Vista Total Market Equity is our company’s flagship investment product. This strategy will initially be offered via a mutual fund registered by the U.S. Securities Exchange Commission. Technological advances also allow for economically viable distribution channels such as separate managed portfolios for large accounts. This plan also contains details about our investment products. It’s worth mentioning that we are excited about a piece of research that will be published by the Journal of Portfolio Management. It supports our primary product offering. Ennis Knupp, an elite institution investment consulting firm published a study entitled, ‘Failure Of The Multiple-Specialist Strategy. Case for Whole Stock portfolios.’
VISTA INVESTORS will be structured as a partnership designed to capitalize on industry research performed by one of the founding entrepreneurs, Michael Douglas, during his professional career in investment management research. Douglas has conducted over 30 research visits at investment offices during the past year. Douglas met hundreds of key investment professionals, either via phone or face-toface, with people all over the world. Douglas’s team presents his business plan as an outline of how a successful investment manager organization should look in the face of changing industry influences.
VISTAINVESTORS will offer high net-worth or angel#8221 investors the opportunity to purchase minority ownership in return for contributions towards VISTAINVESTORS’′ operating capital and to provide seed assets to support the investment products described. This document by itself does not constitute an offer or guarantee of any kind. There are many risks associated with VISTA INVESTORS’’s business plan, beyond those listed in this document.
1.1 Objectives
The purpose of VISTA INVESTORS is to create value for owners, employees, and investors via the establishment of an investment management organization designed for the Third Generation. Merrill Lynch & Co., Inc., Barra Strategic Consulting Group define the Third Generation as a phase within the investment industry that requires a specific set of abilities for success. This study, many other studies and, perhaps most importantly, our industry experience have been used by our team to create a plan for the success VISTA INVESTORS.
1.2 Mission
All portfolios can be executed quickly and efficiently with buy and sell decisions. Trading rotations are used, where applicable, to avoid any type or systematic advantage/disavantage that accounts might experience. We would not allow any circumstances to force us to stray from our discipline.
1.3 Keys to Success
Performance is the most critical factor in investment management. Morningstar is a widely-respected organization for its accreditation in mutual funds. This is why one of our main goals is to achieve a rating. Morningstar will only rate funds with a minimum three-year performance history.
SAFEassure, LLC, designed a product that gives managers an affordable, quick, and easy way to keep track of employee hand washing. Proper hand washing is a preventative measure that can be used to eliminate communicable illnesses.
Poor hand washing results in more than 130,000 American deaths every year from the spread of communicable diseases to other people in restaurants, daycares, and hospitals. (More than AIDS combined). Studies have shown that proper handwashing in these settings could reduce spread of disease by up 75%. This problem is mainly due to the inability of supervisors to supervise and manage employee handwashing. Existing products do not offer affordable and effective ways to enforce hand washing standards. Each year, Americans spend over $95 Billion on preventable diseases. (www.webmd.com)
SAFEassure, LLC, the first producer, has proven that soap can be used to wash hands. After washing occurs, the unique dye in our soap remains on the hands and fades to the skin’s natural color in under six minutes. This would allow supervisors to conclusively verify at a glance whether hand washing has taken place. This product is unique in that it offers such high standards of sanitation compliance. This soap is safe and conforms to all FDA regulations.
The Market
Day cares are the best place to start our product. Hospitals and restaurants have a huge market for it. Day cares are a great market as they have a strong interest in reducing disease transmission among children and parents. Family Practice News says that daycare centers are “sophisticated little germ factories,” exchanging bacteria and virus with the mere touch of a hand or sharing a toy. Many of those bugs spread to home, where they can infect others.
SAFEassure, LLC’s founding team is strong and the board of advisors are experienced. Jack Soap is our primary advisor and has twenty years of industry experience. He also has a network of relationships that will help accelerate the product’s market penetration. SAFEassure, LLC plans to outsource soap production to an existing soap producer. The executive team will first target the Portland Metro area and eventually the greater Northwest using direct sales and existing distributor channels to penetrate the market. Initial capital will be used to patent, approve, produce, market, and support the operation of SAFEassure for the first year.
SAFEassure, LLC will use three simple strategies to reach our goals of growth.
With a unique product, you can take advantage of the first mover advantage in a highly fragmented industry.
Develop a strong branding campaign to build awareness, positive perception and sales of our products within our target markets.
Continue to develop products that meet the ever-growing needs of our customers.
