ScholarshipAssist helps college-bound students find scholarship money. ScholarshipAssist can increase the amount of scholarship money for students with a scholarship, or increase the probability of receiving a scholarship award to those who are close to receiving one. ScholarshipAssist offers personalized consulting and a vast database of scholarships.
Keys to Success
ScholarshipAssist has identified three keys to success which it believes will be instrumental to the health of the organization. First, customers must be offered significant value. A 60% success rate is required to secure scholarships and increase the amount. Adherence to strict financial controls is the third key.
Market
ScholarshipAssist is able to segment its market into two distinct groups. The first group is sure thing applicants, the market segment that is very likely to receive scholarships. This segment is increasing at 10% per year, with 93,000 potential clients. This group includes the questionables. Their needs will be met significantly by ScholarshipAssist’s guidance. This group has a 11% annual rate and 112,000 potential participants.
Management
Steve Tracker, a veteran in the industry, is heading ScholarshipAssist. Steve’s education includes a Babson College MBA in Business. He worked in the Fannie Mae financial aid department, Babson college and Pew Charitable Trust Foundation. ScholarshipAssist can only succeed with a skilled manager.
ScholarshipAssist projects sales of $172 589 in year two, and $232 508 in year three. The next three years will see increased profitability. ScholarshipAssist’s combination of a well-designed business plan in a rapidly growing market and a skilled manager will allow for rapid market penetration in a dynamic market.
1.1 Mission
The mission of ScholarshipAssist is to help thousands of college students realize their dream of attending college by helping them find scholarships. ScholarshipAssist will aim to maintain 100% customer satisfaction for all clients.
1.2 Objectives
Be the resource for scholarship assistance
You will reach profitability by year end.
Within three years, achieve annual sales of $200,000
1.3 Keys for Success
A comprehensive database with useful information about application and scholarships can provide clients with significant value.
Help at least 60% of the clients secure significant scholarships.
Margarita Momma can rent a frozen drink machine. We will be specializing in church functions, children’s and adult birthday parties as well as weddings and barbecues. We plan on setting up concessions at local and fund raising events within Copperas Cove. Hood, Killeen. You can add alcohol to the frozen beverage, but it’s also enjoyable without. However, customers can add alcohol to the drinks by purchasing it from the manufacturer. This is a rare service, but frozen drink machines rentals are increasing throughout the country.
The chosen beverage concentrate has natural flavorings, and few preservatives. This makes the concentrate far superior, both in quality and in taste, to the other brands on the market. Our frozen drinks are of a higher quality than those sold in convenience stores.
Margarita Momma can deliver the machine, which includes everything needed to make your gathering a success. Cart delivery includes 50 9-ounce cups, straws, salt, and salt (if necessary for margaritas). The only thing the customer must provide is fun! Delivery includes mixing the first batch and also the mix. This is where the customer would supply and add any alcohol. Margarita Mumma will provide the cart to facilitate delivery. This will also minimize any potential furniture damage. A tray in the cart is deep, which helps to prevent spillages. It also reduces carpet and furniture damage. Next morning’s pick-up is included in the rental cost and will be performed at a convenience for the customer.
Margarita Mumma will need $11,960 in order to rent three Frosty Factory machines, ten concentrate cases, two cups, and two straws.
1.1 Objectives
Margarita Mama’s objectives are specific goals that can be achieved in the first years of operation. These are the objectives.
The first two months saw sales of $2,000, with steady growth throughout the year.
To increase from three machines to six machines in year 1.
To work full time for nine months.
1.2 Mission
Margarita Mumma will be able to provide a variety of alternative beverages for community events. We will arrange delivery and setup for the first batch of mix. We will deliver the machines well in advance of the party to ensure that the mix is ready. The rental cost includes cups, cups, one mix and salt. Straws can be purchased at an additional charge. Written instructions are also included. Additional mixes may be purchased at an additional cost, but most events will only require one mix. Customers can also pick up their rental the next day.
