Gifts, Novelties, Souvenir Business Plan


Gifts, Novelties, Souvenir Business Plan


The “Gift Shop” at Avant-Garde Building has long offered a wide range of novelties and stationary inside one of the most prestigious landmark buildings in Jakarta, Indonesia. Customers of the Avant-Garde Building’s Gift Shop were primarily tenants. The new venture, “PT. Avant-Garde Shop, in a joint operation to PT. ABC Company Indonesia. We intend to broaden our customer base, not only by targeting tenants, but also neighbours and visitors to Avantgarde Building. The grand opening is slated for December 9th. Our main priority at PT. ABC Company has one goal: to remodel the existing outlet so that it can be used as an official store for professionals, who are the main focus of our marketing program. [NOTE: *PT stands for Indonesian Perseroan Terbatas and is a shorthand for Limited Company.

This business plan lays out our strategy for re-positioning the “Gift Shop” from “just-another-store” to the “Official Store of Avant-Garde.” This plan will detail services to be provided by ABC Company in the joint operation, along with the implementation milestones for each step. ABC Company will give strategic recommendations on how to increase the traffic and image for the retail facility by renaming, image overhauling, remodeling of interior and merchandise resources planning.


The Market

Avant-Garde Building hosts approximately 100 offices. Avant-Garde Building attracts roughly 1,000 people daily. Avant-Garde Shop identifies three distinct market segments.

The primary target customers are approximately 1,500 Tenants who are white-collar workers earning high disposable incomes. The area’s office community, which often visits the Avant-Garde Building during lunch hours to catch up with colleagues or friends, are our secondary target customers. Both of these groups are known to be willing to purchase from retail stores in the Avant-Garde structure. Its location on the Mezzanine just above the ground-floor eating area is ideal for catching their attention.

The Avant-Garde Shop’s final target customers are tourists and Jakarta Metro residents who visit the Avant-Garde Building as a way to feel glamorous and be part of Indonesia’s modern economy.


Strategy

PT. Avant-Garde Shop will build on the Avant-Garde Building’s existing brand-name and image to create a powerful brand that reflects power and modernity as well as wealth and global sophistication. We will increase the retail space through a new design. In addition, we will supplement retail sales by selling catalogs and web orders. It is important to remember that we do not sell merchandise. Instead, we are selling a company and an image, the New Indonesia.

All amounts are shown in the plan in Indonesian Rupiahs (IDR), also abbreviated as Rp.

1.1 Objectives

Avant-Garde Shop aims to achieve two things. These lofty goals are achievable, but they are not impossible. By developing and tracking progress toward the goals, the organization will push everyone both from PT. Avant-Garde & PT. ABC Company will perform at its best.

  1. The current Avant-Garde Gift Shop will be repositioned as the Official Avant-Garde Store. This will be done through the re-modeling and implementation of various marketing programs. These programs will generate more revenue for Avant-Garde and increase its overall equity.
  2. To achieve a modest profit of Rp. 1,801,000 by the second year and Rp. 6,807,000 in the third year.
  3. To make a profit of Rp. 90,299,000 in year one and Rp. 95,717,000 by year two and Rp. 101,460,000 for year three.

1.2 Mission

Avant-Garde Shop specializes in the retail sale of novelty items of different product mixes. However, the Avant-Garde Shop will focus on the sale of official Avant-Garde merchandise. The store will offer a complete selection of accessories, stationary, and apparel as well as other lifestyle-related novelty items.

Our goal in ABC Company is to be the sole supplier to those official merchandise of Avant-Garde. To be able to position Avant-GardeShop, we must follow the theme that corresponds to the lifestyle of the target customers.

1.3 Keys of Success

Avant-Garde Shop must ensure that all aspects are important to their customers for success in the retail merchandising industry.

  • A variety of mix and match merchandise to best suit their white collar target customers.
  • Customer service excellence in a professional atmosphere.
  • Advertise and promote our store in areas where our target customers will know about it. We do this by using point-of-sales (banners and leaflets, flyers), our website, and any other marketing medium to encourage people to visit the location.
  • We must constantly review our inventory and sales, and adjust our inventory levels accordingly.

Children’s Educational Toys Business Plan


Children


ToyLearn is a new start-up company. It has developed a series of educational tools for kids that are engaging and fun. Jen Funster and David Funster founded the company. They are registered as Ohio S-Corps. ToyLearn is expected to be profitable in year one. In the next few years, they will experience a significant increase in sales.

