intéressé à l’histoire. Rempli de faits historiques et d’anecdotes, sa visée principale était tout de même de flatter, sans aucune subtilité, l’empereur, mais aussi d’instruire les autres qui avaient la chance de le lire. 

            Le récit prend place en 1211, durant la treizième année du pontificat d’Innocent III et durant la deuxième année du règne d’Otton IV comme empereur germanique. C’est l’année où a lieu le siège de Toulouse, où Raymond VI inflige une défaire aux Croisés. La ville de Beaucaire fait partie du diocèse d’Arles[16], qui fut particulièrement touchée par la croisade des Albigeois. Lorsque la croisade commence en 1209, plusieurs villes seront siégées, les églises seront détruites et les résistants, punis. L’auteur fait référence aux Dialogues de Saint Grégoire le Grand, pape au VIème siècle et un des Pères de L’Église d’Occident. L’auteur utilise aussi le terme Géhenne, qui signifie l’Enfer.

L’origine des Cathares remonte à un pape Bulgare du Xème siècle, qui donne naissance à cette pensée dualiste où les adeptes seront nommés Bogomiles. Ces idées seront répandues et rendues populaires au tour de la Mer Noire et en Macédoine. Elles seront ensuite répandues vers l’ouest. Puis, c’est le sud de la France et de l’Italie, sur le côté nord-ouest de la Méditerranée, qui deviendra le point central des hérésies. On trouve plusieurs origines à l’appellation cathare. Le mot serait dérivé du mot allemand pour chat : Katte. «Au Moyen-âge, on aurait donc qualifié de cathares (hérétiques) ceux qui avaient pour habitude d’embrasser le derrière d’un chat pour honorer Satan.»[17]  En effet, Satan est bien au centre de la pensée cathare. Les Hérétiques, qui sont la grande famille dont font partie les cathares, sont «considérés comme tels au nom d’une religion qui pose comme principe que toute déviation par rapport à ses principes fondamentaux risque de mettre en cause son unité.»[18]

Le Catharisme est «une doctrine dualiste [qui] est prêchée au milieu du Xème siècle dans une partie des Balkans; ses adeptes, qui se présentent comme meilleurs chrétiens que les orthodoxes, ne se contentent pas d’attribuer au diable la création du monde matériel et des corps : ils tournent en dérision la vénération de la croix et des reliques, comme le culte des icônes; donnant une interprétation purement allégorique de la dernière Cène, selon laquelle, par «mon corps et mon sang», le Christ désignait son propre message»[19] Cette doctrine oppose deux mondes. Un premier, divin et créé par Dieu, serait parfait et immortel. Il y existe toutes les créatures invisibles. L’autre monde, celui où nous vivons, est mauvais. Il est créé par le diable, figure bien importante pour les Cathares. Dans ce monde existe toutes les créatures sensibles, qui ressentent la souffrance et le mal, ainsi que toutes les émotions négatives. Les corps et âmes vivants dans ce monde sont fait de chair bien visible, maison du Diable.[20] Les cathares, et les hérétiques en général, étaient considérés comme plus dangereux encore que les autres religions, car ils menaçaient la légitimité de la chrétienté, et l’essence de Dieu et de Jésus lui-même. À l’intérieur de la grande famille chrétienne, ils mettaient en danger l’unité, la force et l’homogénéité de cette grande famille.[21] On donne aux Cathares du Languedoc le nom d’Albigeois, car ils proviennent de la région d’Albi. Les enseignants de cette fois se nomment les Parfaits et Parfaites ou Bonshommes et Bonnesfemmes, car cette foi permet aux femmes de jouer un rôle important dans la pratique religieuse.[22] Cette région était supposée être un centre important pour les mouvements cathares et a subi plus que les autres les attaques d’Innocent III.[23] C’est dans la France du Midi et le nord de l’Italie que le catharisme se développera et en viendra à être une menace pour l’Église catholique de Rome et de Constantinople.

Le XIIIème siècle a reçu le nom de «siècle des Croisades». L’idée de partir en croisade devient très populaire et toute la société s’y implique. Encouragée par toute l’Église, toute une équipe militaire quitte conquérir l’Orient pour amener le cadeau de la foi chrétienne aux peuples d’ailleurs. En plus d’être une expérience gratifiante pour les chevaliers et le roi, c’est une excellente manière de montrer qui détient le pouvoir en Occident, et de prendre les trésors trouvés sur la route.[24] Les Croisades stimulent l’économie par la fabrication d’armes, en plus renforcissent le pouvoir en place. Bref, tout le peuple s’en réjouit. La «croisade» des Albigeois par contre, ne sera pas comme les précédentes. Celle-ci ne vise des étrangers d’une autre religion; elle veut ruiner les habitants même du royaume. Elle sera menée par l’Église chrétienne et surtout, le pape Innocent III.