Based on detailed financial projections, SAFEassure, LLC will require $250,000 in start-up capital, but will generate positive cash flow in October, Year 1. The company will have $850,000 in sales by Year 3. It will also be making a significant net profit. SAFEassure, LLC provides investors with a company that has significant growth potential, but is also stable in terms of revenue generation.
Mission
Our mission is to create value for customers and shareholders by continually improving health and reducing preventable illnesses through the use of our soap.
Keys to Success
To promote SAFEassure’s products and establish its standard for hand washing compliance, this campaign was a first-mover branding campaign.
Patent protection protects our time sensitive dye and product idea from other competitors.
Complementary relationships with organizations interested in increasing hand washing compliance.
Objectives
By February 1st, create a complete prototype that meets regulatory standards
Be the specialty soap of choice in Northwest day cares by December Year 2.
By the end of year 6, sales will have reached $5 million
Although the scrap tire recycling industry has existed for many years, it is still in its initial stages. Less than 20% of all scrap tires are processed. About 10% of the scrap tires are used for power generation. But, air quality is always a concern because scrap tires, just like coal, are a dirty fuel. About 4% export our scrap tires to countries where the casings can be used in retread machines or the tires are sold as they are. Currently, about 2% of our scrap tires can be processed into crumb Rubber and used in modified rubberized asphalt applications. This creates a durable and longer-lasting asphalt surface.
Scrap tires are a health hazard as they provide food for rodents, snakes and mosquitoes. This problem is serious, as scrap tires are generated in the USA annually at around 250 million. There are currently piles that amount to between 2-3 billion.
ATP-Advanced Technology Pallets a Nevada Corporation (ATP), is proud to present its unique and patented product the RST-PAL Pallet, a new pallet made from recycled scrap tire rubber. The #8220> RST-PAL Pallet provides an alternative to wooden wooden pallets. RST PAL Pallets could be serial numbered or bar-coded in order to make it easy to track and retrieve them so they can be used repeatedly over many years.
Dan Radke, the inventor of the RSTPAL pallets, has given ATP the patent rights (to the USPTO USPTO #08/680,476) to continue manufacturing and marketing them around the globe.
OUR MISSION
To provide durable, cost-effective and economical pallets to all industrial and manufacturing sectors.
THE EXISTING PROBLEM
The life cycle of plastic and wood pallets is extremely short.
Wood pallets can break, and they need to be repaired or replaced every few trips.
Wood absorbs liquids, gains weight, breaks and splinters, and is difficult to clean.
Industries demand more durable and long lasting pallets.
It is a potential environmental hazard to have scrap tires stored.
Current pallets made of wood, are consuming over 3.5 million trees annually.
THE SOLUTION
Pallets made from RST-PAL are more affordable to purchase and maintain.
RST-PAL pallets have a greater durability and are indestructible.
RST-PAL pallets can support 15 times the load of a similar wooden pallet.
RST-PAL pallets can be stacked, stacked, and are more durable and last longer.
RSTPAL pallets can be unique. They are made from recycled rubber scrap tires and include a new patent process that involves rubber, recycled plastics, as well as a binder.
RST-PAL Pallets are guaranteed for many years.
RST-PAL pallets have no competition worldwide.
TECHNOLOGY, PROCESS
The materials process as well as the manufacturing of pallets were based on an USPTO 08/680.476 patent.
International (PCT), Patent protection filed.
Machines for production lines are available and have been sourced.
There are many raw materials that can be found and easily sourced.
Flexible production lines enable the construction of various sizes of pallets, while ensuring high quality and yield.
Product is ready for production. Qualification and R&D are complete.
Modular capacity allows for rapid manufacturing expansion.
Factory is environmentally “clean” with no waste stream.
Prototypes have been built, tested, and qualified.
THE SALE
The U.S. consumes 800 million pallets annually (National Wooden Pallet and Container Association. NWPCA).
RST-PAL pallets have the lowest life cycle cost compared to wood, aluminum, and plastic.
There are many options for Global Pallets-leasing.
Marketing must focus on both closed or open loop distribution systems.
International markets and licensing opportunities for internationally protected patents
U.S. Government Agencies and Contractors.
The U.S. government requires that product replacements be made with recycled products before they are used up.
MARKET QUOTATIONS
“Quality, reusable multi-trip pallets instead of poorly constructed single user pallets” is needed ASAP. (Reference: NWPCA)
Contractors doing business for the government are required by law to purchase “ ” & “.
Products containing recycled products are first. (Reference: President Clinton Executive order)
SALES
Prototypes were evaluated by different industries, including military and government agencies with positive feedback.
Potential sales subject to investment and production ramp-up
Environment incentives for certain markets (Government Sub-Contractors).