Success Keys 1.3
The following facets of Margarita Momma ensure its financial success:
Unrivalled quality and presentation.
Low overhead.
Advertising via word-of mouth is an effective form of advertising.
It is a healthy and versatile beverage that can be enjoyed by all ages.
Teacherafterschooljobs.com is a new job search website that is designed to provide teachers with part-time or seasonal employment, supplementing their current income. It will facilitate the matching of responsible, mature and educated educators with employers seeking their part time or summer employment. While the revenue will come from the employer listing fees, Teacherafterschooljobs.com will have two general customers, the employers as well as the employees in search of the jobs. In addition to having a robust job board on their site, Teacherafterschooljobs.com will also offer tools for the educators, often consisting of a large list of useful hyperlinks. This adds additional functionality to the site, which encourages more traffic.
The Market
It is well-known the educators are dedicated professionals that work at lower wages than the market. For a multitude of reasons, teachers are paid poorly in America. This is why a large number of teachers are seeking supplemental income. As mentioned previously, Teacherafterschooljobs.com will be receiving revenue from the employer listing fees. Targeted markets will include four distinct segments. The first is retail which has an annual growth rate of 50%. Teacherafterschooljobs.com believes there to be 50 potential customers in this segment. Next is the government, which has a 50% growth rate as well as 40 potential customers. Private daycare and camps have a 25% increase rate and can be accessed by 20 customers. Education will be the last segment that is targeted. It has a 10% growth rate with 20 customers.
Competitive Edge
Teacherafterschooljobs.com has a unique pool of prospective employees, all of the employees are professional educators who have skill sets centered on education, professionalism, and the passion and dedication commonly associated with teachers. This is a distinct advantage over other online job boards like Monster and Hotjobs, which have very different cross-sections of job seekers. Employers who post jobs will be attracted to companies that have a strong candidate pool.
Management
Teacherafterschooljobs.com will be developed and run by Patrice and Rosario Cibella. Rosario and Patrice, both of whom have more than a decade experience in education. They were both passionate teachers over many years. But they saw the enormous potential of an internet job board that offers seasonal and part-time opportunities for educators. Patrice was a teacher in the eleventh grade for 12 years in a local school district. Patrice was the head of social studies for four years. Patrice was the department chairperson and honed her management and strategic focus skills. She led the department to being recognized as one the best in the state. Rosario has also a background as an educator, but his role was also administrative. He served as vice principal at his school for six year. Rosario, as vice principal, was directly responsible to the school’s operations. This experience will be directly applied in leading Teacherafterschooljobs.com to become the premier specialized online job board.
Teacherafterschooljobs.com is poised for success by combining a solid business model with a huge market potential and a solid management team. The venture will be profitable in the first month, with modest gross margins in year one and a slight increase in year three. Teacherafterschooljobs.com is forecasted to achieve a minimal gross profit by the end of year three.
1.1 Objectives
The main objectives for the company are as follows:
Attract a minimum of 100 employers subscribing for a year of job listings.
You can also attract related links that will provide additional reasons for educators to access the site.
Use the increased traffic to attract additional employers to finance expansion of the Web page offerings.
1.2 Mission
Teacherafterschooljobs.com seeks to provide a concise and reliable site for employers and teachers to fulfill mutual needs. Employers are looking for reliable workers to fill a particular need for seasonal and part-time employees. Teachers, who are typically underpaid professionals, need supplemental income to support their chosen profession. The company seeks to provide a much needed resource to maintain quality educators, while at the same time increasing the profitability of retailers and service providers by reducing their turnover rates.
The current era of professional wrestling is hotter than ever. Professional wrestling has been the focus of 7 of the Top 10 Cable TV Shows each week over the past year. Jay Leno, Tonight Show host asked Shaquille Olsen, NBA Superstar Shaquille Neal, his favorite thing on television. Shaq quickly responded, “professional wrestling.”