ToyLearn initially offers three educational toys. NumberToy, a toy that teaches numbers skills, is the first. LetterToy, as its name suggests, is a product that helps children learn the alphabet quickly. PhonicToy is the final product. This device looks like a miniPC and helps with math and phonic skills. While the products serve as educational tools to develop core skills in youngster users, the toys are fun to play with and encourage children to use them often. Current products are being developed by the in-house team.

ToyLearn identified three key factors that will ensure the company’s sustainability. The first is to create educational and engaging toys. Second, financial controls are essential. The last last key to success is the need to listen to customer, effectively creating a feedback mechanism for product improvement.

ToyLearn is targeting two customer segments. Individual customers are the first. These are the parents and grandparents who buy the product for their child. This market is currently growing at 8% per annum and has 3,354,430 potential customers. Wholesale purchasers, which are usually organizations that buy the products for clients, is the second market segment we will address. These organizations are typically some sort of care center or nursery/pre school. This segment is experiencing a 10% increase in annual growth with 702,335 potential customers.

The likelihood of success of ToyLearn is ensured by its strong management team, lead by David and Jen Funster. David, in charge of the product engineering, graduated from the University of Rochester with an Engineering Degree. David was employed by HP for a number if years in the product development department. David left HP to work for Nintendo in the game development department. These experiences, in addition to his education has provided David with valuable skills to use to help ToyLearn gain market penetration based on the quality of its products. Jen, who is half of the management team received her Masters of Education degree from Case Western Reserve University. Jen has extensive experience in the development of educational tools for ToyLearn.

ToyLearn forecasts sales of $367,000 for year two. Year three will see sales of $475,000. ToyLearn’s success is due to its combination of experienced management, product development excellence, and the ability to see a great market opportunity.

1.1 Objectives

  • A profitable company is possible.
  • Create innovative educational toys.
  • Interactive toys can be used to enhance children’s learning.

1.2 Mission

ToyLearn’s goal is to provide the best educational toys. We will be more successful if we can help more children to learn basic functions through our toys.

Success keys 1.3

  • Develop creative, educational, engaging toys.
  • Adopt strict financial controls.
  • Pay attention and listen to your customers.


Drapery Fabricator Business Plan


Drapery Fabricator Business Plan



Introduction

Cutting Edge Drapery, a well-established decorators’#8217’ workroom, is now available. The company manufactures draperies and slip covers in line with interior designers’ ideas. Cutting Edge Drapery just expanded its production capacity and is well-positioned for marketing its workroom production to clients beyond its current client base. The company is committed in providing top quality workmanship, meeting all agreed delivery dates, and executing custom-made work exactly according to the designer’s idea. The focus of this business plan is to identify its future target clients, explain its marketing strategy, and to improve its internal procedures so it can substantially increase profitability.


The Company

Cutting Edge Drapery, Loudon, New Hampshire. Soft window treatments make up the majority of the company’8217;s production. Soft window treatments account for approximately $2.7 Million in the total market. The disposable income of designers and decorators directly correlates to the market share.

The company is a sole proprietorship and has been operating for nearly 25 years. The owner worked out of her home as a seamstress and tailor until her business volume caused her to move her operation into rented space in Loudon. This expanded space allowed her to concentrate more on draperies and window treatments. The 2,200 square foot office houses seven full-time employees. An assistant was recently hired to handle the administrative duties and improve the company’s internal processes. A new outside accountant, who is streamlining computerized accounts, has been hired.


The Products

Cutting Edge Drapery can provide sewing services to create high quality soft windows treatment products such draperies.

Although the company could be considered a company making products, because clients furnish the fabric for each custom crafted unit, it actually only provides the sewing and installation services to its customers. Because the company does NOT have to purchase fabric directly, there is a relatively low sourcing cost.


Market

The population of 17 communities located near Cutting Edge Drapery has been estimated at 277.253. This would indicate that the area has a soft window treatment market worth more than $2.7 million annually. All treatments must be made in decorator workrooms. The company holds approximately 7.5% of this nearby market.

The company is moving from the current market of interior decorator customers to the higher end market for interior designers. This will increase profitability as the designer market is less price sensitive and offers higher margins. The designer’s clients include the high income homeowners that demand unique products and a high degree of customer service. Cutting Edge Drapery is able to provide the best service for this clientele.

To enter the interior designer-controlled market share in window treatment. It is the company’s goal to market the 15 targeted members of American Society of Interior Designers within the next 12 months and establish a business partnership with at least three of these designers. This number will increase to five within the second year, and seven in the third. The company faces significant competition from existing workrooms within the local area. Cutting Edge Drapery’s strategy is to lift its image, through advertising in prestigious trade publications, joining and net-working ASID membership, and actively marketing its selected target market.


