Used Book Store Business Plan


Used Book Store Business Plan


Introduction

Flyleaf Books a small, start-up bookstore in Cleveland, Ohio. It is the goal of the company management to acquire local market share in the used bookstore industry through low price, a dominant selection of products, a competitive variety of services including a buyback/trade program and hard to find book search, plus a relaxing, friendly environment that encourages browsing and reading.

Company

Flyleaf will be a limited liability corporation registered in the state of Ohio. The company will be owned jointly by James Vinck, the former head librarian of Philadelphia City Library and Aracela Vinck.

Vinck established the firm to provide a sustainable income, meet new people, and leave a business that is profitable to his family. Flyleaf Books plans to open its shop in Brecksville’s busiest area, an outlying suburb near Cleveland. This area is known for its high-quality establishments and upscale residents. Our company is located in an old furniture store of 8,000 feet. It allows us to stock large amounts.

Products/Services

Flyleaf Books can offer a wide range book, magazine and music selections. There are many categories, such as fiction, nonfiction, business science, business, science for children, hobby collecting, and for adults. The CD’s will be the main focus of our music selection, as they are the most widely used and take up least floor space. We will also offer a competitive buy-and-trade service to help lower our inventory acquisition costs. This will make our store more appealing to customers. We offer a search and ordering service for customers who want to find difficult to obtain items. Flyleaf Books is going to have a relaxed “reading room” atmosphere. We will encourage the use of couches and chairs.

Market

Our market has been experiencing a decline of growth in the last two-years. This can be attributed to the overall economy being weak. Last year, sales in the book industry rose by only 3.6% while overall U.S. retail revenues grew by 4.3%. However, management believes this may be a boon for the used-bookstore industry. Used bookstores will be more appealing to customers who still want to buy books as customers are less likely to spend on them. Therefore, management believes this may be a good time to get into the industry and gain market share.

The overall consolidation in the bookstore market is a significant step. The market was dominated in the past by small and local bookstores as well as regional chains. The emergence and dominance of the #8220superstore created by Barnes & Noble has seen the largest players in this market gain substantial market share, driving many independent booksellers away from the market.

There is still a place for independent booksellers to create a market position in the used books section. This segment is less attractive to large companies because the &#8220_superstore concept is harder to replicate in a low-profit market. This favors the local independent bookstore in the used books market segment, provided they can obtain a sufficient facility to house an appealing inventory and compete with the larger national chains.

Financial Considerations

Start-up expenses total $178,000. These are the one-time fees associated with opening a store. These costs are paid for by both SBA loans as well private investors. Please note that we expect to be operating at a loss for the first couple of months before advertising begins to take effect and draw in customers. Flyleaf Books is expected to receive periodic cash infusions to cover operating expenses for the first two year as it works toward sustainability. Funding has been arranged through lending institutions and private investors already. We do not anticipate any cashflow problems in the next 3 years.

1.1 Objectives

These are the Flyleaf Books’ goals for the next three-years:

  • Profitability by July Year 2
  • In Year 3, make around $200,000 in sales
  • Pay owners a reasonable salary while running at a profit.

1.2 Keys for Success

In order to survive and expand, Flyleaf Books must keep the following issues in mind:

  • We must attain a high level of visibility through the media, billboards, and other advertising.

  • We need to have strict procedures for cost control, and incentives to maintain tight control, in order for us become THE low-cost market leader in used textbooks.
  • Customers are constantly attracted to our products and services.

    • 1.3 Mission

    Flyleaf Book’s mission in Cleveland, OH is to provide quality literature at affordable prices. The company also wants to offer a relaxed environment that encourages browsing, relaxation and a pleasant place to spend time. Flyleaf&#8217’s unique offering to customers will include a large selection books, magazines, and CD&#8217’s that can be used. Additionally, we offer a buying/buyback option which reduces book acquisition costs, and allows our customers the opportunity to trade in unwanted books/CD&#8217’s for cash.