The NBC Television Network announced the results of a national survey last February in which it listed the “top viewer sports” in America as:
National Football League
Professional Wrestling
Major League Baseball
National Basketball Association.
Professional wrestling is true family entertainment with demographics ranging from ages 3 to 93, 40% female, and very heavy in the 21 to 49-year old male market as well. A total of 35 million people also watch professional wrestling every week on television. Millions more attend sold-out arenas to see it in real life.
The World Wrestling Federation is led by Vince McMahan Jr. as president, while Ted Turner owns World Championship Wrestling.
TV Guide has forecast that the WWF and WCW will both make $550 millions this year. Vince McMahan made the WWF public in the first quarter and raised another $250 million. McMahan has been making so much money, he recently declared that he was starting his own professional football team (The Extreme Football League), in an attempt to be competitive with the National Football League.
There is a wide gap between the top two pro-wrestling organizations and all others at this moment. The closest to being third is a small group out of New York/Philadelphia calling itself Extreme Championship Wrestling (ECW). ECW fails to have mass appeal and profit potential because of its extremely violent and “hardcore” nature. ECW’s ratings for their weekly Friday television program on The Nashville Network (TNN) have hovered below the 1.0 mark, while TNN has promised their advertisers a 2.5 rating. IWA Championship Wrestling’s (IWA) goal and mission is to create a family-oriented television program and live events that maximize its appeal for viewers, advertisers, and those who are attending “:live events and paying pay-per view.
It is the goal of the IWA to become the #3 pro wrestling organization in the industry within three years, while, at the same time, making a minimum of 10% of the current monies being made by the #2 organization (WCW) or, approximately $35 million per year, with projected costs of approximately one quarter that amount, thus creating a viable, profitable scenario for all of those involved.
1.1 Objectives
IWA Championship Wrestling has set the following objectives to be achieved during over first three years of expansion and growth:
Be the third most popular professional wrestler organization in the industry.
Secure a national cable television contract for a weekly one-hour program.
Start producing the weekly, hour-long pro wrestling program.
You must recruit top talent from the past and find new talent to help you develop writers and managers.
Distribute and syndicate television programming around the world.
Promote live event tours in areas with television programming.
1.2 Mission
IWA Championship Wrestling plans to create a family-oriented television network for both domestic and international distribution. The television program will be supported by live events tours. These additional revenues will come from:
Quarterly Pay-Per-View Events
Advertising revenues and sponsorships
Merchandising souvenirs and concession items and a variety of videos available for sale via live events and mail order.
Creation of an IWA Professional Wrestling School .
Engagement fees for IWA talent: Personal appearance fees
Within three years, the IWA is expected to be the number 3 professional wrestling organisation and a major industry player. Our programming will consistently receive TV ratings in the 2.0 to 2.5 range, and we will have used major established stars to entice viewers and fans to tune in while, at the same time, developed outstanding new talent from within.
The IWA is poised to compete for the second most coveted position in the industry, currently held by WCW, within five years and generate about $35 million annually in revenues.
The IWA will focus its appeal on filling the huge void in professional wrestling. It will provide ‘#8220family-oriented” and ‘#8220family friendly” professional sports entertainment programming and live events. The IWA is committed to family values and will appeal to more people than just hardcore fans.
There is currently no pro wrestling programming. The WWF and WCW are the only options for fans, and they look identical in format and design. It is part of the weekly television programming that emphasizes extreme violence, vulgarity as well as disrespect for women and authority.
Extreme Championship Wrestling, which is currently available on the Nashville Network (TNN), is the only alternative to WWF or WCW programming. It appeals only to the extreme, hardcore fan.
IWA fans will be encouraged encourage their children and grandchildren to follow our programming. The IWA will return ‘#8220;rasslin’ to professional wrestling and place more emphasis on talent, skill and ability than the twisted, demented stories currently in fashion with other organizations.