Le pape Innocent III, de son vrai nom Lotario Conti, est né en 1160[25]. Dès son plus jeune âge, il est reconnu comme travaillant, essayant toujours de faire valoir ses opinions. Il a étudié dans les meilleures écoles, en théologie et en droit canonique. Il accède au pontificat en 1198, la journée même de la mort de son prédécesseur Célestine II.[26] Homme très intelligent, Innocent III affrontera tous les problèmes auxquels fait face l’Église avec rigueur et courage. Il a toujours voulu un grande République chrétienne et y travaillera toute sa vie, par tous les moyens.[27] Connaissant bien la loi, il s’est attribué plusieurs pouvoirs et a profiter des instabilités dans les royaumes autour pour prendre le titre de gérant suprême des États. Lors d’un conflit entre le roi de France et le roi d’Angleterre, Le roi John d’Angleterre demandera justice au pape. Celui-ci n’interviendra pas mais, par une lettre, se donnera les pouvoirs de le faire dans tous conflits futurs.[28] Dès ses premiers mois comme pape, il planifie comme gérer l’hérésie. Suivant la lignée des papes avant lui, mais se montrant plus actif encore, il utilise déjà des moyens radicaux pour atteindre ses buts, soit : «chasser les hérétiques, et sévir contre ceux qui les protègent ou entretiennent des relations avec eux, autrement dit leurs complices.»[29] Innocent III voulait une union de toute la chrétienté, où le pouvoir politique se situait sous le chef de cette république religieuse. Il réussit très bien, car il jouait au juge dans les conflits politiques et territoriaux. Il réussit à convaincre plusieurs rois et chefs de l’accompagner dans la bataille contre l’hérésie, même si ceux-ci n’avaient aucun cathare directement sur leur territoire, et qu’ils n’avaient pas à s’impliquer dans une telle affaire.[30] Bref, il «occupera la chaire du Saint-Pierre jusqu’en 1216 de manière très active et réfléchie, et ne cessera d’intervenir dans les affaires temporelles en tant que représentant intransigeant des thèses théocratiques qu’il incarne avec détermination.»[31] C’est ainsi qu’il commence la grande croisade de 1209, contre l’hérésie en général, et plus particulièrement pour chasser les Cathares.

Otton IV de Brunswick, fils d’Henri le Lion, ou Henri XII de Bavière et de Saxe, était le prince de la famille des Welf. Il tente d’accéder une première fois au pouvoir en 1197 quand Henri IV meurt, mais ce sera plutôt Philippe de Souabe qui sera élu empereur. Il réussit cependant à être élu roi des Romains par le parti guelfe et à se faire un puissant allié en promettant de le soutenir dans ses manœuvres; le pape Innocent III.[32] Il a du attendre l’assassinat de Philippe pour accéder au pouvoir. Il épouse la fille de celle-ci, ce qui rend son ascension au pouvoir encore plus évidente. Couronné en 1209 à Rome, il ne sera empereur germanique que pendant dix ans. Il se fît excommunié par le pape, car ne tenant pas ses promesses, il tenta de conquérir l’Italie, qui était le territoire du pape. Le pape tentera de le remplacer par Frédéric II, et réussira après la défaite d’Otton IV à Bouvines.[33]

Même avant Innocent III, la chasse aux hérétiques était déjà bien entamée. En 1179, au troisième concile de Latran, on annonce que :

«Comme (…) la folie des hérétiques s’est accrue de telle sorte qu’ils n’exercent plus seulement en secret leur malignité, mais la proclament ouvertement et pervertissent les gens simples et faibles, nous prononçons l’anathème contre eux et contre tous ceux qui adhèreront à leurs principes et les défendront; nous défendons, sous peine d’anathème, de les loger, de faire commerce avec eux… Quiconque s’associera à ces hérétiques sera exclu de la communion et tous sont déliés des devoirs et de l’obéissance contractés envers lui… Tous les fidèles doivent s’opposer énergiquement à cette peste, et même prendre les armes contre eux. (…)»[34]   