Financial Considerations

Strong profits will be achieved by implementing the marketing research and a tailored marketing strategy as described in this business plan. The local soft window treatment market will account for 11% of revenues by 2000, according to estimates.

Monthly break-even can be achieved.

The total production was about 98 units at the time this article was written. It will increase to approximately 115 units by 2000.

It is the policy for the company’s clients to supply the fabric needed for soft window treatment products. Therefore, the company has very low costs of goods sold and a high gross profit. A custom business model means that inventory costs are low and accounts payable are low. The company doesn’t have any long-term capital assets or debt that could impact cash flow. It is likely that this asset will be used by the company to expand its markets, production capacity, and capital assets in the future.

1.1 Objectives

  1. To be able to penetrate the interior-designer-controlled share of market for window treatments (Designer being key here, rather than Decorator). It is the company’s goal to market the 15 targeted members of American Society of Interior Designers within the next 12 months and to establish a business partnership with at least three of these designers. In the second year, this number will increase to five and seven respectively.
  2. To significantly increase profitability. The formalization of pricing will allow price-sensitive jobs that are not in our market to be moved elsewhere. This will allow us to concentrate on higher-end custom work that is less expensive for the less price sensitive designer market. These pricing options will ensure a minimum $65,000 in pretax profits in the first year.
  3. To improve and streamline the administration of the company. This will reduce the owner’s involvement in administrative tasks by 50% to 20%. This will give her more time to focus on sales and marketing.

1.2 Mission

Cutting Edge Drapery is best suited to serving the interior designer share of the textile treatment market because clients of interior designers can afford expensive materials and custom solutions. The company cannot compete against large workrooms that can produce mass quantities, nor can it compete with home workrooms. The company strives to provide high quality workmanship, meet agreed delivery dates and execute custom work in compliance with the designer’s vision.

1.3 Keys to Success

A few key aspects can determine success or failure in professional workrooms. Most of these factors stem from interior designers’ importance to reputation:

  1. Private clients cannot be accepted into the professional workroom. The fear of an interior designer finding out that his client will be able to save thousands of dollars by working directly in the room is common among them. If private clients contact the company, they should be referred to a designer who works closely with the company.
  2. Clients who have the means to pay for interior designers are more demanding. The interior designer needs to feel that his workroom considers that designer the most important person in the world. It is important to avoid any action that may indicate that the designer’s workroom is occupied with other designers’#8217s work.
  3. The workroom must live up to its promises. The work must be done exactly as promised and at the agreed cost. The designer’s ability to communicate with the workroom effectively is key.
  4. Quality is important for the production supervisor. The production supervisor must ensure that jobs quoted at 15 hour increments do not take more than 20 hours. If individual production stitchers are not efficient or left idle, profit goals cannot be achieved.

Computer Software Business Plan


Computer Software Business Plan


FoodFun Lifeskills Instructional Software (FoodFun LIS) is a start-up organization whose vision is to create the finest education/entertainment software for non-reading individuals with developmental disabilities. The software product has been designed and created by a Ph.D. veteran of the special education industry, to meet the needs of this special customer segment. It will teach life skills and be useful, while also being fun to use. FoodFun LIS began as an Illinois L.L.C. Sue Altamirankow is the founder, and she will be based in Chicago.

The Market

FoodFun identified four market segments that would be interested in the software product. These are the most likely buyers of the software. These segments are:

  • Centers for Independent Living‘#8211 These centers help individuals with developmental disabilities to live independently. The curriculum usually focuses on four key life skills that the individual must possess in order to live independently.
  • School Districts All states must provide education for students with special learning needs until the age 21. FoodFun’s software will interest students who are in school districts. They provide essential life skills and are often the educational providers for the student until they turn 18.
  • Proactive Parent Parents who want to be involved in their children&#8217’s education will search for tools that can be used at home to aid their child’s learning.
  • Agency Several states have created agencies to act as intermediaries between service providers and individuals. These agencies were usually formed following a settlement of a lawsuit (including in a class action).

Parents will only be required to buy one copy of the program. Other segments will purchase multiple licenses/site licenses, and may also purchase upgrades to later versions.

The Product

Grocery shopping and socialization/leisure are two of the main lifeskills which individuals with developmental disabilities are taught. FoodFun developed a software product that can be used as a teaching tool for these essential skills. The software’s first component is grocery shopping. This software is in the form of a digital book of recipes. Each recipe can be represented by a picture. The student can choose the photo they want and then see a list that includes the ingredients and tools needed to create the dish. The student can print out the photos and bring them to the grocery shop, where they can shop independently.