All licenses, permits, governmental agencies acquired and in support of project.
PALLET COST COMPARISON – OVER FIVE YEARS
You can save substantial money by using RST–PAL pallets. (See Topics. 4.2. and 4.3.1).
INVESTMENT REQUIRED. USE OF FUNDS
$6M investment for 35% ownership estimated to reach profitability within 12-18 months.
The dividends will be divided at 50% for the shareholders from the second year onwards, provided it does not impact the expansion. The remaining 50% will be dedicated for growth.
Funds raised can be used for plant establishment, operations, marketing, and sale.
With two production lines, the first year will produce 1,137,000 units with a projected net profit exceeding $8 million.
INVESTOR DISCUSSION
Projections show the return on original investment in less time than two years.
Based on five years of net earnings discounted to present value, it is estimated that the valuation was approximately six times.
Five years of projected net earnings with a 25% discount (incl. Present Value of five years of projected net earnings at a 25% discount (incl.
Reaching less than 1% of the market share with five plants within five years.
Projectioned revenue: $402 Million
Projected net profits (before taxes) approximately $178 Million
Strong and professional Management Team with highly skilled consultants.
Alternative exit strategies are: (a), IPO in two years;(b) Acquisition; or (c) Private ownership, with a long horizon to profits.
‘#8212’ RST-PAL Pallets MANUFACTURED OUT RECYCLED SCRAP TIRES
HELPING TO CLEAN UP AMERICA’S SCRAP TIRES
1.1 Mission
ATP is a manufacturing and marketing company dedicated to providing to all industries cost effective and durable pallets made from recycled scrap tires. The product and manufacturing process are protected by patents worldwide.
Pallet users include both companies and individuals who use pallets for main distribution. They want a pallet that is more durable and lasts longer than wooden pallets. According to the National Wooden Pallet and Container Association, a wooden pallet can be used for one to two trips before it needs to be replaced or repaired. Due to their short life cycles, pallet users must purchase pallets more frequently.
Stockpiles of scrap tires throughout the United States pose a serious environmental risk. They provide habitat for rodents and insects, as well as a potential fire hazard.
ATP will reduce risks from scrap tire stocks and will conserve some of 3.5 million trees annually harvested to produce wooden pallets. ATP will locate its manufacturing plants in rural towns, near large metropolitan areas, where employment is needed the most.
ATP will make profits and give excellent returns to its investors, while financing aggressive growth to increase production every year. ATP will maintain a fair and friendly work environment that values diversity, product improvements, hard work, and fairness.
1.2 Objectives
Two production lines to be established at the Stamford, Texas plant. This will allow for the production of 1.2 million pallets annually.
For years 2-5, to increase production by opening two more lines of production every year.
Target market share at 0.15% for the first year of production and to 0.75% by the fifth year. 800 million pallets are produced and sold each year in the U.S.
One year projected market shares of 0.15% are expected to result in net profits of $8million (before taxes), and 0.
Net profits of $66million will be achieved by 75% of the market share for year five. Accumulated profits (before taxes) are projected to be $173 million for the first five years of production.
ATP will exploit America’s urgent need to find solutions for its scrap tire issues and establish plants at different locations.
License agreements can be used to develop foreign markets, particularly in Europe and Far East where there are similar problems with scrap tires.
1.3 Keys to Success
These are the main reasons ATP is a success:
A pallet market exists in the United States that is currently worth more than 800 million pallets annually. It is estimated that about 60% of all pallets in the United States are hardwood. These are ATP’’s most targeted customers.
RST PAL pallets have lower lifecycle costs than either wooden or plastic.
RST PAL pallets are protected by patents, can carry over 15 times the weight of wooden pallets, and are almost indestructible.
For years, RST-PAL pallets will be guaranteed
Pallets have been around for a long time and are therefore a very well-known, essential product. It is not necessary to create a new product in order to get into the market. RST PAL pallets don’t represent a new product. However, they are far better, more durable and more long-lasting than other similar products on the market. The advertising and marketing costs will remain low as the RST-PAL pallets are introduced to pallet users through trade shows and conventions, with ATP’s sales representatives located in targeted marketing regions. Dallas/Fort Worth is the first targeted marketing area, located near Stamford, Texas.
The U.S. government has issued an executive order requiring all government agencies and contractors to ‘#8220buy recycled before”. This includes the Department of Defense as well as the Department of Transportation. ATP will target federal and state agencies to market RST-PAL pallets.
