Gamehenge Tapers Co-op is a not-for-profit organization that was created to serve the Portland tapers community. The tapers community is a hobby based community that trades live recordings for personal use, never for commercial gain. The Co-op will provide the equipment required to tap these shows, which in turn supports the trade community (people who only trade these live shows). The Co-op sells recording equipment wholesale at a low overhead. It encourages active tapers to be more active by offering members heavily discounted rates. Because the organization operates as a non-profit cooperative, members will volunteer their time in order to help it succeed. The organization exists to support the trading community.
The organization will be able to pay membership dues as well as a small overhead charge to cover its costs and allow it to grow slowly. Gamehenge Tapers Co-op plans to increase their membership by at least 20% each year.
1.1 Objectives
The following objectives are set for the initial three years of operation
To establish a co-op with the primary goal of serving its members.
To increase the membership base annually by 20%
To offer Portland traders cost plus overhead deals on CD/R media, microphones CD/RWs and DAT recordsers.
To develop a sustainable co-op.
1.2 Mission
Gamehenge Tapers Co-op’ s mission is to serve the Portland tapers community. Our mission is to maintain and attract customers. This maxim will guide everything else. Our services will surpass the expectations of customers.
CollisionSyzygy Inc. is the leading provider of generic claims outsourcing services. It uses a high-tech delivery platform that includes the Internet and several proprietory software systems. CollisionSyzygy brings together the auto damage claim of an insurance company and the body repair shop in a way that reduces both costs and efficiency.
This business plan will help CollisionSyzygy acquire capital investment. It will allow CollisionSyzygy, with its proven business strategies and processes, increase its reach to more of the market. Time is a critical factor. CollisionSyzygy leads its competition by nearly a year and half in technological developments that allow for greater efficiency in collision claim processing. This allows CollisionSyzygy to make more money for its clients. Its ability quickly to infuse money in CSI will ensure its competitors are not left in a position of imitation. CollisionSyzygy’s technology advantage and untapped market opportunities make it an attractive investment opportunity. In addition, smaller insurance companies will find it impossible to operate profitably without outsourcing collision claims because such companies will not be able to achieve the lower costs that are associated with high volume transactions.
CollisionSyzygy offers full-spectrum processing services for claims, with quick transaction clearance and access to both a national as well international market of buyers. Many competitors are limited in their offerings or specialize; CSI makes use of technology to offer every service.
CollisionSyzygy remains a working company. William Smith, a manager with 18 years’ experience in both insurance adjusting and collision repair, has led the company for the past five year.
The company is rapidly building a network of body shop facilities who receive geographic territories in exchange for agreeing to maintain very stringent quality control standards, certifications, and discount pricing, which further enhances the insurance company’s profit margin.
CSI’s leadership in generic services will be assured by CollisionSyzygy’’s multi-platform reporting capability, as well as a host of proprietary software programs.
The company is currently profitable. With the new investment, CollisionSyzygy should be able to achieve (lofty) sales for the 12-month period of Year 1. (staggering profits are expected to be made before income taxes. Within two years sales will skyrocket with (sky high) post-tax profits. After-tax profits should approximate (breathtaking). This chart shows after-tax profits.
1. Keys to Success
Vast industry experience for Chief Executive Officer.
CollisionSyzygy’s only business in the U.S. Insurers can now access generic services from CollisionSyzygy. Until now, claims processing had been performed internally by large insurance companies.
CollisionSyzygy was two years ahead in developing the proprietary software that allows insurance carriers to process their claims. Claims Technology (ACT), CollisionSyzygy’’s software, offers claims management and reports. This makes this information accessible to the insurance company or repair shop. Because of this delay in software development, it will be difficult to compete before CollisionSyzygy has established significant market share.
CSI’s ever-growing network includes over 100 repair shops.
CollisionSyzygy is just a few clicks away from connecting insurance companies to repair shops via the Internet using ACT software.
As more repair shops join CSI their business will grow dramatically, while still maintaining competitive pricing and high quality repairs.
