Fulham Furniture Mfr. Since discovering high-end Direct Mail channels, Fulham Furniture Mfr. has experienced rapid growth. We were encouraged by our appearances in specialty catalogs and were able develop an additional channel through distributors who sell office equipment directly to larger companies.
This annual business plan calls for another three years of accelerated growth. Because our sales growth has brought some working capital implications, we are carefully planning to manage growth and provide for steady cash flow.
We also anticipate to be financially sound like never before. All in all, we see this as a healthy company, with strong growth prospects. We plan to manage our orderly growth in near future.
1.1 Mission
Fulham Furniture Mfr. Fulham Furniture Mfr. helps to create productive and pleasant office environments by incorporating new technology into the traditional office mode. This allows real people to work comfortably. We care about the appearance and feel of fine wood, fine furniture, and high-powered personal computers. Customers who are concerned about high quality offices will find us to offer the best value. We also create and nurture a healthy, creative, respectful, and fun office and workshop environment, in which our employees are fairly compensated and encouraged to respect the customer and the quality of the product we produce. We aim for responsible and fair profit to ensure the company is financially viable over the long term. This also allows us to fairly compensate our investors and owners for their investment and their risk.
1.2 Keys to Success
Uncompromising commitment towards the quality of the final product: quality wood and workmanship, quality design, quality result.
Niche marketing can be successful: We must find quality-conscious customers in the right channels. Customers need to be able to find us.
Assembly that is almost automatic: Although we cannot afford to ship desks fully assembled, the assembly should be so simple and automated that the customer feels better about the quality of the product, not worse.
1.3 Objectives
To increase sales significantly by Year 3, focus on new channels
Despite an increase in sales, you should maintain a high Gross Margin.
In Year 3, increase net profit/sales ratio proportionally
Velocipede/Snowpede Borrow Bank can be found in Eugene, OR and specializes in renting snowshoes. VS will offer road, mountain, and tandem bicycles for rent as well as a variety of sizes of snowshoes. From April through November, revenue will come primarily from bicycles. The revenue source for snowshoes is changed to bicycles once the rains start to fall in the Willamette area. Velocipede/Snowpede can provide each customer with a detailed trip log/map, which will allow them to see amazing biking and hiking trails. Eugene is the ideal location for these activities due to its friendly cycling population and its proximity to Cascade Mt. range.
While Eugene has several rental stores for bicycles and snowshoes, their primary line of businesses is retail, with rentals as an ancillary distraction. VS will make use of their exceptional customer service and gain market share. They expect to be profitable by month nine and earn $150,000 in revenues in year two.
1.1 Objectives
The following objectives are set for the initial three years of operation
To create a service-based firm whose primary goal will be to exceed customers’’s expectations.
To increase the number client served by 20% annually through superior performance.
To develop a sustainable start-up business surviving off of its own cash flow.
1.2 Mission
Velocipede/Snowpede Borrow Bank’s mission it to provide snowshoe rental and suggested travels for customers. Our goal is to keep customers happy. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.
Society has limited resources for the less fortunate or homeless youth population. Eugene, like all the other cities, has a migration of homeless teenagers who have run away from home. They come here for a short time, then they travel to California during winter to seek warmer temperatures. These young adults are not able to contribute to society. These young adults can’t provide for their families and they eventually have children.
Solution
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We offer career guidance and alternative education to Lane County youth at risk. We want this experience to be beneficial for our clients. We accomplish this by using a number of curricula which are funded by the Lane Workforce Partnership (Oregon Youth Conservation Corps), Oregon Department of Human Resources and local school districts.
Our most recent program is a culinary art program. It teaches students how to prepare food safely and properly and allows them to then make lunches for other students at the Chambers School. Students are then placed in a local food service company for a 60-hour training program. The current culinary arts program is only available to five students per nine-week school year, or about 25 students per academic year. The program’s students are chosen for their genuine interest in the field of culinary arts and their excellent attendance.
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Market
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According to the Eugene Area Chamber of Commerce, “[a]t the heart of the Eugene economy are the homegrown small and medium-sized businesses. Eugene has a majority of small businesses that employ less than 20 employees. Eugene’s small-business community is active, thriving, well-supported, and includes everything from financial service firms to specialty retail shops. Eugene has more than 10,000 businesses, including sole proprietorships and limited partnerships. Eugene/Springfield’s population has increased by 3.95% annually since 1998. This growth has resulted in new businesses and expanded opportunities to cater for these small businesses.