The second component is the socialization/leisure time module that provides the user with a choice of many different social events/parties for which they can prepare food. This module allows students to plan for a party (and we know EVERYONE loves to plan for parties) and incorporates music linked to each type of social event to provide entertainment for the user. Many people with developmental disabilities, or most of them, will feel a sense of joy when they click on the social event and hear the music.

Competitive Edge

Many companies are selling educational products to this market segment. FoodFun LIS will leverage their competitive edge by incorporating entertainment into their software product, a means of creating interest and joy while using the software. This interest and joy will increase the amount of time that the students use the software, thereby increasing the effectiveness of the program. FoodFun believes that students will use the software more often if they enjoy it than if they have to force them to.

Management

FoodFun is Dr. Sue Altamirankow’s creation. Sue has a Masters degree and a Ph.D. in special Education and has been teaching in the university environment for eighteen years. Her groundbreaking thesis, “Implications In Lifeskill Training For Individuals with Autism” was published. This paper carefully studied every aspect of lifeskills. This was the foundation of her vision to start a business in software development. She was able to create a study tool that would be both fun and useful. It would be fun because the students would enjoy using it, it would be effective because it taught important necessary lifeskills

people with developmental disabilities to help them live more independently. FoodFun for the years two through three has projected revenues of $400 397 and $490 000, respectively.

1.1 Mission

To create fun and easy-to-use educational software to assist non-readers with developmental disabilities. Our software will provide lifeskills training that empowers the individuals and make them more independent. We exist to produce products that the market wants and to have a positive effect on society.

1.2 Keys to Success

  • Create educational software that is fun and constructive. If it is not fun, it likely will not be used.
  • You should run a strong campaign to spread awareness about the software among all the schools, brokerages, training centres, and parents.
  • For your organization, establish strict financial controls.

1.3 Objectives

  • In the first two years, sales will increase by three times.
  • Achieve 20% market penetration by year four.
  • Assist over 10,000 individuals with developmental disabilities.

Self-Storage Business Plan


Self-Storage Business Plan


This storage business plan describes a proposed self-storage facility to be established in Westbury, New York involving the conversion of an existing building. The project total costs include conversion costs, purchase price and pre-opening costs (see Section on Start-up Summary). The projected growth in rental revenue from self-storage units is based on strong demand.

Objectives

After achieving experience and success in their present self-storage facility in Plainview, New York the principals of this proposed project plan to take advantage of the strong demand in the self-storage industry to achieve a major presence in Westbury. Stote Moving’s ownership will help to quickly gain full occupancy. In the first six month of Year 1, the goal was to rent 50% of 300 spaces. In Year 2, 25% more units will also be rented. The remaining units will be filled in Year 2.

Mission

The principals have one mission: to meet the Long Island community’s residential and commercial storage and moving requirements.

Keys to Success

These are the keys for success in self-storage.

  1. To provide clean, dry, secure and convenient access to facilities.

  2. To build strong relationships with the moving industry in order to provide temporary storage space for customers.

  3. To be able change as market and storage requirements change.


Clothing Manufacturer Business Plan


Clothing Manufacturer Business Plan


Opportunity

Problem

New Look plans to strengthen its position as a retail men&#8217s clothing business and become a manufacturer of upscale clothing for men aged between 20- 40. New Look is responsible for the development of the clothing line and supports it with promotional campaigns and advertising. The company plans to strengthen its partnership with retailers by developing brand awareness. New Look wants to market their line as an alternative and unique to existing clothing lines. They also plan to distinguish themselves through high brand awareness, marketing strategies and exclusiveness.

The New Look collection is synonymous with elegant, sophisticated, fashionable, and luxurious clothing. The company’s marketing plan is varied and includes a variety advertising communications. In the future, the company hopes to develop lines of accessories for men, women, and children. These accessories will include jewelry, perfume, eyewear, watches and cologne/perfume.

Solution

New Look is responsible for developing the clothing range and supporting it with advertising campaigns and promotions. The company plans to strengthen its partnership with retailers by developing brand awareness

Market

Our customers are males between the ages of 20 and 40 with a disposable household income. There are no color restrictions within this group and customers come from many backgrounds. The New Look customer is a versatile man who can fit into any environment and is willing to pay a high price for quality clothing.

Concurrence

Companies are reorganizing to make them more efficient and to adopt new technologies. This industry has seen consolidation in the last few years. Larger companies have more market share and can cut costs. In the apparel industry, companies can operate as retailers or manufacturers (wholesalers) or both. Gap, Inc., a vertical retail company, manufactures its own clothing and accessories and markets them. VG Corporation is a producer and sells only to retail channels. Tommy Hilfiger is a company that does both: it sells its products both to retailers and consumers (through outlets).