    Maternity Clothing Online Business Plan


    Maternity Clothing Online Business Plan


    ExpectingU.com, a brand new online business, offers fun, comfortable and easy-accessible collegiate maternitywear via an eBay store and our own website.

    Mary Lenton, Mary’s owner, has over ten years of experience in high-level sales, channel marketing, business management and business management. Because she believes in the product, Mary Lenton will finance the business with her own personal capital. ExpectingU.com was actually founded by her after she searched for the product herself while pregnant. Over 500 expecting mothers have conducted market research and found that these products are highly sought-after. ExpectingU.com has received ad space commitments for several online expecting websites, as well as dozens of leads to direct sales and public relations.

    Our target market is made up of both women in their early stages who are sports fans or spouses to those who are.

    ExpectingU.com’s sales projections for the first fiscal year are projected at $1,094,635 in the first year. Net profit is projected at $343 5,517.

    On products purchased directly through our website, we expect a gross margin of approximately 71.5% and 67.2% for items purchased through our eBay store. This is a substantial increase in gross margin than the Industry-standard gross margin for maternity clothing. Our product’s simple design allows for outsourced manufacturing that is both cost-effective and efficient. We can also charge premium prices because of our unique concept.

    We will spend $48,000 on eBay fees in the first 12 months (roughly $1.30/item sold), but this amount will more than compensate for marketing costs and the cost of maintaining our site. The popularity and brand success of eBay, combined with its built-in tools for new merchants, will help us to build a solid customer base for our new product.

    1.1 Objectives

    1. You can create a unique maternity product and have them available in 75% Division 1 football schools’#8217s collegiate logos by year one.
    2. In year one, generate retail sales exceeding $1,000,000 on both our website and our eBay store.
    3. Maintain a gross profit margin of more than 65%
    4. To reach 100 positive feedback comments from eBay customers within a year.

    1.2 Mission

    To provide fun, comfortable and readily accessible maternity collegiate apparel for women who wish to support their favorite college teams, even while they are pregnant.

    1.3 Keys To Success

    1. ExpectingU.com will launch a new line of maternity shirts featuring the logo and/or mascot from NCAA Division I football teams. These products are currently in demand today but do not exist in mainstream commerce.
    2. ExpectingU.com will fulfill the demand for maternity collegiate shirt by maintaining an inventory level that allows for immediate shipping.
    3. ExpectingU.com is going to run a targeted advertising campaign to raise awareness of the website’s products.


    Amusement Park Business Plan


    Amusement Park Business Plan


    I&B Investments is an investment company with limited liability that was created by the laws of Utah.

    This document provides information about our business, including the company’s structure, future goals, venture capital requirements, investment analysis, and industry trends.

    I&B Investments has made the family entertainment industry its primary focus. The company has worked to develop one or more family entertainment centers (FECs) to provide quality entertainment for the Weber County, Utah community.

    Focused on family entertainment in a family-oriented community, I&B Investments is a company primed to take advantage of an expanding and profitable industry.

    Entertainment is now a hot topic in the new millennium. David L. Malmuth (senior vice president, TrizenHahn Development Corp.), observed that “people aren’t interested in just buying things.” They desire an experience. This is why authenticity, fun and participation are the key to creating memorable experiences. Americans are able to spend money and will use it for entertainment. Statistics show that the United States spends more on entertainment than it does on clothes or health care.

    Quality family entertainment is the focus of I&B Investments. In the first phase of development detailed below, construction and commercialization one FEC are included. FECs designed by the company are intended to offer the type of family entertainment that the current market needs.

    The first proposed site is a ten-acre parcel in Weber County, with a second site to follow within five years.

    The Company expects to seek funding from the Government Redevelopment Agency in order to purchase land for the development of the sites.