Customer service between the repair shop and the customer is greatly enhanced through the use of other Windows(r)-based proprietary software that swiftly and accurately creates a cost estimate which allows the repair shop to spend more time with the customer and less time creating estimates. Due to the availability of a database resource, costing is easier for insurance companies.
Another software program transmits quickly the required estimates, photographs and other claims submission material to the insurance carrier.
1.2 Mission
CollisionSyzygy, Inc., USA’s only company, offers a low cost, generic solution for processing, administration, resolution and resolution of auto claims. CollisionSyzygy’s proprietary, high-tech process and software acts like a phone switch. They channel the claims of insureds from the insurance company to the proper auto repair shop. This will ensure that the insured receives quality, guaranteed repairs for their entire life. CSI manages this entire process and provides insurance carriers with comprehensive reporting. CollisionSyzygy has a mission to improve the claims process for all participants in a way that is unique from other insurance carriers.
CollisionSyzygy’’s high tech process is–
An insurance company with a claim
The claimant is given a repair shop address at the time they file the claim. This reduces the time it takes to process the claim.
It results in dramatically reduced insurance costs:
Thousands of dollars saved on indemnity payments.
Automatic five percent discount on all CollisionSyzygy repairs
It is possible to reduce the loss adjustment costs by a significant amount.
Administrative expenses reduced.
Take control of the repairs costs.
Fast claim resolution helps you avoid costly auto storage
CollisionSyzygy conducts spot quality inspections of repairs made by member shops to verify that they are of sufficient quality and necessary. CollisionSyzygy inspectors can determine that repairs are not necessary. Member repair shops must reimburse any amounts deemed unnecessary.
When insurance reserves are not being used for claims, they are quickly released and capital is kept as low as possible.
Insurance companies will soon find a way to obtain real salvage values, rather than estimates. This can be done by receiving or selling bids from potential buyers before the claim is settled.
This allows the insurer to access detailed management reports that detail all underwriting, repair, and resolution activities.
It is guaranteed for the lifetime of repair at participating CollisionSyzygy facilities.
A customer/claimant who:
Lower insurance premiums can be obtained by reducing insurance costs.
You will be amazed at how fast an auto claim can be resolved.
And member repair shops that:
You can focus your resources and time on quality repairs, service, and marketing instead of spending money.
CollisionSyzygy’’s multi-platform interface software allows you to simplify the process of estimating claims. You can create claim estimates in minutes. This allows you to provide better customer service.
In short, CollisionSyzygy is utilizing a managed auto body repair process much like the health care industry has attempted to contain costs using the Health Management Organization (HMO) approach. The exception to this analogy is that CollisionSyzygy achieves cost efficiency by eliminating unnecessary elements in the traditional claims process rather than by eliminating required repair procedures or components.
Only large volumes of claims processing are profitable. This makes it difficult, indeed prohibitive, for smaller insurance companies to run profitable claims operations. CollisionSyzygy has developed a claims processing system that will enable smaller insurers to profitably handle claims while also increasing margins for larger businesses.
1.3 Objectives
The CollisionSyzygy, June 1, 2000 through May 31, 2001
You can earn pre-tax income of from (incredible) and splendid% net income.
To be able to claim processing market, you need to control and capture at least ten medium-sized and large insurance company accounts. Market share will increase to 60 companies by the end of year 2. The full target market currently includes around 2,600 companies in the insurance industry.
Promote name branding of CollisionSyzygy so that a minimum of 220 repair shops become certified members of the company’s program. By the start of Year 3, this number should grow to approximately 2,000 repair shops due to CollisionSyzygy’
The implementation of different programs and technologies that are not available in the market.
Convert proprietory software platform from an ecommerce website to provide easier access to CollisionSyzygy. This will allow both insurance companies to offer CollisionSyzygy to auto repair shops.
In conjunction with the site launch, add and support full, online service auction of bids and sales of salvageable automobiles.
The Skate Zone has been formed to implement inline skate hockey services. The Skate Zone is a Miami-based company whose mission is to promote the sport of hockey and make it available to all.