It makes strong business sense to appeal to the majority or masses of wrestling fans who range in age from 3 to 93, are 40% female, and very strong in the 21 to 49-year old male segment of the population. Pro wrestling need not be just for kids … or just for the hardcore extreme. The IWA will be able to tap into the ‘#8220’ main stream and will generate maximum profits.
NW Architecture will focus on domestic and international architectural design. The firm is located in the Bay Area close to San Francisco, California. This firm will offer architectural services that are more cost-effective and result in better design and construction.
The target clients can be divided into four categories: developers, contractors, homeowners, and government. NW Architecture will have an advantage in digital-based design because of its extensive knowledge. Outstanding customer service will be another point of differentiation for the firm.
Sales are expected to increase by $500,000 in the third and fourth years. Within three years of our start, we will be financially sound.
The most significant challenges ahead include securing a suitable location, establishing the initial client base, and ultimately positioning the firm to be able to have a presence in a larger, global market.
This businessplan outlines the goal, focus and implementation of this startup firm.
1.1 Mission
NW Architecture has a new form of interactive digital media available for the client and the builder. These media will clearly show clients and builders what the design will look, and how it will be built.
With this new form of media the client doesn’t have to know anything about architectural graphics or terminology (floor plans, sections, elevations & construction documents) to have a clear understanding of what the end result will look like. Computer-generated images and interactive video make this possible.
This media will be further used in the construction documents. A video rendering of the entire building, including both images in high quality and specifications, will be available to the builder. The entire building will be rendered in three dimensions so that anyone with a basic understanding of computers can access it.
1.2 Keys for Success
Technology-advantaged service for your customers.
Utilizing a diverse staff of architects to provide a wide variety of product styles.
There are many global connections.
1.3 Objectives
In Year 3, sales of $500,000 and $700,000. in Year 4.
Market expansion of 20% per year via the Internet.
New market niche created by Year 4 of 3D construction documents and interactive digital presentations to customers.
Regali Luxuri is run by Kaethe and Bensai Villanova. Regali Luxuri is an exclusive gift boutique that can be found in Treschicburg’s warehouse district. We offer a wide range of high-quality merchandise, including personalized business cards, greeting cards, and apparel. Regali Luxuri targets middle-to high-income clients. Our company image is representative of what customers seek in home accessories and gifts. We are a modern, urban lifestyle brand. Our printing services, unique product lines, and exclusive products are what distinguish our company from specialty retail shops.
We will have a site for Regali Luxuri before the Grand Opening. Regali Luxuri will break-even within the first year, while in year two we expect to turn a moderate profit. Regali Luxuri plans to grow in the future by expanding its location to include the second level of our living/work unit; creating new product lines; hiring design professionals to design our products; adding e-commerce functionality to our website in year 3; and creating a mailing list.
We formed our business as a “S” corporation. Bensai Kaethe and Kaethe have worked for many years to develop and expand our home-based retail business. Each of us contributed an equity investment to the retail location’s opening. Kaethe, a seasoned retail accountant and entrepreneur, has five years experience. Kaethe also took classes through the University SBDC. Continuous education and our years of experience help us to manage daily operations and train future employees.
1.1 Objectives
Total sales revenue must be generated to make a profit by the end of the first year.
In year three, add e-commerce capabilities on existing company websites.
In the third year, you should aim for a 20% annual growth rate.
You should aim for a sales cost of less than 45%.
In year two, establish 50% of our merchandise in proprietary products.
Our company will be a leading “Brand Recognized#8221 name in the community by year 1.
1.2 Mission
Regali Luxuri is an exclusive boutique for specialty cards, gifts, and apparel that specializes exclusively in unique merchandise that is not often found in larger retail markets. We are dedicated to providing customers exceptional customer service in a visibly relaxing and engaging shopping environment. Our mission it to offer unique and high-quality merchandise for affordable prices to customers.
1.3 Keys for Success
Create a product line that is unique and one-of-a-kind by purchasing and designing it yourself
Provide customized products and services that are “tailor-made” to each customer’s personal style.