Déjà au XIIème siècle, l’Église voit les cathares comme une peste gagnant du terrain et beaucoup d’adaptes, et veulent agir rapidement. En 1119, au deuxième concile de Toulouse, on «condamna une hérésie déjà répandue dans la région».[35]  C’est l’assassinat d’un légat du pape, en 1208, qui semble être l’élément déclencheur d’une réponse plus violente contre les hérétiques.[36] En 1209 commence donc la première croisade des Albigeois. Au nom du pape, et avec son soutien total, Arnaud-Amaury, l’abbé de Cîteaux obtient la permission, et l’ordre, de défaire complètement le soutien aux hérétiques dans les régions les plus affectées. Ceux qui participent à cette mission se voient accordés les mêmes avantages que les Croisés qui participent à la conquête de la Terre Sainte (Croisade dans l’Orient.)[37] Cette croisade différait des précédentes, car elle n’avait pas pour ennemi les infidèles, mais bien d’autres chrétiens. Il s’agissait de s’en prendre «aux cadres locaux laïques ou religieux, en les destituant et en les remplaçant par des catholiques fidèles à la papauté.»[38] La première croisade continuera jusqu’en 1224, et une seconde aura lieu de 1226 à 1229. C’est à l’année 1243 qu’on attribue la fin de la bataille contre les Cathares; lorsque 210 personnes sont brulées vivantes au bucher de Montségur.[39]

1. La religion dans le quotidien des vivants

Le Moyen-âge a su changer les limites de la vie humaine. L’Église a créé une nouvelle sphère de temps, celle du troisième lieu, changeant la religion chrétienne à jamais. L’invention de ce nouvel espace change complètement le rôle de la religion dans la vie et dans les pensées des croyants. Comme Jacques Le Goff l’explique si bien dans La naissance du purgatoire : «L’au-delà est un des grands horizons des religions et des sociétés. La vie du croyant change quand il pense que tout n’est pas joué à la mort.»[40] La religion chrétienne est maintenant basée sur cette dualité des mondes après la mort et nous allons voir comment ce nouvel espace dans la Chrétienté a su donner son immense pouvoir à l’Église chrétienne. 

1.1  La dualité des mondes après la mort

            Dans le monde de l’Antiquité, un concept d’enfer existait déjà dans la plupart des religions. Chez les Assyro-Babyloniens, la mort n’est que souffrance. Les défunts languissent dans ce monde éternel. Les âmes souffrent, ne vivent aucun des plaisirs sensoriels terrestres. La vie après la mort n’est que lamentation éternelle.[41] Chez les Égyptiens, le concept de vie après la mort est évident, ce qui explique les trésors et parures dans les sarcophages. Autant les pharaons que les simples paysans voulaient s’assurer un passage à une autre vie avec toutes leurs plus belles possessions. On retrouve aussi sur plusieurs œuvres La pesée de l’âme[42], avec Anubis, dieu des morts et de l’embaumement. Après la mort, on pèse l’âme du défunt; si elle est plus lourde qu’une plume, la dévorante avale l’âme tout de suite. Pour les civilisations antiques, les Égyptiens, les Babyloniens, les Juifs, les Barbares du nord, les Grecs et les Romains, la terre était la place des Hommes, et les cieux et le souterrain appartenaient aux Dieux. Ceux-ci les entouraient et il fallait leur laisser la place qu’ils se méritaient. Plusieurs mythes racontent l’arrogance des Hommes qui ont essayé de trop s’approcher des Dieux. «Les Anciens […] avaient davantage redouté les profondeurs de la terre qu’ils n’avaient aspiré aux infinis célestes, souvent habités d’ailleurs par des dieux de colère.»[43] Dans le Christianisme qui évolue toujours, ces deux mondes sont opposés plus que jamais ; bon et mauvais, blanc et noir, beau et laid, agréable et souffrant, la vie et la mort, l’immortel et le mortel, etc. Contrairement aux civilisations anciennes polythéistes où la religion est un spectre et que les Dieux nous entourent, le Christianisme pousse une idée de dualité simple et tranchante. Rien n’est ambigu ; le verdict après la mort sera sans retour.