The company’s first strategy is to promote Roller Hockey as one of America’s fastest-growing leagues. According to the National Sporting Goods Association, there has been a steady increase in participation since 1993. The company’s goal, which is to provide inline hockey players of all ages with a safe and professional environment, is to entertain and provide physical fitness and entertainment. The snack bar, which will be open during practice and games, will allow players and spectators to have food and drinks. Further endeavors will include bringing inline hockey products such as skates, body protection equipment, sticks, and jerseys with team logos into an in-house Pro Shop.
The company believes it will make income in these areas.
Registration fees. Person(s) who will be playing hockey will be required to pay a seasonal fee to play in the league.
Concessions of equipment and food. Profits from food and beverage items. Future endeavors are to have certain equipment for sale that players can utilize for sports activities.
Special operations. Miscellaneous uses for the rink. Payments will be made to cover operational expenses.
It can be difficult to purchase an engagement ring, especially if you don’t have any knowledge of diamonds. Current studies indicate that there are 1.7 million engagement rings purchased per year in the United States (74% of brides, from 2.3 million weddings), with an average expenditure of approximately $2,000 per diamond engagement ring.
With the revolution in connectivity and interactivity through the Internet, potential buyers can learn more about the characteristics of diamonds they intend to buy before going to jewelers. In this case, we solve that very problem of “knowing so little” about the characteristics of the merchandise. Now people can learn and gather information about diamonds before actually going to their neighborhood jewelers to purchase them.
Online retailers don’t want to have to learn and gather information. They want their learning and gathering to lead to sales. Selling diamonds online does not mean that you can’t sell books online. Customers want to see the actual product before buying. What happens if the brilliance displayed on the Internet is not the same as the one I have?
It is about how to leverage the “high-touch” of high-end internet retailers. We are struggling to find the right formula that will bring these high end loose diamonds to customers, while other low-end jewel retailers have been focusing on selling quantity.
Rocks by Request, (RBR), can help. RBR was established in the Bay Area three years ago, by a third-generation jeweler, Rock Stone. RBR plans on expanding its operations outside of California after the three-year-old operation. RBR is a simple concept. RBR leverages local jewelers as its “front-end”. This strategy helps RBR address both ‘#8220credibility” and ‘#8220high touch” issues when it comes to selling its high-end merchandise over the Internet.
RBR is changing how it positions itself in the aftermath the dot.com bust. While maintaining connectivity, interactivity, and speed, RBR will also “humanize” e-commerce by combining both technology and tradition in diamond retail industry.
This strategic plan describes how to further optimize connectivity, interactivity as well as speed in developing recommendations that will guide RBR’s new strategy.
1.1 Objectives
To devise an additional course of action and recommendation to RBR in order to expand RBR’s market share in the loose-diamond e-tailing sector.
RBR will be provided with industry insights and market trends. A psychographic study of the current market and potential engagement markets is required. This study will also describe the business’ competitive landscape.
1.2 Mission
Our mission is expand our current 2% market share in online diamond shopping. When we look at the diamond retailing industry itself, the current 2% is rather low compared to the number of diamonds sold yearly in the United States. RBR must expand its network of jewelers, strengthen alliances and partnerships with media and Internet vendors to meet its growth criteria. RBR also needs to increase its R&D efforts to bring the most recent technology to e-commerce.
1.3 Keys for Success
RBR’s key factors for expanding its operations include:
Extending its network of family jewelers across the U.S. and globally.
In order to meet future needs, additional warehouses will be built.
Improved supply chain and logistical efficiency that allows for quick delivery and return.
Repositioning the look of the current website by upgrading graphic elements and state-of-the-art navigation.
In order to promote loose diamonds, we have formed alliances with media outlets and the Internet.
Incorporating more product categories in the loose diamond category such as gold settings, pendants, rings and earrings, and gold trinkets/accessories for younger customers.
This business plan was created to introduce NovOculi, Inc. and help raise equity capital to start production as well as continue research and development on its patent products.
The Company
NovOculi, Inc., is a new company that plans to market and develop ophthalmological surgical techniques and tools. During the past two years, NovOculi’s principals have had extensive experience with refractive correction techniques (both laser and non-laser based). This experience has led to the development and testing of a novel method of incisionless, non-invasive refractive correction that is called NICS.