Establish a loyal customer network by offering seasonal promotions / discount, direct mail postcards, high quality merchandise at reasonable prices, and creating a comfortable and inviting shopping environment.
Establish a “Brand Identity”, which embodies quality gift-giving merchandise and outstanding customer service.
Gentle Touch Creations, a start up business that specializes in hand-made herbal products, was founded by Joanne Lovejoy. These products include herbal therapy packs, soaps, Saint-John’s-wort oil, balsam eye packs, salves, moisturizers, herbal bath bags, and bath powder. Gentle Touch Creations contain herbs that have been harvested in their prime, or grown locally.
In the last ten years, herbal products are gaining popularity. Herbal products industry exceeded $4.3 billion dollar in sales last year. A customer used to have to go to a specialist shop in order to purchase herbal products. But now, the same product can be purchased at a local supermarket. A cottage industry has emerged to supply herbal products to companies, who then market them under their own brand.
Gentle Touch Creations will market its product line to herbal products companies that sell baskets featuring specific themes (e.g. balsam salve or eye packs).
Joanne Lovejoy brings seven years of experience to the herbal product industry. She has been a Product Manager at Jerry’’s Herbal Products, Safe Soap and Safe Soap. She has maintained contacts within the industry and has signed contracts for herbal therapy packs, salves and balsam eye pack supplies with Forest Meadows Products.
1.1 Mission
Gentle Touch Creations has one mission: to create natural products that are soothing, healing, and cleansing for our customers.
1.2 Objectives
Gentle Touch Creations’ objectives are:
In the first 12 months of operation, we achieve our sales goal at $120,000
Ten companies are your regular customers.
Increase sales by 15% in the second-year of operation
Green Power Consultancy in Burlington, VT is a start up company that provides advice and design services to architects and customers regarding environmentally-sensitive buildings and energy consumption. Green Power has identified three keys to its success. Green Power believes that it is important to only offer solutions that can be sourced from the market. The second is to make sure all offerings are based upon economic justifications. A solution must be able to justify its long-term economic worth beyond environmental considerations.
Green Power will target both architects and individual customers. Green Power will have close relationships with architects so that they can offer environmentally friendly solutions to their clients. This area has 23 potential customers and is growing at 7%. The second customer group is individual consumers; an environmentally conscious group that have sought out a service provider to help them implement their personal ethics into the design of their new or existing structure.
Green Power offers many services such as advice regarding passive heating and grey water usage, renewable energy considerations, employee transportation options, and recommendations for grey water use.
Green Power will now be managed by Sue Lang (seasoned management team). Dan earned a degree both in business and in environmental studies. He also has a Masters in Architecture. Dan has over a decade of experience working within the industry. Sue Lang makes up the second part of our team. Sue Lang has a MBA and worked in the Bonneville Power Administration’s renewable energy department. Green Power’, through the combination of outstanding education and valuable work experience will be able successfully execute its business plan.
Green Power has conservatively forecasted sales of $202,343 for year two, rising to $238,402 for year three. In the second year, net profit will be achieved. Green Power will become a long-lasting, profitable business thanks to a solid business model, strong management, and this comprehensive energy business planning.
Mission
It is Green Power Consultancy’s mission to provide the finest green energy solutions for new constructions as well as existing building owners/lessors. Through careful analysis, attentive customer support, and cost effective solutions, Green Power will become a stable business serving the Burlington community.
Keys to Success
Green Power has identified key keys to success in order to create a sustainable business. If these keys are followed, the likelihood of success will significantly increase.
Offer solutions that are demanded by customers.
Ensure all of the solutions have economic considerations built into the respective models.
Only provide 100% customer satisfaction. Customers must be satisfied beyond their expectations.
Objectives
Green Power identified three goals it will pursue in order to achieve long-term business success.
Proven cost-benefit analysis of environmental approaches to structure construction, maintenance, energy consumption.
In five years, you will be the most prominent environmental energy consulting in the state.