Catering For Kids expects that Eugene/Springfield businesses still have a need for catering at lunch meetings or other events. Business to business catering does not have the same cycle as other food-related businesses. Business owners continue to host lunch meetings. Employees still wish to order their lunches. In order to gain some insight into the market size and demand, we undertook some limited market research. A survey was sent by email to 144 Lane County organizations asking about their current or future need for catering services. We also asked them their interest in patronizing nonprofit catering businesses. Many of these responses were received.
“I think that this is a great idea and could be a good resource for the community. Springfield/Eugene Habitat for Humanity has not hosted many lunchtime meetings. However there are 13-14 Executive Directors of Habitat affiliates here that meet approximately every three to four months. Susan Brown is the Volunteer Coordinator for Eugene/Springfield Habitat for Humanity
If we have an occasion that requires catering, we will call you first. We have a policy of using nonprofit organizations for services first.” – Bob Smith, Exec Dir, Pacific Youth Corps of Oregon
Our catering requirements are not great, only a few times per calendar year. However, you may contact me to discuss the program. You can contact me to discuss the program. My son is a pupil at Chambers School.
“We do have General Membership Meetings where we require a venue for 50 to 100 people. I’m not involved with arranging the meetings but do know that our organization is in need of a place to meet where food and beer can be served. You might hear from Dave. I think the first meeting is in October.
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Competition
Many caterers offer business clients boxed lunches. None of these caterers specialize in serving nonprofits, and none of them are local nonprofits. Catering For Kids will focus on building strong relationships with nonprofit clients.
Catering For Kids, we believe, will be the most prominent caterer in Lane County.
Why Us?
Catering For Kids offers youth at risk with work experience and transferable skills. We provide excellent service and healthy foods at affordable prices. Employees of Catering For Kids will be students who are enrolled in the culinary arts program at the Chambers School and Career Center and are interested in gaining work experience in the restaurant and food services industry. Participation in this program will enable students to make the transition from school and work, as well as help them develop entrepreneurial skills that can be applied to any future job.
Expectations
Forecast
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The following benchmark chart shows our key financial indicators for three years. We foresee slow but steady growth in demand for our services and consequent increase in operating expenses. Catering For Kids’ first year will only serve its internal markets. Then, in year 2, we will begin to expand our reach to the external marketplace.
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Financial Highlights by Year
Finance is required
One of our revenue lines is grant funding, $15,000 annually. We need to anticipate receiving $2,000 in monthly donations, as well as revenue from lunches and event catering fees.
The Employee Benefits Administrators (EBA), will offer benefits outsourcing for small and medium-sized businesses. The Morgantown office was opened.
Employers are increasingly looking for ways to outsource functions within their businesses that aren’t directly related to the income generation. Human Resources Administration must be considered as a first option, since it doesn’t directly link to generating income.
Outsourcing is an innovative approach that can increase productivity while also reducing costs. Employee Benefits Managers aim to deliver high quality benefits administration services and customer service to clients, allowing them to focus on other strategic initiatives.
EBA’s initial target clientele will be clients with ten- to five hundred employees. Customers will have the option to choose from four levels, each tailored to their specific needs.
COBRA (Consolidated OmniBus Reconciliation Act), and HIPAA Administration
Administration of flexible spending accounts
Basic Benefits Administration – Includes a call center and for health and welfare programs
A level that combines the three previous levels.
EBA will market its services through business associates, insurance brokers, local businesses, and professional associations. EBA has plans to become a ‘#8220’WBE”’, Women’s Business Enterprise in Pennsylvania in order for it to do business on the Federal and State levels.
Employee Benefits Managers is now an LLC (Limited Liability Company). Cindy Wells is the sole owner (principal) of the business. They have over 25 years of combined experience in corporate benefits administration, employee relations and communications, legal compliance, and a history of providing outstanding customer service. They are able to work with both employees and management at all levels.
This business plan is used to forecast financial statements for three-years and to get initial funding. This will cover all operating costs and start-up costs. Employee Benefits Administrators projects substantial revenue by the end of year one, and phenomenal by the end of year two.
1.1 Objectives
EBA hopes for the next three decades to be:
Significant first-year revenue, with remarkable growth in the second year
One new client/month (for COBRA) and one new customer/quarter (basic and all inclusive services).
At the beginning year 2, staff consisted of three people. By the end of year 3, staff comprise seven people.