Current refractive technologies, including LASIK/PRK and Intacs all require the removal of at least a part of the protective epithelial overlying your cornea. They also come with complications due to this loss of protection. To achieve effective refraction, the principals developed a method that uses iontophoresis and an ionic dye along with a wavelength-specific laser. This allows for efficient refraction without the need to destroy epithelium.
NovOculi will use NICS to capitalize on the market opportunities and penetration in laser refraction, where demand is almost doubling every year.
Based on financial projections that were prepared by the company’s management it was estimated that equity investment would be required in order to start the company’s operations. The funds will be used for NICS testing and market. They also provide working capital in the initial two years.
Market Potential
Laser refractive surgery has huge potential. There are approximately 54% refractive mistakes in the U.S. (162,000,000), and approximately 90% of them can be corrected with current techniques or ones on the horizon according to Federal Air Surgeon’s Medical Bulletin. In contrast, only 900,000 Americans have had LASIK (the most popular laser correction technique) as of two years ago. This represents only 0.6% of the total current market, leaving the other 99.4% untapped. (#8220’ByeBye Glasses; EyCare Business Online). The demand for laser refractive surgeries is increasing at an average of twice a year (“/Bye-Bye glasses,”/EyeCare Business Online ).
Nine of the top ophthalmological hospitals in the U.S. were contacted by the company. Seven of the nine institutions have expressed interest in collaboration research. The company has also reached out to Oregon Health Sciences, Duke University, and Harvard. John Hopkins University (Harvard), Stanford University (Oregon Health Sciences), Duke University (Duke University) and University of California at San Francisco (UCSF) are just a few of the institutions who have expressed an interest.
NovOculi’s principals conducted a preliminary market study at a Durham, NC supermarket. 50 consumers with refractive problems were randomly selected and asked questions during the survey. A copy of the survey and a summary of its findings may be found in the Market Survey topic.
Technology
Two novel devices, the NICS and NICS, have been patented by the principals. They are used to perform incisionless refractive adjustment. The patented technique involves driving an Ionic dye from the polymeric vehicle into patient’s cornea using the patented, iontophoretic devices (a device that generates a charge that then repels/attracts other charges). After the ionic dye is successfully driven into the cornea, away from sensitive structures and other delicate structures, a laser tuned according to the wavelength of dye can be used to target the dyed cornea to alter its shape. This is similar to current laser refraction protocols. After the procedure is completed, the iontophoretic device is reapplied, this time with opposite polarity, and the dye is drawn from the cornea due to the attraction of opposite charges. The patented device and method will enable the ophthalmologist to avoid the most complicated and frustrating aspect of current laser refractive surgery. This is the corneal Incision. Over 90% of all complications of current laser refraction surgery are related to difficulties associated with the incision and the subsequent healing process, virtually all of which could be avoided with NovOculi’s technology.
Strategy It is important that NovOculi market its technology to both people who are performing the procedure, and those who will be performing it. After the publicity and research data are collected, the sales force will assist in encouraging the initial investment in laser and equipment for the procedure. The demand pull for components will be generated by institutions through direct marketing to patients.
The sales team will begin with six seasoned sales personnel and swell to forty-four members by Year 5. The laser manufacturers will work closely with the sales team in order for them to promote their technology to patients and surgeons.
Six U.S. sites will provide training opportunities for ophthalmologists in the NICS procedure: San Francisco and Boston, Atlanta, Philadelphia; Kansas City, Philadelphia, Kansas City, Durham, NC. Each site will be able to offer training sessions in depth led by a prominent surgeon in ophthalmology.
For providing access to the superior technology, those performing the procedure may charge a premium. NovOculi will take approximately half the almost $1,000 premium via licensing fees and sales of individual components.
Regulatory Issues
The FDA approval for the company’s product is not required, unlike LASIK. As of two years ago, LASIK was performed on more than 900,000 patients, without FDA approval (Current trends in refractive eye surgery, 128th Annual meeting of APHA).