Why Us?

We offer an alternative to the existing clothing lines. Our lines are unique, so your coworkers and other fashion-conscious friends won’t be able to buy the same thing. We are also highly aware of trends and brands, you will be the envy of all your friends because you found us first.

Expectations

Forecast

The company’s goal was to grow its retail business into online sales, using its own branding. It will be available for sale by the end the period in other retail outlets as well as online.

Financial Highlights by Year

Financing is Required

We want to expand our design portfolio so that our owner can invest $65,000. We are also looking for a $115,000 loan to fund our business. Both will be repaid within the second year. We have a strong customer base and established relationships.


Mining Software Business Plan


Mining Software Business Plan


PT. Rekayasa Tambang Indonesia (RTI) meets the needs of clients – private and government-owned mining companies – in virtually every sphere of geological interpretation and modeling, mine design and engineering, and mining productivity improvement activities. RTI, a subsidiary of Mining Engineering Software Development and Technical Assistance USA (MINER DELTA), is an American software company that offers engineering software for full services in mining design and interpretation. They also offer the managerial and technical support necessary to solve complex geoological interpretation and modeling, mine optimization, mine schedule design and dump design and rehab in Indonesia and other parts of Southeast Asia Region.

The Products

RTI will be offering five distinct products and services. The first product is geological modeling and interpretation software systems. This product and services provides the most extensive geological database, innovative interpret tools, advanced modeling techniques, resource reporting, and resource reporting for almost all types of deposits. They include simple, stratiform, massive, and simple deposits as well as complex, highly deformed ore body. A variety of engineering and mine design software systems will be available, as well as mining optimization and scheduling software. Lastly, dump design and rehabilitation will perform analysis regarding environmental impact, designing mine waste dump, designing acid drainage, designing ground water drainage, and environmental rehabilitation.

The Market

The total market value for open pit, underground, and quarry mining software technologies has grown at an average rate of 22% over the past five years. Since there is no local engineering software producer in Indonesia, the imported software technologies account for 100% of all open pit, underground, and quarry mining engineering and geological software technologies in Indonesian mining industries. Last year, total imports for mining software technologies reached $75 million. That is 23.7% more than $60.6 million the year before. The imports were also 26.3% larger than $48 million the year before.

Competitive Advantages

RTI’s ability to access intangible capital (leadership, talent, entrepreneurs and intellectual property) and advanced technology are key to its ability to maintain competitive advantages. These two advantages are interrelated. The “intangible capital” to a large degree is intellectual capital that has been captured by the organization. RTI was careful in designing systems that capture the human resource developed by the employees. This is a great advantage, as even though some employees leave and go to other companies, RTI captures their knowledge and allows them to be leveraged by current employees. This intellectual capital is then used to fuel the development of advanced technology.

RTI is a new company that combines the best of both software and consulting to serve the mining industry. RTI forecasts strong revenue numbers in year one and steady growth through year five. With gross margins at a high percentage of sales, net profits will improve each year.

1.1 Mission

RTI’s mission is to be a strong presence in Indonesia in order to implement the MINER DELTA mission statements. It has the specific mission to become the most trusted mining and geology software provider in Indonesia and to provide consulting services. Through the development of the most efficient techniques for image analysis, RTI can create customer value and facilitate optimal and efficient operations. RTI, which is the commercial arm MINER DELTA’s MINER DELTA, will build a reputation for providing outstanding consultative service and exceeding customer expectation.

1.2 Objectives

This summary summarizes the financial and marketing objectives for RTI.

  1. The first year saw healthy sales, and the growth continued through the fifth year.
  2. Average gross margin percent of sales income for the top drawer.
  3. Each year, net income continues to rise.

It is possible to convert financial objectives into marketing goals. The company must ensure that the average profit margin for sales is high if it hopes to meet its goals in terms of gross margin and revenue.

To reach these goals, the company will need to establish certain goals for customer awareness. These include proactively approaching prospective clients candidates, teaming-up and working with other technology providers (hardware makers and platform developers), partnering up with local and regional mining contractors, equipment suppliers, and reducing competition, improving pricing, and reducing risk.

This could be the marketing objective.

  • Targeted sales revenue for five years.
  • Ensure customer awareness throughout the planning period.
  • Teaming up with other technology providers (hardware manufacturer and platform developer) can help reduce competition, lower risks and lower prices.