The McKenzie Tackle and Bait Shop is located off Highway 126 near the new Oakridge Plaza. It will be a convenient one-stop shop for all your fishing needs. Highway 126 leads to more than 130 fishing locations. Oakridge Plaza, which is the last shopping and dining area before entering McKenzie National Parks System, is located at the Oakridge Plaza. McKenzie Tackle and Bait Shop will capitalize on its location to pull in customers. It will provide information and fishing tips as well as a wide range of fishing products.
Brad West, who owns McKenzie Tackle and Bait Shop in McKenzie Tackle, has been an avid angler for over 25 year. He knows all of the area’s top fishing spots and has managed two bait shops and fishing tackle stores over the past seven year.
1.1 Objectives
To become a favorite and essential shopping destination for those who travel to the area for fishing.
Develop a customer base which will grow each year.
Provide exceptional service and products for both novice and experienced fishermen.
Success Keys 1.2
The following keys are key to McKenzie Tackle and Bait Shop’s success:
Location The McKenzie Tackle and Bait Shop can be found off Highway 126 near the Oakridge Plaza. Highway 126 connects you to over 130 public fishing opportunities in McKenzie National Park System. Oakridge Plaza is the last place to shop and eat before you enter the McKenzie National Park System. The plaza is frequented by many tourists who stop by it at the beginning or end of their day in the parks.
SERVICE: Brad West from McKenzie Tackle and Bait Shop realizes that customers aren’t there to just browse. They need the right product, or the best information on how to fish. McKenzie Tackle and Bait Shop provide outstanding service and help customers get on their way to fishing.
1.3 Mission
McKenzie Tackle and Bait Shop’s mission is to provide the best fishing products and information in the McKenzie National Parks region. Our store is an important step in any trip to fishing.
Blue Sky Satellite Communications CC (Blue Sky), is a provider of satellite services and communications solutions in Africa. Its operations are based in South Africa. The company offers both terminals and satellite phones, as well as airtime packages that can be customized to meet the needs of each client.
Blue Sky Satellite Communications will achieve the following goals by focusing on its strengths and its key customers and the underlying values that they need.
This business plan is the key to success. It renews our vision and strategic focus of adding value to our target market segments: the corporate business and high-end home office users, in our horizontal market. It also contains a step by step plan to increase our sales, gross profit, and profitability.
The Company
In 1996, Pedro M G Camacho started “Hyper Parts Com Division” after purchasing a satellite phone from COMSAT. He was so impressed with its abilities and potential that he decided to start his own satellite communications company. The firm was renamed Blue Sky Satellite Communications in 1998. It has been in legal trade for two years and continues to grow. Pedro saw Inmarsat a niche marketplace and reacted well. VSAT is the next logical step for the development in the satellite communications sector.
Blue Sky Satellite Communications was founded on the belief that management of satellite technology will be the most important step towards communication since the invention the telephone. We have been positioned at the forefront of Africa’s most disconnected continent, Africa, as a service provider for Inmarsat/VSAT services. Our goal is to establish as many connections in Africa as possible in the shortest time. This can only be done by partnering local telecommunications firms, private or state-run.
We will concentrate on the following keys for success in order to realize our goals: increase Inmarsat Airtime usage; develop the VSAT Market, increase marketing efforts in Africa; outsource quality services; introduce better value-added to the end user; and maintain and grow customer services.
Blue Sky Satellite Communications can be found in Bedfordview (South Africa). It is located just 15 minutes drive from Johanessburg International Airport.
The company currently has 4 employees, with 1 director. The company intends to grow the company by at least 20 employees in the near future. Sales personnel, customer service which is available 24-7 and technical support will all be added. Marketing and promotions are outsourced to specialized firms.
Our product is sourced from various Land Earth Stations as well as different equipment manufacturers. In most cases, our relationship is direct with the manufacturer.
The Market
Our products have been a hot commodity due to increased internet usage for sending and receiving information. We expect broadband to continue to grow exponentially. More people and companies will invest in faster communications systems to increase productivity and improve their bottom lines.
The satellite services market is worth an estimated $12 billion in Year 1 for the African and Middle east markets, and there is a projected growth of 20% per year. Blue Sky hopes to tap into this market and will be able capture a 10%-20% market share.
The projected market growth for the Telecom’s industry has been one of the most highlighted aspects of new business in the marketplace today. With the coming of age of the new broadband services and the privatization of many Telecom companies (which were previously run by the government), we see that growth is going to far surpass any projection that has been made in the past.