By the end of Year 3, to evolve from providing strictly benefits administration to offering payroll services and/or any other HR services in which clients have expressed an interest in outsourcing
1.2 Mission
Employee Benefits Managers provides high quality benefits administration services and customer service to small and medium sized businesses. This allows them more time to focus on their strategic initiatives.
1.3 Keys to Success
EBA’s keys to success include:
Excellent communication and customer service skills — completely confidential, reliable, and trustworthy expertise and information
One of our most popular Human Resources Information software modules
Thorough knowledge of benefits administration issues
The Westside of South Gate has seen explosive growth over the past three-years. Westside is home to over 3,000 people. Area businesses are slowly catching up with this new opportunity. Tsunami Pizza is opening a new pizza delivery service that will focus on the westside area.
It takes approximately 45 minutes for a pizza to be delivered by the nearest pizza place. Tsunami will cut the delivery time to no more than 20 minutes.
Tsunami offers a better pizza for a less price and delivers it hotter than the nearest competitor.
1.1 Objectives
Capture the majority of the pizza delivery business in the westside area.
Our customers will receive a high-quality product at a reasonable price. We also offer exceptional customer service.
1.2 Mission
Tsunami Pizza’s mission is to offer residents of the westside the best pizza delivery service in the city.
1.3 Keys for Success
Customer loyalty is promoted by a superior product.
You can be sure that your pizza will arrive quickly at your business location.
The Enchanted Vineyard Bed & Breakfast is a charming bed and breakfast (B&B) located in the Lorane Valley, outside of Eugene, OR. The valley is known for its beauty, and the high concentration of grapevines. Missy Stewart is the sole proprietor of the B&B. The Stewart’s recently renovated house will host the B&B. Their home is at the heart of the B&B experience. Each of the five rooms is equipped with a private bathroom. A central living area is available for guests to socialize, as well as a private patio and a winery located on Stewart’s 10 acres. To top things off, every room has 65% of their walls as windows offering guests an unprecedented view of the valley.
The Market
The Enchanted Vineyard is expected to compete with hotels and other B&Bs in the hospitality industry. The Enchanted Vineyard competes against hotels, but their direct competitors are other B&Bs. The facilities at Enchanted are better than those of other B&Bs because they are smaller. All of the smaller B&Bs have less than nine rooms. They are not unusual. Enchanted Vineyard is a newly renovated house with a vineyard set in a beautiful setting.
The Enchanted Vineyard is targeting three different groups. The first is weekend getaway travel, which are generally Eugeneans looking to get away for the weekend. Eugene, a charming town in the Willamette River Valley is well-known for its old growth trees, wineries and cycling. With over 12,000 customers this customer group is on the rise at 11% an year. The second group are out-of town travelers, who are growing at 10% annually with 18,000 potential clients. University of Oregon guests are the last customers that the B&B will target. Eugene sees thousands of people every year from around the world, including speakers, professors, and parents. Once a relationship has been established with the U of O, it will be a constant stream of business. This customer group is growing at 17% with 12,000 potential customers.
Competitive Edge
The Enchanted Winery has two distinctive competitive edges that set it apart from the rest. The first is the unwavering commitment to detail, and exceptional customer service. Stewarts realize that their mission to provide the best customer service is to ensure they have the best stay. John and Missy will do everything to ensure that customers are satisfied. Their unique facility is their second competitive benefit. It is partly because the structure itself is an amazing place to stay. It is unique due to its location overlooking Lorane Valley, an area full of vineyards and wineries.
Management Team
The Enchanted Vineyard will be able to execute on its strong business model because of its management. Missy’s MBA has provided her with valuable business skills. While Missy was pursuing her MBA, she was on a team of five students that opened up their own service business. Lastly, Missy has spent numerous years in the B&B industry, providing her with amazing insight and experience directly related to what she is doing now.
The Enchanted Vineyard will be able to leverage its amazing facility and turn it into a beautiful, special B&B serving the Eugene community. This will be done by the passion and experience of Missy Stewart, the sole proprietor. The B&B should be profitable by year two. By the third year, it will have more than $77,000 in revenue.
1.1 Mission
The Enchanted Vineyard Bed & Breakfast’s Mission is to offer the best B&B experience. We are here for customers. If we follow this maxim, all else will fall into place. Our services will meet or exceed customer expectations.
1.2 Objectives
The objectives of The Enchanted Vineyard Bed & Breakfast for the first three years of operation include:
To build a B&B which exceeds the customer’s expectations.
The Enchanted Vineyard Bed&Breakfast can be used by visitors each week.
Superior service and increased client numbers are our goals.