1.2 Le Purgatoire

La naissance du mot purgatoire a été bien étudiée par Jacques Le Goff. Il suggère que le concept serait né «au moment de l’épanouissement de l’Occident médiéval dans la seconde moitié du XIIème siècle».[44] Cet auteur fait un lien direct avec l’époque à laquelle est née le purgatoire : « Le Purgatoire est un élément de cette expansion dans l’imaginaire social, dans la géographie de l’au-delà, dans la certitude religieuse. Une pièce du système. C’est une conquête du XIIème siècle.»[45] En effet, le Purgatoire est un produit de son époque. Il a réussi à se populariser grâce à une Église ayant complète confiance en ses capacités et sa force. Il réussi aussi à s’implanter à une époque où la connaissance du monde s’agrandit, où les gens croient à une expansion générale de leurs environs et une complexification de leurs systèmes sociaux et politiques. Il réussit aussi à transformer l’idée d’un Jugement pour l’humanité à la fin des temps. Le temps a toujours fasciné les humains. L’idée de la fin des temps fascine, tout en inspirant la peur de l’inconnu. Cette peur de l’inconnu du destin de l’humanité a été transformée en une peur individuelle de chacun pour sa vie et pour ce jugement qui vient après la mort.[46] Une crainte individuelle est toujours plus effrayante qu’une peur générale pour l’humanité.

Alors qu’il y a autant de versions de purgatoires que de personnes le décrivant, plusieurs concepts, idées et images reviennent. Les textes de l’époque sont fiables pour leur contenu, au sens qu’ils nous indiquent réellement les croyances de l’époque. Cependant, on ne peut se fier aux noms d’auteur figurant sur les textes, car les clercs changeaient les noms pour des auteurs célèbres pour populariser les ouvrages. Les écrivains et scribes du Moyen-âge faisaient peu attention à l’authenticité des documents et y apportaient des modifications à leurs goûts, «car ce qui inspire les hommes du Moyen Âge c’est la quête de la vérité éternelle, non de la vérité historique».[47]

Le purgatoire est normalement représenté par le feu. Lorsque l’on meurt, les parfaits, c’est-à-dire les saints, les martyrs, etc., vont au paradis directement. Les damnés vont directement en enfer, où ils erreront éternellement pour payer les péchés qu’ils ont accumulés de leur vivant. Pour tous les autres, la majorité, c’est le purgatoire qui attend. Cet espace où l’on reste pour payer ses péchés et espérer pouvoir passer au ciel une fois la punition accomplie.

1.3. La peur de l’enfer

            Comme nous l’avons dit plus tôt, la naissance du concept de Purgatoire est grandement due à son époque. Il s’agit d’un moment dans l’histoire médiévale où l’Église chrétienne est en pleine croissance et son pouvoir est incontesté. Le régime féodal, fondé sur la peur, est un allié parfait pour une autorité religieuse forte que personne ne conteste. Une peur généralisée règne; entre maîtres et serviteurs, seigneurs et paysans, roi et seigneurs. On voit bien alors la pyramide sociale créée : «Dieu est un seigneur, et même le seigneur par excellence. C’est Dominus Deus, le seigneur dieu.»[48] Il y a aussi une peur de la famine et de la maladie, ainsi que la peur toujours présente de la guerre ou des invasions. La peur fait partie intrinsèquement du système en place. La peur de l’inconnu, de ce qui vient après existe aussi chez tous les êtres humains. L’Église prit le contrôle de cette peur, la fit sienne à gérer. Elle se donna la responsabilité de faire le pont entre la vie sur terre et le jugement certain qui vient après. C’est donc ce rôle, qui parvient même à un partage du pouvoir sur l’au-delà entre elle et Dieu, [qui] prouve que l’enjeu était important. Pourquoi ne pas laisser errer ou dormir les morts?»[49]

1.4. Le pouvoir de l’Église

            Ce pouvoir que l’Église se donne, elle le maintient par la peur et l’ignorance des gens qu’elle gouverne. Toutes les relations interpersonnelles du Moyen-âge sont basées sur le dominant et le dominé. À partir du pouvoir politique, jusque dans la famille, il y a le maître et le serviteur. L’Église se donne le rôle de gérer ses relations, dans la vie religieuse des gens, jusque dans leurs foyers. Comme nous avons vu plus haut, cette force vient de la peur des gens. Il est impossible de savoir ce qui arrive réellement après la mort; voici d’où vient cette peur. L’Église chrétienne peut donc jouer le rôle protecteur contre la mort, et elle sait bien jouer son rôle. C’est avec des textes que les religieux peuvent animer l’imaginaire des gens : «L’enfer est impensable, indicible, infigurable : il excède toute possibilité de pensée, le langage, de représentation. Mais cela ne signifie pas qu’on ne puisse rien en dire : les textes parlent de l’enfer, tout en disant son caractère indicible.»[50] L’Église se rend maître de ce futur, se place entre celui-ci, qu’elle prétend connaître mieux que les autres, et les mortels. Plus les gens ont peur, plus ils font confiance à l’Église pour les sauver, et plus celle-ci grossit et s’affirme comme toit solide contre tous les malheurs que la vie et que Dieu peut faire tomber : «Les guerres continuelles, les troubles incessants […], la menace constante d’une justice dure et sujette à caution et, de plus, l’angoissante crainte de l’enfer, du diable et des sorcières, provoquaient une inquiétude générale  qui faisait à la vie un sombre arrière-fond.»[51] C’est donc quotidiennement que l’Église intervient dans la vie des gens, car si Dieu les observe toujours, c’est l’Église qui leur le rappelle.