This was possible as the FDA doesn’t approve procedures. However, they do approve the equipment used in them. (“: Eye centers aim to LASIK surgical growth. Houston Business Journal. July 16). Also, all components of their procedure have been approved for medical use by the FDA. NovOculi will not need to obtain approval to market their patented technique and devices due to the fact that the FDA has approved similar devices for medical use in the following arenas: 1) The 440 nm laser has been approved for dermatologic uses. 2) Iontophoretic devices have been approved for drug delivery to the epidermis. 3) Polymeric contact lenses were approved. They can be used as an external aid to refractive error.
Major Milestones
These are the key milestones that will define the startup period.
Completion of strategic plan nine months before start date.
Research grants applied for by seven months before starting date.
All patents, domestic and foreign, applied for by six months before starting date.
Start-up capital required by the start date
According to the business plan, all other milestones for the first year are on schedule.
Competitive Advantage
NovOculi is uniquely positioned to take advantage of this market opportunity due to its protected, proprietary positions. In the U.S., there have been three patents filed. One protects the reversible, iontophoretic device; the second protects the NICS technique; and the third protects the unique vehicle to produce the ionic colour.
To date, the principals have invested a lot of time in research and development of the current products, which will satisfy market demand to create a safer, simpler laser refraction correction system.
Financial Summary
Based on detailed financial projections and if the company gets its funding, it will be profitable by Year 4 with a substantial net profit. Below is the summary of projected financial information.
1.1 Mission
To provide the field of ophthalmology with innovative designs which will facilitate the treatment of ophthalmologic diseases and conditions.
Office Space Solutions is a business improvement company. The company is focused on high-growth firms and helps to streamline communication, paper flow, office systems, and other administrative processes. It also assesses office space organization and office flow. The results are a complete turnaround, including improved efficiency, reduced costs and higher incomes, as well as happier people.
Office Space Solutions is able to offer two key competitive advantages. First, our team has extensive experience in office space management. Second, we have a high level of efficiency in work flow. Bev Johnson is the owner. She spent the last 10 years working in three start up companies that were growing rapidly. It was Bev Johnson’s responsibility to manage each company’s personnel growth and improve employee productivity. This experience was priceless. Office Space Solutions is able to capitalize on the benefits of networking that Bev has accumulated through her previous industry relationships.
1.1 Mission
Office Space Solutions’ mission it to provide superior support services for their clients. The goal of Bev is to retain and attract customers. Everything else will follow this principle. Her services will exceed the expectations of her customers.
1.2 Keys to Success
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’8217; expectations.
To increase the number of clients served by 20% per year through superior performance.
To build a sustainable start up business that is financially profitable.
The majority of hearing-impaired individuals who use hearing-aids or undergo surgery to receive cochlear implants expect to hear well. Tens of thousands of people with hearing impairments continue to have difficulty hearing outside of the clinic setting. A clinician may have incorrectly adjusted the settings of the medical device. Audiologists and speech-language therapists require a hearing test that can accurately and quickly assess the ability of an individual to hear in a noisy environment. This test is particularly important for children as it can decrease slowed learning. Children with hearing loss may not get early intervention. This could lead to hearing loss in their hearing and a loss of ability to learn. In addition, since life expectancy can realistically reach to age 90 and beyond, an individual could potentially be affected by hearing loss for half of his/her lifetime.
Pure tone hearing tests, which require the use of sound proof booths and an audiometer to produce the tone, are currently used for hearing loss evaluation. These tests assess fundamental hearing loss, but do not predict how an individual will comprehend words and sentences in a real world setting. These tests are unable to determine whether a second hearing instrument or cochlear implants would improve a patient’s hearing. This information is vital for patients and their families, as cochlear implant and hearing aids can often cost more than $40,000, and they are often not covered under insurance.
Auris Solutions is an early stage hearing care company, which solves these market needs by delivering novel and scalable software-based hearing tests that rapidly and reliably assess hearing in a realistic environment. Our tests offer a unique opportunity for clinicians to optimize their hearing device settings and recommend the purchase/replacement of additional hearing devices. Setting the medical device optimally for each patient can make an enormous difference, in saving them from the emotional and mental problems associated with hearing ineffectively. Our tests are expected to be an essential part of the portfolio of hearing tests offered by audiology clinics, and will be conducted following the audiogramtone test.