To build a sustainable company, it must survive off its own cash flow.
Two Wheeled Oracle provides a bicycle-based courier service to Portland, Oregon. The Oracle can deliver documents, as well small parcels, to clients and other law firm clients. Additionally, the Oracle can file documents and transport them to the clerk of courts. Law firms will serve the largest number of customers. Customers from other law firms will also be provided with services, but will not receive targeted service.
The Oracle will give law firms industry insight and reliability, which will enable it to provide better service than the existing service providers. This will allow the company to rapidly gain market share. Month nine will bring profitability, and year three will bring in a lot of revenue.
1.1 Objectives
The following are the goals for the first 3 years of operation:
To establish a service-based company that exceeds customer’s expectations.
The Oracle is used by at most 30 different law firms.
Superior service will increase the number clients served by 20% annually
To establish a profitable start business within the first one year.
1.2 Mission
Two Wheeled Oracle’s mission, according to Two Wheeled Oracle, is to provide law companies with fast and eco-friendly delivery services. Our mission is to keep customers happy and attract new ones. If we live by this maxim, all else will follow. We will exceed your expectations with our services.
U.S. funeral services are increasingly using ceremonies to commemorate death. This plan shows how Evergreen Life Memorial Center will be able to dominate any new category of funeral providers in AnyCounty, Oregon. This plan also outlines how it will use the financing it has acquired.
The LLC will be registered in the Anytown metro area. Stan Peters is an experienced funeral home director, embalmer and active in community and non-profit activities.
The Evergreen Life Memorial Centre will offer Anytown and the surrounding areas a place to remember and celebrate the passing of a loved one. It also allows the living to find support and closure to help them move on with their lives. It will have a reception area where people can gather after the funeral, which will foster human connection as well as uplifting remembrance. This is what the Baby Boomer aging population prefers. This facility will also serve as the foundation of the Center’s strategy of community involvement. It will help to quickly develop the Center’s reputation to attract business and benefit the charities it supports. We will use digital photos for the reception, as well on our website, in order to extend the celebration of the person’s life beyond their funeral.
Based on current prices across the country, the Center is likely to reach its market share $768,213 in just four years. At the Center’s current prices, its market share is worth $841,412. The average industry gross margin for funeral homes is 62.5 %. The funding of $225,000 requested in this plan is projected to result in an annual net profit of approximately $194,000 in the Center’s fourth year of operation, with subsequent increases annually due to inflation.
The Evergreen Life Memorial Center will make it possible for those who lose a loved one to be integrated into the community, instead of being stigmatized and marginalized. There will be a new center for community involvement. And for the first time, the Boomer generation will be able to go out the way it lived.
1.1 Objectives
The Evergreen life Memorial Center is a place for celebration and support. It also offers social support that allows you to end your life and get on with your daily living. By Year 4, the Center will be a place where prominent Baby Boomers can celebrate their lives.
The Center will provide facilities to bring together families and communities in a way that celebrates and strengthens social support.
Digitalized photos, films and other materials of the deceased will also be available at the reception desk and on our website.
Stan Peters, the property owner, will make these facilities available for free to various nonprofit organizations. This will:
Tie the Center into the community of the living and develop positive associations.
Develop a strong reputation by creating community events in the Center which the local media will want to publicize.
Help the owner to improve the community and help others.
Stan Peters will make himself available for a leadership position starting a local chapter of a nonprofit that helps children with life-threatening diseases, such as the Make-A-Wish Foundation.
The Center will offer a guide to funeral planning for estate lawyers to provide to their clients.
To be first in the minds of people with this new category, a public campaign will be launched to support their efforts. Evergreen Life Memorial Center, “People remembering people.”
1.2 Mission
Evergreen Life Memorial Centre’s mission is to bring people together in celebration of life’s end and to continue living. The Center will have facilities that bring families and communities together to remember the life of the deceased and renew bonds of social support. The Center will focus nonprofit efforts to make the community more pleasant.
1.3 Keys to Success
Since 71% of people choose a funeral house based on their reputation, the key is to quickly build a reputation for this category as the welcoming place for the Baby Boomers.
Celebrate life after they die.
Its reception facilities, which will encourage positive interactions after the funerals and be used by nonprofit organizations, will be the Center’’s centerpiece. This will make Center more uplifting and connect it with the community.
Digital photos and films will be featured on the website and reception room. This web presence will allow people and organizations to share in the celebration after the funeral and reception.
The Center will be the center to honor the lives of local celebrities by offering the best quality caskets. This will increase our visibility and help us to be known.