2. Pouvoir politique et empire  

2.1 Structure pyramidale

Nous l’avons dit plus tôt, une hiérarchie structure la vie, dans toutes les sphères de la société. Le roi et le pape figurent au sommet de cette pyramide, chacun voulant être au-dessus de l’autre. Puis, il y a les figures de l’Église; les archevêques, les clercs, les prêtres, etc. Même chose du côté du pouvoir politique; chaque étage détient son rôle et responsabilités. Chacun se réfère à son supérieur, jusque dans les familles. L’Église et l’État se battent pour le pouvoir depuis le début du Moyen-âge, chacun pensant qu’il domine l’autre. Est-ce l’Église qui confère la légitimité à l’État ou est-ce le contraire?

2.2. Pouvoir bicéphale[52]

Aucun système politique n’a vu une présence de l’Église aussi accrue que l’Occident du Moyen-Âge. En effet, l’histoire de ces quelques siècles se composent des conflits et ententes entre ces deux chefs: «Les rapports entre les deux têtes de la Chrétienté manifestent la rivalité au sommet des deux ordres dominants mais concurrents de la hiérarchie cléricale et de la hiérarchie laïque.»[53] Ce conflit oppose deux pouvoirs différents mais tout de mêmes égaux; le pouvoir spirituel et le pouvoir temporel, le prêtre et le guerrier.[54] L’un représente le divin, l’éternel, l’avant et l’après de la vie humaine et cette relation intime qu’ont les gens avec la religion. L’autre représente la protection, la sécurité, la loi, la terre et l’économie. Le pouvoir du présent, du quotidien, contre celui de l’intemporalité et de l’âme. On peut ainsi comprendre pourquoi ils ne s’entendaient pas et pourquoi on ne peut choisir qui est le plus important.

Plusieurs rois et empereurs tenteront de se faire attribuer une importance religieuse. Le sacrement en est un excellent exemple. Les rois tenteront, par la cérémonie du sacrement, de montrer qu’ils détiennent la bénédiction de l’Église et de son chef. Une arrivée au pouvoir encouragée par l’Église démontre la puissance du nouveau roi. Plusieurs rois le feront au début du Moyen-Âge; Clovis 1^er et Charlemagne seront dans les premiers à créer une forte alliance et ramener le pouvoir de l’Église dans leurs mains. À plusieurs reprises à travers les siècles du Moyen-Âge, les deux pouvoirs feront des alliances et des échanges. «L’Église sacralise le pouvoir royal. Aussi faut-il que tous les sujets se soumettent fidèlement et avec une obéissance aveugle à ce pouvoir puisque celui qui résiste à ce pouvoir résiste à l’ordre voulu par Dieu.»[55] Lorsque le roi est sacré, son pouvoir est intouchable, car non seulement est-il dans son sang, mais Dieu l’encourage aussi. Parfois, l’Église décide qui sera Roi, place un fidèle à sa tête. Parfois, c’est le roi qui mettra un pape au pouvoir. Évidemment, si le roi oublie que c’est l’Église qui lui a donné ce privilège, elle peut aussi le retirer.