Justin Seafood Market has been providing high-quality seafood to customers for five years. The business is primarily wholesale to area restaurants. We purchase seafood directly at local fishermen and from contacts all across the Florida panhandle. This allows us to pick from the finest selection of seafood available anywhere. Currently, our products are sold to more than 60 restaurants. This represents an increase of 10% over last year. We anticipate that we will also have additional customers next year.
Justin Seafood Market will expand its storefront to sell directly to the public. Our expanded market will allow us to deliver our commitment to quality, freshness, and great prices. We can pass on the savings to our customers by purchasing large quantities.
The planned renovation will cost $150,000. Customers will also be assisted by additional service personnel. Justin Seafood Market owner Bill Justin will contribute $50,000 to the expansion. He also secured a $100,000 short-term loan.
1.1 Objectives
Justin Seafood Market has been established as the leading seller of fresh seafood to the general public.
Justin Seafood Market hopes to double the number and quality of its customers over the next two year.
For customers who are looking to build loyalty, create a Seafood Discount Club.
1.2 Mission
Justin Seafood Market was established to offer the highest quality seafood and the lowest prices.
Many landfills nationwide are closing down or exhausting the remaining capacity. However, environmental restrictions, Zoning Laws, and other bureaucratic delays mean that pitifully few new landfills will open to compensate for this space crisis. Despite this, municipal waste continues to grow in volume. The problem of managing the nation’s trash stream is a major concern for many municipalities. The national landfill capacity crisis is rapidly approaching as more waste is created every day. Landfills are like owning a reverse mine of gold.
Good Earth Resources, Inc. has been created to address the municipal waste problem in St. Louis, Missouri and to capitalize on the lucrative opportunities of owning fully permitted landfills.
Operation
There are four components in this operation: purchase two landfills; sort and recycle incoming waste; import an out-of-state waste stream; and convert landfill gas to either electricity or a fuel alternative.
GER will purchase two landfills: one in Eastern Missouri, Martin Creek Landfill, and one at Barton Sanitary Landfill in Southern Illinois. Both landfills lie near St. Louis. The initial waste stream will come from the St. Louis Area.
Both landfills will sort all waste and remove recyclables. The rest of the waste will then be compacted, bagged, and buried at the landfills. Today, only 10% percent of landfills nationwide can perform these functions. The rest prefer to dump their raw waste in landfills, thus ignoring a significant source.
GER will accept waste direct from customers, send its own trucks to transport more distant materials, and haul waste by rail from New York City and Chicago. Hauling Missouri waste assures GER a steady waste stream, independent of other sources, to meet its income projections in the first month of operations. GER plans to accept 1,540 tons daily in its first month of operations.
Unique Features
At the landfills, incoming trash will be dumped in receiving facilities to contain waste vapours, control vectors and house machinery. The waste is transported onto conveyers where employees sort all metals, paper, cardboard, and glass. These will be sold at a significant profit and the rest of the waste will be compressed into two-thirds cubic yards bales. Bales will then be stored in a large PVC wrapped cell at the landfill to capture the methane gas. Most landfills don’t do this.
Baling organic waste and removing recyclable materials adds significant value to GER’’s asset base, which is the permitted property. It reduces the landfill’s volume, increasing the landfill’s life. Additionally, recycling can increase gross revenues.
Landfill Valuation
Landfills can be valued by the volume in cubic yards of waste (â€â€air yardsâ€TM) that can safely be deposited within the designated area. By compacting, the deposited volume is increased five-fold. Martin Creek’s permit allows it to take in 3,612,000 cubic feet. It covers 42 acres. A landfill could be filled in six years if 2,000 cubic feet of loose waste was buried every day without compaction. Recycling, compacting, and baling reduces the landfill’s size to 2,000 yards. The landfill can also be extended for 32 years by extending its life span to 220 cubic yards. This increases both value as well as gross income.