Two types of hardware will be available to our customers so that they can become more productive. Inmarsat products, such as the Mini-M Sat Phone and the M4 Global Area Network terminal, are poised to maintain a growth pattern over the next 24 months. Re-launches of Iridium products will have a similar impact.
the market, and we are in good position to take advantage of this opportunity. The VSAT market has just appeared last year, and the sentiment is that it will grow even further in Year 1 and Year 2.
Blue Sky has many local competitors. We have a number of local competitors that we can rely on to provide better customer service. We learn from their mistakes, and have kept a good relationship with them.These companies are : African Satellite Corporation, Pertec International, Grintek Telecom, and Station Africa. Blue Sky has spent a lot of time focusing on the future trends within the industry in order compete effectively with these companies. This will allow it to position itself to be the market leader in this sector. These are some of the most important trends:
All customers need to be given maximum attention by strong customer support in order to keep their recurring monthly income high. Many of the quick service solutions will be provided by the customer service center or the Internet interactive chat.
The most obvious and important trend in the market is declining prices. This has been true over the years, but it seems that this trend is accelerating. We see major suppliers and manufacturers putting together systems of incredible specifications, with more power, speed, and bandwidth.
Another trend is growing connectivity. Everyone wants to connect to the Internet. Every small business needs a LAN. Many small offices want their network connected to the Internet. Blue Sky must offer customized service plans with all features and at a low price.
The company is focusing on the small and large businesses that need a wide variety of services packages that have lower costs per airtime than other competitors.
Strategy Implementation
Blue Sky focuses on customer service and support. We will keep in touch with our clients on a regular basis to provide important information about the service or product that has been delivered.
Our goal is to establish a long-term relationship. Recurring income is our aim. We need to keep as many customers as possible. This means that we have to have constant contact with our clients. To keep our clients informed about all the happenings in the market, we send out emails and newsletters.
Blue Sky can be successful by focusing on certain markets. As we have been in the business for many years, we understand the constant changes in requirements, and, due to a lean management structure, we are able to make the required decisions on new markets rather quickly and efficiently. This then lends itself to have the necessary focus on the market segment as its’ needs change.
Stand out from the rest. We aim to be Africa’s most trusted provider of satellite services. We will provide rural telephony, pre-paid services, and be involved in education for our users. We will keep our promises and do everything we can to help those in need.
Financial Projections
The company expects to earn $62.2 million by year three with a gross margin of 31.7%. Controlled SG&A costs will create a very strong net margin. In order to be able to reach Africa’s regional markets, the company will invest $6.2 Million in additional long-term assets.
1.1 Mission
Blue Sky Satellite Communications was founded on the belief that management of satellite technology will be the most important step towards communication since the invention the telephone. As an Inmarsat service provider and VSAT service provider, we are at the forefront in Africa, which is the most disconnected continent in the world. Our goal is to create as many links in Africa in the shortest space of time. This can be done by partnering with local telecommunications companies, whether they are private or public. In so doing, we can offer all our customers the most legal route to high quality communication wherever they are.
Blue Sky Satellite Communications brings satellite communications down to Earth.
1.2 Keys to Success
Inmarsat Airtime Usage:
Expand the VSAT market.
Africa marketing should be boosted.
High-quality outsourcing services.
Provide better value-added service to the end user
Maintain and improve customer services.
1.3 Objectives
In the third year, sales grew to over $20 million
Maintain a gross margin of at least 30% and increase it to the maximum level.
Service, support, or training to be sold for $4 million by Year 2.
Increase inventory turnover to six rotations next year, seven in the second year and eight in the third.
Lowland Heights Roadhouse will serve as a temporary lodging facility, restaurant, bar, and RV Park. The long-term objective is to provide a unique experience, utilizing personal service, the historic Roadhouse buildings, its unique location, and one of the most picturesque parts of South Central Weststate. We intend to be more that a great RV Park, hotel, restaurant, and bar. We will create an atmosphere of luxurious luxury that exceeds Dusty Corners’ standard. The internet will help us increase our visibility and introduce the Greenhorn Valley year-round to people who are not familiar with it. This will allow us maintain a higher than average occupancy and profit.
Localization
The Lowland Heights Roadhouse, located in South Central Weststate near the northern end of Greenhorn Valley, is surrounded on both sides by the Ombligo de Dios mountains range to the east and the Lost Pony Hills to the west. The Roadhouse can be found on Route 173, a major thoroughfare, approximately 52 miles north from Silver Gulch and 47 mi southwest of Friday Falls.