Dès l’arrivée au pouvoir d’Otton IV en 1209, les deux chefs ne s’entendent pas. Le pape Innocent III «se considère comme le vicaire non plus de saint Pierre, mais du Christ lui-même sur terre.»[56] Il veut donc le contrôle total, et croit réellement qu’il le mérite et qu’il y a droit. Son ambition est de créer une République chrétienne universelle où tous les États seront soumis au pouvoir pontifical, dont le Pape sera le chef. Il croit aussi que le rôle du pape est de se placer au dessus des rois et princes et de les juger; en tant que roi des rois (Rex regum), il détient le Plenitudo Potestatis, la plénitude des pouvoirs.[57] Évidemment, il rencontra de la résistance du côté des rois, surtout de la part d’Otton IV, roi des Romains et empereur, qui s’opposait à son projet de République chrétienne. «Otton, ayant voulu, comme Frédéric Ier, soumettre l’Italie, alors qu’Innocent tentait de reconstituer les États pontificaux, il devint l’adversaire du pape.»[58] Innocent III était pourtant celui qui avait réussi à mettre Otton au pouvoir, après qu’il eut perdu la première fois à Philippe de Souabe. Le pape soutient l’élection d’Otton, car celui-ci lui a promit de l’aider à gagner en Italie.[59] Mais dès qu’il accéda au pouvoir, Otton le trahit et envahit l’Italie. Le pape ne tarda pas à l’excommunier. L’alliance est terminée. Il est impossible de garder totale confiance dans ces alliances éphémères créées seulement pour gagner. Otton perd ensuite des batailles, puis le pouvoir, et termine sa vie loin du trône.

3. Dans Le revenant de Beaucaire

            Le revenant, jeune homme courageux vient visiter sa jeune cousine pour lui apporter des réponses. On y raconte l’histoire d’un garçon, mort innocemment, qui revient des morts pour parler à sa douce cousine qu’il a toujours aimé. Il est bien spécifié que le garçon était vaillant et aimable, car c’est un privilège qu’il reçoit de pouvoir la visiter. Dieu le récompense, car il était un bon homme de son vivant. On voit bien par ce récit que la religion est présente partout dans la vie personnelle des gens. Dieu est bon, et donc lui permet d’aller visiter sa cousine pour lui donner quelques réponses aux questions que veulent poser les autres à Dieu. Bien qu’il s’agisse d’un conte, l’auteur répond avec les mêmes idées que les religieux utilisent pour expliquer le monde après la mort. «Un diable cornu, noir, horrible d’aspect, crachant des flammes et soufflant du feu»[60] le suit partout, car il «souffre les peines du feu purgatoire».[61] La visite de Guillaume à sa cousine tente de démontrer l’existence réelle de l’au-delà, de l’enfer et du purgatoire. Il s’agit d’un conte folklorique, qui raconte l’imaginaire collectif de l’époque. Comme mentionné plus haut, la peur de la mort et des enfers guide la vie des gens du Moyen-âge,  et cette histoire montre un exemple concret de cela. Les deux jeunes sont innocents et braves, et leur histoire en est une joyeuse tout de même, car le défunt peut visiter celle qu’il aime. L’auteur pousse plusieurs des valeurs et croyances chrétiennes dans l’histoire ; la virginité, le jugement dernier, la conversion des infidèles et l’adoration encore plus intense des fidèles, le purgatoire comme lieu où on attend le jugement et souffre pour payer ses péchés, les enfers souterrains, etc. En plus d’être un conte folklorique, il s’agit aussi d’un manuel de propagande chrétienne, comme la plupart des ouvrages religieux de l’époque. La lecture donne envie de respecter l’autorité de l’Église et de suivre Dieu et les religieux vers ce paradis. Par ce texte, le lecteur comprend que Dieu est toujours présent dans sa vie, même lorsqu’il croit être seul, pour le protéger autant que pour le surveiller, et vers la fin, pour le juger.

            Il est aussi évident dans le texte de Gervais de Tilbury que la religion était très présente dans la sphère politique. Le texte est composé et dédié à l’empereur Otton IV personnellement. Il vise son divertissement, en plus d’instruire les autres lecteurs. Dans le texte, le revenant répond à huit questions. On lui demande qu’est-ce que Dieu pense du massacre des Albigeois, encouragé par le Pape. Le revenant répond «qu’aucun fait de cette région n’avait jusque-là autant plus à Dieu…»[62] L’importance de la religion, de l’accord de Dieu est perceptible dans tout le texte. Il s’agit d’un texte écrit pour flatter l’empereur, et donc on y voit plein de référence au fait que Dieu est en accord avec son règne.