Claremont has seen a 6% increase in population over the last five years. The city has 700,000. Most important, the largest increase in population is found in southwest Claremont. This is the most affluent part of the city. The population of Southwest Claremont grew by 20% in the past two year. The average income for the area’s 80,000 residents is $200,000, and the average home value is $350,000. Home sales for the new construction in the southwest part of the city are expected to reach 600 million dollars. Growth in the area has also generated increase remodeling of existing homes. Remodeling projects increased by 20% last year. This accounted to $20 million in remodeling services.
Interior design services have increased in demand due to the increase in construction and remodeling activities in southwest Claremont. The Claremont area saw $4 million in residential interior design sales last year. For next year, forecasts project a 11% increase.
Hamlin and Park Design can offer many interior design services in southwest Claremont to suit any client’s needs.
On-site consultations;
Survey of projects and analysis
Space planning & furniture arrangement
Design concepts
Finishes & Furniture
Custom designs;
Purchasing, delivery, & installation;
Project coordination and management.
Courtney Hamlin, Katherine Park and the rest of the top interior design firms in the city have combined ten years experience. They have both been successful in building a network of clients who will refer business to them.
1.1 Objectives
Hamlin and Park Design offer an extensive range of interior design services to suit any client’s needs in southwest Claremont.
Our principal objectives include:
Exceed customer expectations in service and product.
Superior performance will increase the number clients served by 15% each year.
A sustainable start-up company that is profitable can be developed.
1.2 Mission
Hamlin and Park Design are committed to providing superior customer service. They do this by:
Open communication with clients. In-depth discussion of the “pros and cons” of different design options and selections is conducted.
Participate in all stages of the design process.
Exceed customer expectations for the project.
Continually learn about the latest innovations and developments in interior design.
Rosafarbenes Nilpferd & Sons Engineering, Inc., established a strong foothold for a niche technology marketplace for Product Category One* products. The potential market demand is 180 million units and it grows at a rate of 22% each year. Recent growth in sales and profitability at RNSE are evidence of its success in this market boom. Sales are expected to increase by $280,000 from the first quarter of Year 1 and $1,600,000.00 by the end. They will also reach $14,000,000 by the end third year. Similar growth patterns will see before tax profits rise substantially by Year 1 and continue to increase through Year 3. These results can be achieved without the need to increase fixed assets. To support the growth of current assets, a small bank facility is required in the form a $150,000-$200,000 line of credit. Half of these will be prime corporate receivables.
*Note, Propriety and confidential data have been removed or disguised from this sample plan.
1.1 Objectives
Rosafarbenes Nilpferd & Sons Engineering is striving to be the best manufacturer of Product Category One products with the most advanced technology. The measurable objectives are:
Complete work to ensure that RNSE’s products are compatible with at most five of the most popular operating systems in the first-tier (by month 5, Year 1) and at minimum three more within a year.
Do a complete website redesign. Send a quality mailer out to 300 Value Added Resellers.
A professional media analysis is used to create an advertising campaign in trade magazines that targets the telecommunications, instrumentation, and industrial automation sectors.
Networking and partnership with technology manufacturers and operating system developers will allow you to arrange at least five banners/links with market-related websites on a reciprocal basis.
1.2 Mission
Rosafarbenes Nilpferd & Sons Engineering’s mission is develop cutting-edge Product Category 1 Solutions for Appliance and Equipment Makers who, due the fast pace technology, are under pressure get their products to customers quickly. RNSE does this by having a small “:think tank-style technical team and outsourcing manufacturing. It also keeps a marketing offering that caters to the most demanding Product Category One needs, while leaving the simple, high-volume, price-sensitive market requirements to the competition.
Notice: Some proprietary and confidential information have been disguised or omitted in this sample plan.
1.3 Keys to Success
There is such high demand and huge growth potential that it is almost impossible to sell Product Category 1 devices. Here are some key elements to keep in mind.
Contract manufacturing devices is possible provided there is a sufficient stock. Ordering sensitive components requires careful planning. To support long inventory periods, sufficient financing is required.
Avoid excessively time-consuming questions originating outside of the targeted market. Technology is something everyone is interested. It is important that you sort through all the inquiries and only respond to those that fit within your sales and marketing parameters. This includes requests for between 100-1000 units and high-end sophisticated equipment.
Build a reputation for high-quality reliability by moving quickly. The market need for Product Category 1 devices is potentially so large that more competitors can be expected. It will be difficult to establish an image in the future.