The Company
Lowland Heights Roadhouse is an established Motel and RV Park, and has been in operation for the last forty-four years as Thirsty Creek Lodge and The Lodge at Lowland Heights. After we took possession of the property and established ourselves for a few months, we added an additional restaurant to keep it open to hunters, tourists, and locals. The past four owners had only owned the property for two to three years each, the business has not been operated to its fullest capacity and was run down. We plan to add a coin-operated laundry service (washing, drying and folding), as well as a four-bay self-serve carwash next spring.
The Lowland Heights Roadhouse was a dba for Golden Cholla Enterprises LLC. This Weststate Corporation is owned by Tory Britts with the assistance of her husband Gisli.
Britts and Njerdginsyn will operate the Roadhouse as a hunting resort during the months of September to December. It will be open as a vacation resort from January to August the rest of the year. The lodge will remain open year-round, seven days a week, and 24 hours per day.
Our Services
Built in 1954, the Lowland Heights Roadhouse originally opened its doors. Each of our rooms is equipped with two double beds or a queen bed, and rooms with a second bedroom or kitchenette are available. There is a full-service restaurant and bar, as well as eight RV sites with hookups. Next spring we will have full-service coin operated laundry facilities that wash, dry, fold, and dry. We also have a four bay self-serve carwash. The Roadhouse has an on-site front desk. We plan to add 10 additional motel units next spring, and have already done a lot of work on the buildings.
We plan to extend our services to Dusty Corners residents and other nearby cities as the Roadhouse grows through peak season. The large dance floor area is ideal for formal or informal gatherings (e.g. Wedding receptions, club meetings and Christmas parties are all possible. ).
The Market
Lowland Heights Roadhouse’s target market strategy is based on becoming a destination choice for the people in the Greenhorn Valley who are looking for a place to relax or recharge. Our target market is families who are looking for a vacation place, couples, families reunions, hunters, or drop-in customers. Our setting and facility is a natural for people or families to visit, what with the Greenhorn Valley having so many outdoor things to do. It is projected that the unit rental will increase by 30% annually. The only downside is that there isn’t any laundromat/car wash within 50-miles.
Weekly sales have increased at the restaurant as there is only one Mexican restaurant within 20 miles. This projection does not reflect any significant increase in marketing or exposure. It is however based upon the general average rise in tourism.
The three largest customer segments we serve are tourists, hunters, and local patrons. This area is famous for its deer and elk hunting.
For a small annual fee, subscribers to Web services can be exposed to international customers. We also have a website
http//www.lodgeatlowlandheights.com
. Roadhouse would love to see a 10% increase annually in customers.
Financial ConsiderationsGolden Cholla Enterprises LLC dba the Lowland Heights Roadhouse will be acquired via a Small Business Administration (SBA) loan with the buyers supplying 20% down. As you can see in the Startup table, we assume the initial capital start up. We will also cover operating expenses.
The Financial Plan chapter below presents an estimate of the average monthly fixed cost, which includes mortgage payment and operating expenses. The monthly earnings will be affected by the peak and off-season. On-season revenues will make up the difference in the first year. As Lowland Heights Roadhouse gains market share among local patrons, we expect that off-season revenue will be enough for Lowland Heights Roadhouse’s first year to break even.
1.1 Objectives
For the first three years, the Lowland Heights Roadhouse’s goal was:
Open Lowland Heights Roadhouse “turnkey operation” with existing bookings from the owners and new bookings at an uncreased rental price after possession.
Exceeding the expectations of our customers in hunting and vacationing accommodation.
Each month, maintain a 90% occupancy level.
A team of experienced professionals.
To increase the number clients by 10% per year.
Increase market exposure with Internet technology and direct advertisement.
Through incentives and increased exposure on the Internet, we hope to increase off-season occupancy by 30% the first year.
To increase off-season rental, expand into other property uses (cater party, receptions etc. ).
1.2 Keys to Success
These are the primary keys to Lowland Heights Roadhouse’s success.
You will create a first-class facility with great attention to detail.
Make sure that each guest feels important.
Provide quality meals.
Keep your guests coming back to you for repeat bookings and referrals.
1.3 Mission
Lowland Heights Roadhouse seeks to be the most preferred choice for temporary lodging in Prickly Pear County by increasing its exposure via the Internet (with multiple network links) and introducing the region to market segments who have not yet discovered this year round hunter’s dream. We aim to be more then a Roadhouse. We will create a setting that offers conveniences and experiences beyond what is available in Dusty Corners.
The Roadhouse guests will have every need met to ensure his/her comfort. Catered meals and chilled wine are available for special occasions. For an additional charge, catered meals and chilled wine can be arranged. Guests will be able to return to the Roadhouse on weekends to find a fine restaurant to eat before they go to bed.