Le texte de Gervais de Tilbury s’inscrit parfaitement dans son époque. Il démontre les croyances par rapport à la mort, l’importance d’une vie sans péchés, ainsi que la peur et l’adoration de Dieu. On y comprend la place qu’a Dieu dans les foyers et dans les relations personnelles. Il y vit dans chaque action posée, dans chaque prière dite et dans toutes les vies des habitants de tous les villages. Cette puissance est énorme et invisible. Elle est, sur terre, donnée à une institution qui se donne le titre de représentante, sans que personne ne sache comment. Cette Église tellement forte et grandiose que personne ne peut la contester. Le seul qui tente de la contester est l’empereur, ce chef de l’autre moitié de la puissance. Ce pouvoir bicéphale dont les deux têtes se chicanent sans relâche.  Cette Église chrétienne est à son apogée au XIIIème siècle, il est même possible de le ressentir aujourd’hui dans nos sociétés occidentales. Nos institutions religieuses existent toujours sur les fondations de l’Église du Moyen-Âge classique, mais quelles autres institutions sont encore quelque peu sous cette emprise lointaine?

BIBLIOGRAPHIE

1. Sources monographiques

ARIÈS, Philippe, Western attitudes toward death from the middle ages to the present,  États-Unis, John Hopkins University Press, 1974, 107p.

BANKS S. E. et J. W. BINNS, Gervaise of Tilbury, Otia Imperialia, trad. de S. E. Banks et de J. W. Binns, États-Unis, Clarendon Press Oxford, 2002, 1013p.

BASCHET, Jérôme, Les justices de l’au-delà : les représentations de l’Enfer en France et en Italie (XIIè-XVè siècle), Paris, École française de Rome, 1993, 700p.

BORDONOVE, Georges, La tragédie Cathare, Paris, Pygmalion, 1991, 460p.

LE GOFF, Jacques, La comptabilité dans l’au-delà, Rome, Albin Michel, 1980, 570p.

COLLOQUE DE L’ASSOCIATION DES HISTORIENS MÉDIÉVISTES FRANÇAIS RÉUNIS À STRASBOURG EN JUIN 1975 AU PALAIS UNIVERSITAIRE, La mort au moyen-âge, Publications de la société savante d’alsace et des régions de l’est, Librairie Istra Strasbourg, Éditions d’Alsace-Colmar, 1977, 152p.

LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, 128p.

LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, 509p.

LE GOFF, Jacques, Le Dieu du Moyen-Âge, Paris, Bayard, 2003, 102p.

OLDENBURG, Zoé, Le Bûcher de Montségur, Gallimard, 1959, p.389 citée par LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.18

RICHÉ, Pierre, Grandeurs et faiblesses de l’Église au Moyen-Âge, Paris, Éditions du Cerf, 2006, 333p.

ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, 538p.

2. Sources de périodiques

BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, pp. 1-20

3. Sites web

BALDWIN, Marshall W. Crusades,

http://www.britannica.com/event/Crusades/The-Fourth-Crusade-and-the-Latin-empire-of-Constantinople#toc235535 (consulté le 17 novembre 2015)

BEN KHEMIS, Anne, Otton IV de Brunswick (1174 env.-1218) roi des Romains (1198-1218) empereur germanique (1209-1218), http://www.universalis.fr/encyclopedie/otton-iv-de-brunswick/# (consultée le 27 novembre 2015)

PAYS CATHARE, Histoire du Catharisme, http://www.payscathare.org/histoire-catharisme (consulté le 24 novembre 2015)

PENNINGTON, Kenneth J., Pope Innocent III, http://www.britannica.com/biography/Innocent-III-pope (consulté le 17 novembre 2015)

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[1] CHIFFOLEAU, Jacques, La comptabilité dans l’au-delà, Rome, Albin Michel, 1980, p.10

[2] CHIFFOLEAU, Jacques, La comptabilité dans l’au-delà, Rome, Albin Michel, 1980, p.13

[3] BOURDIEU, Pierre, «Genèse et structure du champ religieux», Revue française de sociologie, 1971, XII, p.295-330 et AUGÉ, Marc, «Dieux et rituels ou rituels sans dieux», J Middleton, Anthropologie religieuse, textes fondamentaux, Paris, Larousse, 1974, p.9-36. Cité par CHIFFOLEAU, Jacques, La comptabilité dans l’au-delà, Rome, Albin Michel, 1980, p.12

[4] CHIFFOLEAU, Jacques, La comptabilité dans l’au-delà, Rome, Albin Michel, 1980, p.12-13

[5] BANKS S. E. et J. W. BINNS, Gervaise of Tilbury, Otia Imperialia, trad. de S. E. Banks et de J. W. Binns, États-Unis, Clarendon Press Oxford, 2002, p. xxv (introduction)