    A U.S. Census Bureau recent census revealed that from 1990 to 1998, personal amusement and recreation consumption increased by $31.5B. With an industry total of $56.2B, this is a staggering increase. Source: U.S. Census Bureau. Statistical Abstract of U.S. 2000 &#8211: The National Income and Product Accounts for the U.S., 1929-1994, Vol.

    Based on entertainment prices and local revenue structures, we expect that FEC&#8217’s would have the potential to make several million dollars in their first year.

    We expect a steady, minimum five percent annual growth with our solid management team and aggressive marketing plan.

    1.1 Objectives

    The company’s aim is to develop quality FECs that offer full-service FECs and will win the approval of the LDS community.

    Our goals include:

    1. In our first year, we had a 10% market share.
    2. We saw a modest increase in our gross profit margins in the second year.
    3. A minimum of 10% market share increase for each of our five first years.

    Currently, there ARE no quality FECs in Weber County, or the surrounding areas (for a radius of 50 miles). It believes that it can be a leader in FEC in the Northern Wasatch Front by getting in on the market first and establishing quality facilities.

    We are driven by the fundamental goal of realizing how we can impact the communities in which we do business. Knowing that our efforts will be sustained if local residents support and approve of us, we are certain to stand the test.

    1.2 Mission

    I&B Investments was established solely to make I&B Investments a successful and well managed business. However, I&B Investments also strives to create an atmosphere that is fun and exciting for the whole family.

    1.3 Keys to Success

    Based on our research, our primary targeted market is parents and their children (ages 5-15 to 54). We have designed our facilities with this in mind. However, we also plan to consider secondary markets like teenagers and young adults.

    We believe the following are our key keys to success:

    • Popular entertainment activities that are diverse and appealing
    • You can park in a lot of places and be sure to keep your vehicle safe.
    • Indoor entertainment for all seasons
    • The use state-of the-art technology
    • Accessibility is easy

  • To maximize public exposure, focus on high-traffic locations
  • Design facilities that reduce overcrowding
  • Team of experienced managers

    • We believe we can reduce certain risk factors through:

    • Initial capitalization to support operations through year one
    • Low overhead with multi-skilled employees, and ongoing training
    • Through aggressive marketing, you can build a strong customer base
    • Strong community ties and involvement
    • Establishing cash/credit/debit only facilities will eliminate collection costs

    UK High Tech Consulting Business Plan


    UK High Tech Consulting Business Plan


    Acme Consulting, a marketing company specializing in high-tech products for international markets, will be created. Its founders have been marketers in consulting services, market research and personal computers. Acme was created by them to formalize the services they offer.

    1.1 Objectives

    1. Sales of PS550,000 in Year 1 and PS1 million by Year 3.
    2. Gross margin greater than 70%
    3. Through Year 3, net income has remained above 5% of sales.

    1.2 Mission

    Acme Consulting offers high tech manufacturers a reliable, high quality alternative to in house resources for international business development, market development and channel development. Acme Consulting, a true alternative for in-house resource, offers a high degree of practical experience, expertise, contacts, privacy, and confidentiality. Acme is more professional and safer than working in-house. Acme must be able to keep its financial balance. It must charge a high amount for its services and deliver an even greater value to clients. The United Kingdom market will have the first focus, with the European and Latin American markets being the main focus.

    1.3 Keys of Success

    1. Excellence in fulfilling the promises.
    2. Create visibility to increase business leads.
    3. Retainer consulting, project consultancy, market research and published market research reports are all ways to leverage a single pool’s expertise into multiple revenue-generating opportunities.


    Tanning Salon Business Plan


    Tanning Salon Business Plan


    Tropical Tan is an entrepreneur looking for financing. Tropical Tan is a well-established company with a solid business strategy, a highly skilled management team and ideally located. This business plan will highlight Tropical Tan’s needs, market, sales plan, and financial statements.