Auris Solutions will soon be able to launch its first product, the CRISP (Children’s Realistic Intelligibility und Speech Perception). This computerized system allows children to test their speech comprehension by computer. It is a reliable and rapid way to test their hearing ability.
Auris Solutions currently needs $250,000 in order to implement our marketing strategy and offset our start-up expenses, which include product acquisitions and business development plans for future and existing products.
_________________________
[1] http://trfn.clpgh.org/shhh/Factsheet.html#r1
1.1 Objectives
We will implement a business model that will allow us to achieve and maintain a gross margin equal to or above 75%.
To promote and improve the core competencies of the company, we will be looking for a qualified management team.
We will satisfy our customers by offering products free of defects and by offering outstanding customer service that will consistently exceed customers’ expectations.
We will allocate a significant amount of our sales revenues to research and development in order for us to offer new and innovative products in the hearing care industry.
1.2 Mission
Auris Solutions, LLC, a company that provides innovative and comprehensive solutions to refining hearing loss diagnosis, is Auris Solutions, LLC. We pride ourselves in the quality of our products. They are reliable, fast, and efficient. We will manage our business to achieve long-term profitability and planned growth.
We will build on our strengths and meet the needs of our customers to grow. As a result, Auris Solutions, LLC will optimize shareholder value and be respected worldwide as a solutions provider company in the hearing industry.
These are our values.
Corporate Responsibility The Company will take part in community events.
Ethical Principles – The Company will be able to conduct business on sound ethical principles.
Compassion We are open to all with kindness, concern, and openness.
Respect #8211: We recognize the wonders and potential of the human mind.
Excellence –: We expect the very best of ourselves, and one another.
Stewardship – We use our resources responsibly.
Community “We cultivate relationships which inspire us to serve.”
Success Keys 1.3
Auris Solutions’ goal is to provide our customers the best products as well as related services. Our most valuable assets, our employees, will be the first to demonstrate our commitment to quality. Thus, our employees will be accountable in each of the following areas, which are key to our success:
Management Staff:
Hire the right people to work for the company
Establish evaluation standards and policies for all employees
Assign responsibility to staff and delegate
Sales & Marketing:
Establish awareness of Auris brand and product offerings
Develop and implement your sales strategy
Remove barriers to entry
Implement a marketing plan that successfully brings our advertisements and products to the target market
Offer customer support for all products, even after they are purchased
Product Quality and Development:
Timely launch of new products
Establish quality processes
Management & Customer service:
You can manage purchasing well
All purchases should take into account the needs of the customer
You can reduce the need for inventory in-house and overhead costs
Marketing budgets are set and accounts receivables are managed
To ensure customer satisfaction, create a program.
Healing Touch Massage is a sole proprietorship owned by Lavinia Watkins, LMT. Ms. Watkins has been a Licensed Massage Therapist in the State of Oregon since July 1984, and has run the business from a home-based location since then. Since its inception, it has been consistently profitable.
Massage is offered in many styles, including traditional Swedish Massage, deep tissue work, sports massage, hot stone massage, reflexology, and more.
This plan for a massage therapy business is being used to examine the cost-effectiveness of expanding and moving the business to a downtown area. This would make the services more accessible to people who work full time, and also make the office more convenient for clients with medically-ordered massage therapy. While billing insurance companies for massage therapy is lucrative, the nature and cost of the therapy, which is usually 15 to 30-minute sessions that focus on a specific area of the body with a short duration, makes it essential that clients have access to the therapist either during lunch hours or during the work day.
Mission
Our goal is to operate a profitable business providing therapeutic massage in caring, professional environments. We offer massage in many styles, including traditional Swedish Massage and Deep Tissue work. Our goal is to tailor the client’s experience based on initial interview information, as well as in-the-minute feedback during the massage, to insure the client’s comfort and satisfaction, and to increase repeat business. We aim to provide massage that is both effective and respectful of client’s personal boundaries. This will ensure that the experience is both relaxing and energizing. We care about the overall experience. We use quality oils and lotions and appropriate scents. The client can choose to listen to soothing music, nature sounds, or just silence.