Success Keys 1.3

RTI can create a competitive edge by having access to intangible resources (business networks, talent, leaders, entrepreneurs, intellectual properties and brands) and advanced technologies. It also has the ability to tailor its location.

RTI’s advanced mining design and scheduling programs give it a technological edge. The software’s ability to calculate and produce visibility plots is a measure of its performance. Other qualitative measures, such as flexibility and ease of use, are important measures that RTI also excels in. RTI will concentrate on improving and refining its system in future software releases to ensure a sustainable competitive advantage. RTI will continue researching image analysis issues.

The combination of human resources and advanced technology enables RTI to focus on its mission of becoming a customer driven company. Each system will only be installed and designed by qualified personnel. This personalized service onlyavailable through RTI. Its ability operate in a &#8220:turn key&#8221 fashion is highly prized in its target markets. RTI and customers have a close personal relationship that is essential to its mission of ‘#8220’ exceeding customer expectations through exceptional consultative service.

RTI’s Jakarta location allows it to operate efficiently in this manner. RTI&#8217’s product distribution and services distribution are further facilitated by the presence in Indonesia’s major mining regions (East Kalimantan South Kalimantan South Sumatra Central Sulawesi). The travel costs for service and maintenance, sales demonstrations and installation will all be reduced. As unit sales increase, distribution cost advantages are measurable and competitive. The benefits of being close to customers are many: they will benefit consulting efforts, and it will aid us in our quest for customer and market driven rather than just a branch or representative of any software company or foreign consulting firm.

A mine’s most valuable link is its primary activity, which is to produce more products at a less expensive price. RTI provides value and benefit to its customers by targeting this specific activity in its customer’s value chain. RTI creates systems for its clients that provide quality assurance activities and guide its customers in improving their operational performance.

Recycling Waste Materials Business Plan


Recycling Waste Materials Business Plan


Opportunity

Solution

Mid-Atlantic Recycling, LLC&#8217’s main business is to collect, compile, and market municipal waste. This waste can then be used as a consumer good. This product will fulfill two crucial needs:

  1. It will provide municipalities with an economical and viable alternative to landfilling waste.
  2. It will also help to meet the growing demand organic soil enrichers and fertilizers. The material that will be recycled is human waste sludge.

Market

Our products and services will be of benefit to both end customers in our supply chain. By having an alternative way of disposing of their waste, municipalities will be able to benefit. The compost product can also be beneficial for homeowners, landscaping professionals, landscapers or fertilizer manufacturers. There are two primary market segments for our compost product: the waste treatment facilities that will benefit and the consumers who will be benefited by our products.

According to the Worldwatch Institute, landfills are overflowing while disposal costs for sewage and garbage are rising. City leaders can relieve over extended municipal budgets, prevent the contamination of drinking water, and help farmers build healthier soils by recycling garbage and human waste back to farms. The average time it takes for a state to empty its landfills is six years. (Paper 135) Recycling organic waste: From urban pollution to farm resource. We offer a service where municipalities can dispose off their waste without it needing to be disposed of anywhere. This service is of great benefit to the customer.

The end users of our compost are at the other end. According to Cornell University (www.cals.cornell.edu/dept/compost.feas.study.html) composting is experiencing a resurgence of activity which is driven by increased understanding of the agronomic benefits of compost utilization, and rising disposal costs for municipal wastes. Also, according to Purdue University (www.ctic.purdue.edu/Core4/Nutrient/ManureMgt/Paper35.html) consumption of compost in the commercial market is growing due to people looking for a more organic or natural substitute for traditional chemical fertilizers. This is a growing trend in the Mid-Atlantic USA. Recycling is a key part of this response. We will initially concentrate on selling compost directly to gardeners, nurseries and fertilizer companies. A fertilizer manufacturer and landscaper have already committed to purchasing 600 tons or more of our compost material each year.

Five major market segments for compost have been identified:

  • Agriculture (for food and other crops, as well as sod farms).
  • Landscapers: For industrial and commercial properties; for golf courses, cemeteries, or athletic fields; as well as landfill covers and to repair soils.
  • Nurseries (for planting or forest seedling crops, and reforestation project).
  • Public agencies (for highway median stripes, parks and recreational areas, as well as other public property).
  • Residents (for home landscaping or gardening).

Concurrence

Our service is an alternative to traditional methods of disposing human waste. Our product is a soil enhancer with value that appeals to consumers’ growing environmental consciousness. Direct competition is almost nonexistent. We are determined to be the most economical and logical choice for human and animal waste disposal and compost production in West Virginia, and the Mid-Atlantic region.