    Tropical Tan will be located in Chino Hills, CA. This market is home to approximately 160,000 people. The location is in a high traffic strip mall with national chains. The main service offered by the company is tanning booths. Tropical Tan will have six high quality tanning booths and limited retail sales.

    This business plan will help you to obtain additional funding of $50,000. This money will be used for inventory purchases, tanning beds, as well as other expenses, as detailed in the Start-up Table.

    1.1 Objectives

    1. In Year 1, sales of $380,000 and $425,000 respectively by Year 3

    2. Net Profit greater than 40%

    3. In Year 3, net income exceeds 10% of sales

    1.2 Mission

    Tropical Tan will provide indoor tanning services of the highest quality to our clients using high-quality beds and tanning accelerators. Tropical Tan will strive to be the best in customer service and stand out from the crowd. All employees will be treated with dignity and provided with special benefits, such as moderate insurance coverage, free tanning, and a company picnic every year. Tropical Tan’s public face is its employees. Their health and goodwill are essential to its success.

    1.3 Keys for Success

    • The location is ‘#8211’ being in a strip mall with high traffic and directly across from a gym.
    • Convenience is a plus with quick tanbeds. It means that less time is spent in bed and more business hours are possible.
    • Customer Service ‘#8211′ is a focus on customers’ comfort and needs.


    Lawn Landscaping Business Plan


    Lawn Landscaping Business Plan


    Greens Manicure Service, a residential lawn-care service for suburban middle-class homeowners with larger yards, is a seasonal residential lawn service. Steve’s neighborhood is home to a large number of these people. Steve will leverage his connection to the neighborhood to sign up customers.

    Steve will be able to hire one employee each year for the first one. Steve will buy another vehicle, more equipment and hire two additional employees by year 2.

    Greens Manicure Service is projected to reach profitability by month seven and will have profits of $10,000 by the end of the third year. From April through November, revenue activity is expected.

    1.1 Objectives

    The following are the goals for the first 3 years of operation:

    • To create a service-based business whose primary goal it to exceed customers’ expectations.

    • Greens Manicure Service to be used in at the most 20 residential homes

    • To increase our clients’ satisfaction by providing superior service.

    • You must be able to sustain your home business by generating its own cash flow.

    1.2 Mission

    Greens Manicure Service’s mission is to provide professional lawn care. Customers are our goal. All else will fall in line if we live by this maxim. Our services will exceed the expectations of our customers.


    Surgical Medical Equipment Business Plan


    Surgical Medical Equipment Business Plan


    Bioring SA manufactures niche-specific rings that are used for repair of cardiac valves. It has its main office in Lonay (CH) and maintains a small manufacturing and assembly plant in Lonay, Switzerland. Its products are to be sold through single or multiple distributors.

    • This business plan is part a regular business planning cycle. This plan is subject to change control and we revise it every quarter.
    • We intend to create two new products in the next two years and to increase revenues.
    • These are the key factors to success and crucial factors for the coming year.
      • Product approval: CE mark.
      • Volume sales to dealers
      • Financial control and cash flow planning

    The following chart shows highlights of our financial performance, as projected for three years. Sales and profits should increase.

    1.1 Objectives

    1. To make Bioring SA a market leader and attract distributors.
    2. Two new Bioring products to be developed by the end year four.
    3. To increase sales to reach $312,500/month sales by the close of year two and $830,000/month by the close of month eight of the third year.
    4. To control spending to ensure shareholders receive the best dividends.

    1.2 Mission

    Bioring SA offers surgical repair services for open-heart surgery. This business is based on a product owned by the company, which is a cardiac implant more precisely called “Kalangos Biodegradable Ring.”

    We will make enough profit to return fair returns to investors and fund continued growth and development of high-quality products. We also maintain a friendly, fair, and creative work environment, which respects diversity, new ideas, and hard work.

    1.3 Keys To Success

    The keys to success are:

    • Marketing: You can either deal with established international companies or national distributors.
    • Product quality.
    • Approval of products in Europe or the USA
    • Management: Products delivered on-time, costs controlled, and marketing budgets managed. It is tempting to focus on growth at the expense or profits.