Objectives
By moving to a city center location, you can increase your day-time clients 100%
Local advertising can help you increase the number of clients you have by half.
To sublet space in a new area, find another LMT or any other personal service provider.
Keys for Success
Professionalism refers to everything, from keeping confidentiality to our LMT training up to date, to maintaining good boundaries among clients and therapists.
Individual Attention: Making every effort to tailor each client’s experience to their preferences.
Repeat business/Recommendations: giving the kind of service that brings people back for regular treatments, and encourages clients to recommend us to friends, and other health professionals to recommend their clients.
Timely Trucking is a new medium- and long-haul dry van trucking business based on Portland, Oregon and founded by veteran entrepreneur Jim Kerrigan. Timely Trucking provides logistics management and freight hauling services for businesses in the Pacific Northwest. Timely Trucking will build a reputation for providing accurate and timely service. The company also has sophisticated Web and Software functionality that allows clients the ability to easily align their business and use Timely Trucking’. The business will be managed by Jim Kerrigan, CEO, and a Chief Operating Officer.
Timely Trucking may be started for approximately $700,000. The investment of Jim Kerrigan as well as some investment by investors partners is significant. The business will be launched with three 18-wheeler trucks and will expand its operations to utilize eight 18-wheelers by the end of its third year, using auto loans to finance this expansion. The business will have a gross margin of 60%. This means that it can make significant profits by the end the third year.
Beyond three years, the business will seek to expand to additional bases of operation in the Northwest and to add trucks with refrigerated and temperature-controlled trailers. This business will be offered for sale to national freight-hauling services that are looking to expand their operations or increase their presence in the Northwest.
Objectives
Timely Trucking aims to provide truck-based distribution services for businesses in the Northwest United States (Washington. Oregon. Idaho. Montana. Wyoming).
Over the first three years of operations, Timely Trucking will seek to meet the following objectives:
You can establish bases in Seattle, Spokane and Portland, Cheyenne or Boise, as well as Billings
8 18-wheeler trucks equipped with dry van trailers
Hire 10 full-time truck drivers
Achieve strong annual revenue based on 1.2 million miles of hauling in the third year
Mission
Timely Trucking is a partner for Northwestern businesses in order to simplify the distribution of goods. Timely Trucking will be able to manage logistics, ensure on-time deliveries, and partner with distribution centers and warehouse businesses in order to reach its goals.
Keys for Success
These are the keys of success in the trucking business:
Robust communication between clients and bases is possible through robust systems
It is important to set delivery times that can be fulfilled (i.e. Setting the right expectations
Hire and retain reliable, safe drivers
Understanding the needs of clients and finding the best distribution solution for them to build long-lasting relationships is key.
Trestle Creek Cabinets, a cabinet business, will be established to specialize in custom cabinets. They are available for residential, commercial and resort customers. Its founders have extensive construction and cabinet industry experience. Trestle Creek Cabinets is part of Trestle Creek, Incorporated, a construction firm that shares staff, office spaces, and administrative costs. Trestle Creek Cabinets will still be considered a separate company for business planning purposes.
After many years of involvement in the construction of luxury homes the owners of the company saw a need to create a line of cabinets that offers a wide range of design options, high-end finishes and top-of the line organization, quality, and customer service. Trestle creek Cabinets will fulfill these customers’ requirements. The company is building a strong market presence in the high-end residential and resort development segments. Revenues are expected to rise substantially between FY1 & FY3. The company anticipates making handsome net profit by FY3 with a gross margin average of over 25%
The capital was provided by the company’s owners to pay for the initial expenses. The company currently seeks a 3-year commercial loan to cover the operating expenses.
1.1 Objectives
The company objectives are:
To be a top cabinet supplier to luxury homes in the regional market.
Revenues exceed Year1 levels by year end
Target 70% in high-end residential customers segment.
20% of residential sales are in the mid-range customer segment.
10% of sales will go towards commercial development.
To have a showroom within 3 months in a prominent retail space.
1.2 Mission
To deliver a high-quality product on time, within budget and with minimal errors.