Expectations

Forecast

The following will provide the start-up financing: Owner equity investment in the form of a loan through the Regional Council of Governments Revolving Loan Fund. This loan is secured by real estate assets. The Regional Revolving Loan Fund is an economic development fund sponsored by three West Virginia counties: Mercer, Greenbrier, and Monroe.

Financial Highlights by Year

Financing Required

We will get nearly $1,000,000 loan from two sources. The loan amount is $850,000 based upon our assets and the owner’s $150,000.


Limousine Taxi Business Plan


Limousine Taxi Business Plan


San Francisco Limo is a limousine firm that provides high quality limousine transportation services for San Francisco and Burlingame. We use late model limousine sedans. John Smith, David Jones and the sole owners of the company have established it as a California corporation. San Francisco Limo will make $52,000 in net profits by the third year.

The Market

The transportation/limousine in San Francisco is quite competitive. Airport transportation as well weddings, prom nights, and “nights on the town” are quite competitive and margins have eroded. San Francisco Limo is able to serve these niches and reduce downtime while building a loyal base. San Francisco Limo will primarily focus on elderly transportation, private school students transport, and sightseeing trips. These niches have higher margins and are less price sensitive. There are 10 private schools in the area with 3,502 students. There are 26 B&Bs and 44 hotel/motels available for sight-seeing. The area also has 19 retirement and assisted living facilities. These three markets each have a 5% growth rate and potential customers of 1,816; 2,700; and 2,000 respectively. San Francisco Limo will service the Burlingame as well San Jose market, just like it did earlier. While it is common knowledge that there is a large amount of money flowing through the city to a large degree from the boom of the Internet age, Burlingame is also quite affluent. Burlingame surrounds 14 communities. With 3,632 households with incomes exceeding $150,000, this demographic is likely to use limousines.

The Business Model

San Francisco Limo will launch it at a moderate rate. It currently operates three sedans. To save costs, the office operates from home. The vehicles are stored in a garage rented by the company. Because office space is scarce in this area, the home-based model will be used as long as possible without sacrificing custom service.

Currently, the industry average for revenue per vehicle is $4,614 with San Francisco Limo only generating $2,500. San Francisco Limo has to significantly increase this number in order to continue growing and remaining profitable. The low market average revenue is due to a small customer base, and participation in niche markets. As the market becomes more competitive, both the customer base as well as penetration will grow and revenue per vehicle should increase dramatically.

Management Team

The company must fully utilize the knowledge and experience of John and David as their managers to achieve success. John is a veteran of the transportation industry for eight years. John was a limousine driver for the first three-years. For the next five years he was elevated to manager of a 12 car limo fleet. John gained the vast majority of his industry experience and insight over this five-year period. While David is an equally seasoned manager, his background is in logistics for a shipping company. David spent nine years working in Airborne Express’ logistics department. This experience was vital in David&#8217s management skills development and gave David the confidence to launch his own business.

San Francisco Limo will continue to grow at a steady pace, with both principals doing their best and doing just a little of everything. In year one, revenue is expected at $92,000. This will increase to $225,000 by year 3. By year three, net profits will reach $52,000. This represents 22.94% of sales. In the sixth month, profitability will be attained.

1.1 Objectives

This business plan has the objective to increase monthly revenue per vehicle from the current $2,500 to $6.250 by the end 2001. This figure will be 35% more than the national average of $4,614, which is the median for limousines in the Northern California Region.

This will be achieved by:

  1. Decreasing the company’s reliance on competitive airport transfer type business.

  2. Increased penetration of lucrative markets close to your home base

  3. Keep the CATA contract’s highest-profitable part, but find another use for it.

1.2 Mission

San Francisco Limo’s mission is to be the premier hourly hire sedan service in a 10-mile radius from Burlingame. We hope to serve a repeat clientele who demand–and can afford–reliable, secure service from drivers with detailed knowledge of the area.

1.3 Keys for Success

  • Fleet vehicles must be replaced often to eliminate downtime as well as to maintain an image consistent with the company’s mission statement.

  • You are key to fostering repeat customers by having excellent telephone skills.

  • Especially true for limousine companies with small fleets, the most import key to success is finding a repeat clientele willing to hire car and driver for a minimum of two hours. While the airport transfer business is booming and there appears to be enough for everyone, it is important to find segments of the market that complement this business during hours when airport transfers are slow. It will also be beneficial to find market segments that are brand loyal (less price-sensitive) which result in longer fares of a less-hectic nature.