The Lowland Heights Roadhouse will become established during peak season. We plan to extend our services to Dusty Corners residents and nearby cities during the off-season. The large dining area can convert into a large area, ideal for formal or informal gatherings (i.e. Wedding receptions, family reunions and Christmas parties are all possible. There are many other possibilities for outdoor events, thanks to its proximity to the mountains. The Roadhouse is able to host a catered event inside. It will make guests’ events easy. The owners intend to ensure that every guest receives the best service, attention to detail, and delicious food.
Herr Haar is a full-service salon which focuses on providing high quality services while also taking care to the individual. Herr Haar is unique in its approach to customer care and will make it stand out among other salons. Herr Haar is the only salon that offers innovative services in hair restoration and other salon services. There are no other businesses in Anytown that offer an effective solution to hair loss. Herr Haar’s experienced cosmetologists are committed to filling this niche.
Herr Haar is up and running since May 2003. However the limitations of the current site make it necessary for him to relocate. Herr Haar is looking for a $4,000 loan, which will be available for a period of 10 months. The talent and determination of the owner, with 27 years of experience, is sure to make Herr Haar a continued success.
Herr Haar’s hair services have risen to almost $47,000 over the past six months. This is more than $7,800 per month. We expect sales of hair services to rise to about $10,600 per months in our new facility. This is an extremely conservative increase. The new facility will also allow us to create new revenue streams by offering a massage room and booth rental from stylists. We also plan on increasing direct sales of products we recommend, which will bring our total sales goal for 2004 to $244,000. These forecasts have been based on comparable salon performance and research from other stylists and massage professionals in Anytown.
In the past, hair replacement has carried a stigma for many men. Herr Haar’s professionalism and integration in hair replacement with a wider range of hair, skin and body care products will make this service in Anytown a luxury for busy men. Herr Haar is the first to make sure you feel and perform your best.
1.1 Objectives
Herr Haar is more that a full-service salon. It offers excellent haircare and high quality products in an ambiance of peace and relaxation. Herr Haar will provide a welcoming work environment that respects diversity, creativity, hard work, and is open to all.
1.2 Mission
Our mission is to provide skilled services, through talented cosmetologists, that give our customers the dignity and self respect needed to be successful in the world today. Our customers will find all of their hair care and beauty needs in one location. We offer a range of complementary services, including hair styling and bodycare.
Success Keys 1.3
Location – Provides easy access for clients as well as greater visibility to potential clients.
Advertise Our name and the concept Herr Haar will be made public.
Unique– Herr Haar excels in providing high quality haircare and solving more complex hair problems in private consultation.
Reputation –: The stylists and owners enjoy a strong reputation with their existing clients
Discreet “Our new location is more visible and is paired with a variety of hair-care services so that clients who come in can’t assume they are looking for hair replacement.
Customer Happiness! This is the most important aspect of whether a once-off customer becomes a regular customer and refers us to friends.
The time has come for a salon with the expertise and knowledge needed to care for everyday hair and prevent hair loss. This business has great potential because of Herr Haar’s diligence and the desire of all the skilled cosmetologists to continue their education.
Guildford Dry Cleaning Service is a sole trader, start-up enterprise, to be established in Guildford, Surrey. The company will offer laundry, dry cleaning, and garment alteration services, along with regular home pick up and delivery.
The company will have a production plant, but no retail shopfront because we offer pick-up and deliver. We will still need delivery vans and customer service-trained drivers.
Customers can choose to pay at the time of delivery or by credit card billing monthly. The Service will send statements to each contract customer, itemising service fees and the charge for the service to their credit cards for payment, at the end of each month.
This new Guildford business offers door-to. dry cleaning, laundry, and an alteration service. This service may be convenient for working customers and they might want to give it a try. If they are satisfied with the service quality they are likely to become repeat customers. Customers who are loyal to the service become regular patrons. These customers will be more likely to recommend Guildford Dry Cleaning Service and their services to friends and coworkers. Guildford Dry Cleaning Service’s image will improve as more people use it. We will also gain more market share.
The sales forecast will slowly increase over the next three years and include total sales of PS324,700. In the first year, we expect solid Net Profits. Sales and Net Profits in the third year are up significantly.
1.1 Mission
Dry cleaning, laundry and clothing alteration will be offered with free pickup and delivery to your home. Customers who work will appreciate our high-quality and convenient services.
Success Keys 1.2
Because the business is just entering its first year, a solid marketing strategy will be key to the company’s success.