    Lift Bed Manufacturer Business Plan


    Lift Bed Manufacturer Business Plan


    Load Hog Inc. was formed by John Kowalski (Load Hog), in December 1997. The company is an automotive aftermarket manufacturer that manufactures a revolutionary patented device which transforms ordinary pickup trucks in to full-on dump truck. The innovative pneumatic device, which is almost maintenance-free, is invisible when it is not in use and weighs in at 120 pounds. In New Zealand, in the late 70&#8217’s and early 1980&#8217’s, the pneumatic hoist was invented. It uses the exhaust gases from the vehicle to lift the bed and fill the lifting envelope. Load Hog’s inclusion of an air compressor on-board has eliminated the obvious hazards of the original plan.

    Load Hog wants to secure $4,000,000 in staged capital over a 18-month period. This will allow them to run an aggressive public relation and advertising campaign that educates the truck-owning and purchasing public about the Load Hog Program’s capabilities, costs, and availability. These funds will help to fund the initialization for the advertising and public relation plan. It will cost $40,000 for its first phase. The remaining funding from the first phase will be used to support additional staff members (Sales Manager), inventory and manufacturing equipment, as well as continuing operations.

    Phase I: $175,000 This phase has been accomplished with debt capital and has been committed and closed.

    Phase II: $200,000 The second phase will be completed with additional debt and is already committed.

    Phase III & IV: $1 million/$17 million. These phases can be done with both debt and equity. These funds will be used to continue marketing and sales efforts, increase sales staff, continue operations expansion through the purchase of capital equipment, expand manufacturing operations and provide working capital to meet the increasing demand. As reflected in the attached**, Ford’s recent commitment to include Load Hog as part of the Super Duty Dealer Ordering Guide 2002 will help boost our revenues.

    The purpose for the phased approach in funding is to allow an organization to integrate new business and grow at a structured and controlled pace. Each phase of the growth strategy is designed to be followed in a sequential order. If a single investor is interested, each element can be pursued individually or grouped together as a longer-term deal. The addition of a sales manager allows the president and current staff to quickly respond to potential investors. It also helps to improve assembly, procurement operations, engineering upgrades, product development, and other aspects.

    **Appendix are not available for the sample plan.

    1.1 Keys to Success

    The company’s further success will depend on the following factors:

    • Securing financing for product development and marketing.

    • Name recognition.

    • Stabilizing OEM relationships and building the distribution system.

    • Management of the supply chain to ensure consistent component sourcing

    1.2 Mission

    Load Hog’s mission is to teach truck owners how to make the most of their vehicle. Strategically, we have positioned ourselves at the top of the quality pyramid featuring a combination of superb technology, extraordinary customer service, and an almost fanatic attention to quality assurance. Our strategy is based on continued research and development of our existing product, as well expanding our offering to satisfy customer demand and expand our market. We will be supported in this growth by our field force, advertising, public relations, and our growing e-commerce effort. We will keep our presence at all levels of trade shows, including regional, national and local.

    1.3 Objectives

    Load Hog has a single facility in Aliquippa that includes 1,200 square feet office space and 8,600 feet of manufacturing/ assembly space. The current plant is adequate. However, as we ramp up, there will be ample office space and manufacturing spaces within walking distance.


    Bakery Business Plan


    Bakery Business Plan


    Opportunity

    Problem

    Washington State does not have enough coffee shops to offer quality coffee or freshly baked pastries for those with higher incomes.

    Solution

    JJB offers a broad range of coffee and espresso products, all from high quality imported coffee beans. JJB provides coffee and espresso products that are tailored to each customer’s needs.

    Market

    Washington’s cool climate makes hot coffee products very popular. Iced coffee products and hot coffee products are both in great demand during the warm four months. A lot of the day’s activity happens before ten a.m. with a steady flow throughout the day.