    • Karaoke Bar – Bowling Alley Business Plan


    Karaoke Bar - Bowling Alley Business Plan


    Rockin’#8217. Roll has a traditional bowling alley, karaoke room, gaming parlor and restaurant. It is the home of Pelvis Restley – the King of Rockin&#8217. Rockin’#8217; Roll is a legendary bowling alley that rocks harder than any other. It also offers quality food, a wide selection of videogames, and legendary bowling.

    Seattle’s bowling industry has a declining customer base in recent decades. Today’s seniors aren’t as avid bowlers as they were in the past. As Baby Boomers began to question their elders’ actions, they turned away bowling. Bowling, America’s favorite athletic event, fell out of favor.

    Seattle lost its bowling courts as more people competed for the same customers. Further, the number and quality of future bowlers has been reduced by having fewer bowling lanes. The loss of bowling alleys has meant the loss of community centers and athletic events.

    Seattle cannot replace the old bowling tradition, and it needs to bring back the culture of bowling. Pelvis Restley has been involved in the Professional Bowling Association since his youth and understands the need for revitalization of the bowling community.

    These clients will often come to Rockin&#8217 if they are low income. The preparation of the menu and drinks will be heavily influenced by senior discounts. The King’s music and plastic seats will bring back memories of childhood for seniors once they are at the door.

    Seniors can also be stimulated in the game room by the youths, and by adults competing for the title of champion in the bowling leagues. These customers will be drawn back to the comfort and excitement. Rockin&#8217′ Roll will invite seniors to join the organization of the adult and teen bowling leagues.

    Entertainment industry customers flock to the most affordable and comfortable place they can find. Rockin’#8217’Roll offers separate Rockin’#8217’Roll environments for seniors, youths and bowling players in the visible but not audible spaces of the restaurant and lounge.

    Rockin’#8217, Roll offers seniors senior discounts and youths low-cost video games and food, as well as tournament rates for nine bowling league games.

    Pelvis has experience as a bowler in the local community and as a marketing and business analyst for the Professional Bowling Association. Pelvis’s previous experience will help him reach out to local and national bowlers when he is looking for leaguers.

    Friends are more likely to introduce new customers to Rockin’#8217; Roller bowling. The reason for this is that most people only go out to their regular hang-outs, to places they feel comfortable, or to places where they will find their friends. When their friends request that they meet up for a Rockin’#8217’ Roll nine-game bowling league, bowling leaguers will discover the Rockin’#8217’ Roll bowling alley.

    These customers will be welcomed by Pelvis Restley upon entering the hall. They will be treated as kings or queens in the restaurant, lounge, and bowling alley. They will then return to the Rockin’&#8217, Roll bowling alley to make new friends or find their comfort zone.

    Pelvis will be able access his contacts from the Professional Bowling Association in order to encourage televised tours. By year two, bowling leaguers will introduce their friends to Rockin’ Roll. Rockin’#8217’ Roll will show its gratitude to its regular bowling leaguers in year two by offering fame and fortune at the Bowling for Dollars tournament.

    Young people will want to find a place they can have fun with others their age. Teenagers of similar ages will be attracted to the place in two ways. A teenagers’ bowling league will be held at Rockin’#8217’ Roll on Saturday mornings. Second, Rockin’#8217’ Roll has all the latest video game consoles that teens love in a sound-proofed fishbowl hall where they can play their favorite songs on the jukebox. Parents can also see them from their bowling lanes.

    Their parents will encourage the youths to visit Rockin’#8217′ Roll. Parents can enjoy listening to their Rockin&#8217, and they can also bowl with their kids while having the peace of mind that their children are nearby. A restaurant will also be open to cater for young tastes, with a wide selection of fryers and low fat fruit and vegetable snacks.

    After three consecutive years of sales, Rockin&#8217TM Roll Bowling Lanes is expected to generate $718,000 in annual sales. Rockin&#8217’ Roll climbs the charts as Fremont’s most popular entertainment venue, so the business will become more efficient. It will also make more money per dollar. The progression of profit margin will steadily increase. Rockin’#8217 & Roll Bowling Lanes provides an opportunity to bring both entertainment and athleticism together in one community centre and to put bowling back onto the map.

    1.1 Mission

    The mission of Rockin’ Roll is to provide the highest forms of entertainment and quality dining to the Seattle community. We offer the best bowling, gambling, gaming, drinking, and singing around.

    1.2 Objectives

    1. Year one sales of $437570, and year three sales of $718370

    2. Gross margin higher than 65%.

    3. After the third fiscal year, net income exceeds 10%.

    1.3 Keys to Success

    1. Excellence in entertainment.

    2. Developing a community of regulars.

    3. A single league of bowlers can be transformed into a city full of bowling enthusiasts.