[6] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.2

[7] BANKS S. E. et J. W. BINNS, Gervaise of Tilbury, Otia Imperialia, trad. de S. E. Banks et de J. W. Binns, États-Unis, Clarendon Press Oxford, 2002, p. xxvi (introduction)

[8] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.2

[9] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.3

[10] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.3

[11] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.7

[12] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.4

[13] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.4

[14] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.3

[15] BUSQUET, Raoul, «Gervais de Tilbury inconnu», Revue historique, France, Presses universitaires de France, 1941, p.3

[16] Voir Annexe I en page

[17] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.8

[18] Idem, p.17

[19] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, 538p. p.41

[20] PAYS CATHARE, Histoire du Catharisme, http://www.payscathare.org/histoire-catharisme (consulté le 24 novembre 2015)

[21] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, 538p. p.43

[22] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.9

[23] BALDWIN, Marshall W. Crusades, http://www.britannica.com/event/Crusades/The-Fourth-Crusade-and-the-Latin-empire-of-Constantinople#toc235535 (consulté le 17 novembre 2015)

[24] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, 538p. p.16

[25] Voir Annexe I en page

[26] PENNINGTON, Kenneth J., Pope Innocent III, http://www.britannica.com/biography/Innocent-III-pope (consulté le 17 novembre 2015)

[27] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, 538p. p.97

[28] PENNINGTON, Kenneth J., Pope Innocent III, http://www.britannica.com/biography/Innocent-III-pope (consulté le 17 novembre 2015)

[29] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, p.98

[30] ROQUEBERT, Michel, Histoire des cathares : Hérésie, Croisade, Inquisition du XIe au XIVe siècle, Paris, Perrin, 1999, p.99

[31] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.20

[32] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p.603

[33] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p.603-604

[34] OLDENBURG, Zoé, Le Bûcher de Montségur, Gallimard, 1959, p.389 citée par LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.18

[35] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.47

[36] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.47

[37] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.21

[38] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.23

[39] LEBÉDEL, Claude. Comprendre la tragédie des cathares, France, Éditions Ouest-France, 2007, p.47

[40] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p. 10

[41] Notes de cours 2100, Civilisation Assyro-Babylonienne par Gaétan Thériault, automne 2015

[42] Voir ANNEXE II en page

[43] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p. 11

[44] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p. 9

[45] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p. 179

[46] ARIÈS, Philippe, Western attitudes toward death from the middle ages to the present,  États-Unis, John Hopkins University Press, 1974, p. 32

[47] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p.184

[48] LE GOFF, Jacques, Le Dieu du Moyen-Âge, Paris, Bayard, 2003, p.55

[49] LE GOFF, Jacques, La naissance du purgatoire, France, Gallimard, 1981, p.10

[50] BASCHET, Jérôme, Les justices de l’au-delà : les représentations de l’Enfer en France et en Italie (XIIè-XVè siècle), Paris, École française de Rome, 1993, p.135

[51] HUIZINGA, J., L’automne du Moyen-âge, trad. par J.BASTIEN, Payot, Paris, 1989, p.32, citée par BASCHET, Jérôme, Les justices de l’au-delà : les représentations de l’Enfer en France et en Italie (XIIè-XVè siècle), Paris, École française de Rome, 1993, p.2

[52] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p.329

[53] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p. 329-330

[54] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p. 333

[55] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p. 337

[56] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p. 603

[57] LE GOFF, Jacques, La civilisation de l’Occident médiéval, Arthaud, Paris, 1977 (1964), p. 603

[58] RICHÉ, Pierre, Grandeurs et faiblesses de l’Église au Moyen-Âge, Paris, Éditions du Cerf, 2006, p.176

[59] BEN KHEMIS, Anne, «Otton IV de Brunswick (1174 env.-1218) roi des Romains (1198-1218) empereur germanique (1209-1218), http://www.universalis.fr/encyclopedie/otton-iv-de-brunswick/# (consultée le 27 novembre 2015)

[60] DE TILBURY, Gervais, Le livre des merveilles, Trad. par Annie Duschesne, Paris, Les belles lettres, 1992, p.112-123

[61] DE TILBURY, Gervais, Le livre des merveilles, Trad. par Annie Duschesne, Paris, Les belles lettres, 1992, p.112-123

[62] DE TILBURY, Gervais, Le livre des merveilles, Trad. par Annie Duschesne, Paris, Les belles lettres, 1992, p.112-123