    Concurrence

    Local competition is limited and doesn’t offer nearly the same product quality or customer service as JJB. Local customers are looking for a high quality product in a relaxing atmosphere. They want a memorable, elegant experience.

    Why Us

    JJB is a bakery and coffee shop managed by two partners. These partners represent sales/management and finance/administration areas, respectively. The partners will provide funding from their own savings, which will cover start-up expenses and provide a financial cushion for the first months of operation.

    Expectations

    Forecast

    JJB forecasts its sales in the three years following the plan. JJB expects to break even within the fourth month, as it increases its sales steadily. Profits for this time period are expected to be relatively low in the first two years, increasing somewhat in the third. The founders will invest $140,000.

    Financial Highlights Year-by-Year

    Financing is Required

    Startup requirements:

    1. Startup expenses of $64K include $3K legal, $20K premises renovations, $40K expensed equipment and $1K other. These are deducted from the initial balance as a negative retained earnings because they were incurred after launch.
    2. Cash in the bank as a deposit of $70K (in initial balance)
    3. Additional assets in the current of $12K (in an initial balance).
    4. Long-term assets in the range of $65 (initial balance)

    Finance

    1. $110K initial investment from founders (Shows up in initial balance as Paid-in Capital.)
    2. SBA 100K 10-year loan in initial balance
    3. $1K in accounts payable at startup. (in initial balance)


    Educational Software Business Plan


    Educational Software Business Plan


    Third Degree I.D. A limited-liability corporation (LLC), located in Savannah Georgia, with three founding members. The company develops, markets, and distributes instructional products and services to the corporate, education and government e-learning sectors. It is committed towards high quality instructional design, educational new media development, as well as providing a core deliverable, which includes programs, courses, learning objects, and other products for distance education and distributed learning markets.

    It uses an object-oriented design method that produces flexible, scalable and reusable content. This supports clients with rich, targeted solutions that can be easily replicated and maintained. It seeks a balanced client portfolio from different industry sectors. The company plans to mitigate business fluctuations through a appropriate number of local, national and international clients.

    Third Degree I.D. Third Degree I.D. builds strategic relationships and its business on returning customers and an accumulation educational content that can easily be re-purposed.

    Three founding partners founded Third Degree I.D. They will each invest $35,000 to the company and are seeking a $30,000 additional loan over two years to complete the start up funding. Roughly $19,000 of this initial funding is required for start-up expenses and assets; the remainder will provide a cash basis for the initial year of operations, during which Third Degree I.D. Influential clients will receive some at-cost work in exchange for a solid reputation. This reputation serves as the basis for sales and marketing strategies.

    Our market research shows that the $360,000 target for first year sales is conservative for a start-up educational technology company. Based on comparable businesses within the same industry, growth estimates for years 2 and 3 will be different.

    1.1 Objectives

    Key objectives for Third Degree I.D. These are the main objectives for the Third Degree I.D.

    • Licenses are required to establish a legal entity.
    • Complete business planning and pursue funding–via venture capital, bank loans, grants, and contracts.
    • Establish a web presence. List your products and services on industry-relevant sites and publications.
    • Six to eight clients may contract for consulting, training, design, or development work in a suitable scope ($50,000 and more).

    1.2 Mission

    Third Degree I.D. Instructs in corporate, education, government, or healthcare e-learning. It offers cost-effective and flexible solutions that are both progressive and flexible to e-learning and instructional design needs. Its primary goal is client satisfaction. The company operates as a for-profit entity and creates an environment that is fair and productive for all its owners, employees, or contractors.

    1.3 Keys To Success

    Success is dependent upon:

    • persistent and creative client development efforts
    • High quality products and exceptional service
    • Processes for developing software that are efficient and cost-effective.
    • Management with expertise and a knowledgeable staff
    • Cash-savvy growth strategies