The current fee per waste cubic yard in St. Louis is $11.33 ($34.00/ton). In 6+ years, $35,328,000 can be generated from 42 acres of loose waste at 2,000 cubic yards/day. You can reuse the same area for 32 years, generate $176,640,000 per day, or increase your daily volume by compacting, baling, and recycling. The cost of sorting and compacting is minimal in comparison to the value increase. Recyclables help offset these costs.
Company Objectives
Anticipating waste hauler agreements, GER expects that GER will collect 940 tonnes daily for Barton within the first month of operation. This generates over $5,500,000 in annual revenues. Martin Creek can transport an additional 600 tons per hour to Barton. Investors can expect to receive a high annual return, as well as ownership of a profitable business that pays dividends within the first one year.
Principals from GER will find other sources to boost this projected waste stream. They may look into New York City or Chicago as well as other large metropolitan areas. Rail spurs are part of this plan and, once operational, will facilitate the incoming flow of waste from distant cities.
Within twelve months of commencing operations, GER will collect the methane gas and convert it to saleable energy in the form of either electricity sold into the national grid or methanol for sale as a gasoline alternative. This will help increase annual revenues.
Management
GER’s principals, who are highly skilled in every aspect of business, founded this company to fulfill the growing demand for St. Louis landfills and to make it a profitable business.
Don Smith, the co-founder of GER has extensive experience in waste collection and landfill operation. He operated three of Chicago’s major landfills during the mid 1980s, as well as one in Gary, Indiana. Later, he managed a hazardous-waste facility in Scott City. His expertise in working with the Department of Natural Resources resulted in the landfill permit that the property now possesses. In 1984, he operated a municipal solid waste transfer station in Wellston.
John App is co-founder of GER. With a strong background as a marketer and in finance, he will concentrate his efforts on developing outside-state waste streams from New York City. App, who has owned and operated many businesses over the years, was elected to Orange County California Board of Education in 1974 and a founding member of Orange County California Marine Institute at Dana Point.
G. Calvin Rathbone Esq. serves as corporate counsel to GER and with a strong sales background, will also assist in developing out of state waste stream sources. Previous experience with Mr. Rathbone includes managing sales and marketing for an equipment company for the exploration and production oil and gas.
General Plan of Action
The principals are looking for a $16,469 951 net investment to:
Both Martin Creek and Barton dumps are available for purchase.
The hauling of waste will increase the daily stream of waste to Barton landfill.
Barton has the ability to install sorting and compacting machines that will maximize the life of landfills.
Complete the construction of Martin Creek landfill.
You can lease or buy the machinery and vehicles you need for your operations.
To collect trash in Missouri cities you will need to build two transfer points.
You can increase your revenues by using methane.
1.1 Objectives
Six million dollars in sales, with 600 tonnes per day for Martin Creek.
Barton Recycling Facility to be constructed with at most one compactor/baler, and enough room for expansion to up two.
Construct Martin Creek landfill.
Purchase property to buy land and renovate an old abandoned rail spur close to Barton landfill. Construction will take approximately ninety days.
Continue to market Martin Creek and Barton by contacting and soliciting business from additional cities and hauling firms, including out-of-state sources.
1.2 Mission
In the instance where some waste haulers would normally direct waste to other landfills, GER will haul that waste from certain designated transfer stations to either of its two landfills. Both the parties will benefit from this as it will lower GER customers’ costs and will provide GER an additional waste stream through GER’’s more efficient transportation.
All recyclable materials will be removed and sold by GER. GER will take used tires from vehicles to make income at the landfills. The operation is a win-win situation for both the environment and cash flow. The principals in GER will use every resource to ensure the protection of the environment.
1.3 Keys for Success
Focus on bringing as much waste to Martin Creek or Barton as possible.
It is important to process the waste stream efficiently and profitably. Reduce stoppages and time.
Operate landfill operations as efficiently and safely to maximize profits while preserving the environment.
Keep a family atmosphere for all GER staff, customers, and co-workers.