It is important to remember that the target customers have money and want to be provided with a high quality service; therefore they will only use this service if they are entirely satisfied.
In order to ensure customers aren’t rushed at the end of a long day, it is essential that hours of operation are convenient.
1.3 Objectives
Guildford Dry Cleaning Service is committed to providing laundries and garment alteration services to Guildford customers.
Achieve a 30% market share within the first year
To achieve a total of PS324,000 in your first year of sales
Yeti Card & Gifts, also known as Yeti, is a retail company that sells a wide variety of gift cards and cards. Yeti’s motto, “Fun Function & Funky,” is what it stands for. Yeti opened in 2012 as a gift shop specializing Asian decor and gifts. Yeti quickly out-grew its original space and is now located in the Wigman Hospital/Physicians & Surgeons South Building, open Monday through Saturday 10 am – 6 pm. Yeti is currently finishing tenant improvement on their second location. It is located in University Heights. The grand opening of the space is set for July 4th.
The Market
Yeti has managed to successfully appeal to two distinct market segments in a way that no other retail gift/card store has been possible. Yeti’s first target segment is university students. This group is identified by their younger age, higher disposable income relative their household income. For many students, the years at university is the first time they are living away from home and away from their parent’s often watchful and restrictive eyes. Students are able to maximize their disposable income and sometimes, unfortunately for them, go beyond their financial means. This market segment has 38,833 potential clients.
Yeti is also very successful in appealing specifically to the University faculty and staff as well Wigman Hospital staff and greater Cleveland Heights/University Heights residents. This segment is a maturer market. They are seeking a secure and friendly environment that is nostalgic but also youthful with excitement. This segment has more than 191,590 potential buyers.
Competitive
Yeti’s competitive advantage is their ability serve two market segments simultaneously, something that no other gift/card shop can do. Yeti was able to achieve this feat because of two competitive advantage. The first is a large product range that appeals equally to both target markets. Yeti’s alternative motto, “Risque and not Raunchy” captures this idea perfectly. Some of the products are a bit too extreme for good taste, but nothing is offensive or outlandish. This creates a relaxed atmosphere with an edge. However, it is one that everyone would be comfortable in. Yeti is able serve two distinct groups of customers thanks to its extensive product portfolio. Although a wide product choice is sufficient to provide two customer segments, it does not mean that the selection alone will suffice. Their competitive advantage is their high-quality customer service. This supports their large product range. The store provides outstanding service to customers who feel like they are truly welcome and enjoy the entire shopping experience. Every Yeti employee receives training to ensure that customers have a pleasant, positive, and helpful shopping experience. The sales staff realizes that the job of their employees is to help customers with any type of assistance they need. The customer will leave the store feeling that Yeti exists to cater to their individual needs.
Yeti Cards & Gifts opened almost two years ago and has proved that they can meet the needs for two distinct customer segments. The Yeti concept is being led by the husband and wife team of Dan and Ishada Gordon, both of whom bring a wealth of experience and skills to the company. Yeti is currently preparing for the grand opening of their second location and its overall growth looks quite promising. The sales forecasts predict revenue of $169,000 in Year 3 and $180,000 in Year 4, with net profits of 5.96% & 7.59%, respectively.
1.1 Mission
Yeti Cards & Gifts’#8217’s goal is to bring new products to customers and staff in a fun and friendly environment. Our top priority is customer satisfaction.
#8220Fun, Functional & Fun, That’s Yeti.
Success Keys 1.2
These are the keys for success
Offering products of high quality and value that are not readily available elsewhere. This is crucial for maintaining niche markets mentioned in the Executive Summary.
Promote and advertise in the areas our target customer base will be aware of our store.
Continuously reviewing sales and inventory levels and making adjustments as necessary.
1.3 Objectives
Yeti has set two goals for the company. The objectives are lofty, yet achievable. You can track and develop your progress.
All employees will work to reach the goals and be motivated by the organization.
To increase your visibility and sales potential, open a second shop in University Heights.
The Nightclub, a high-energy nightclub and dance club, will be in Waldport, YourState. Through exceptional service, we aim to stay one step ahead of our competitors. We want our guests to have more enjoyment during their leisure times. We will have the highest ratio of video and electronic equipment per square footage in the region. It will be easy to create a sense that everyone feels #8216 connected, despite the simple theme. Our motto is “happy, enthusiastic employees make happy guests”.
The main objectives for the development and operation of this new venue include:
Make the most of this great location opportunity by committing to the Town Square development quickly.
The venue will be officially launched with a grand opening in the summer of year 1.
To control costs, operations, and cash flows with diligent management and automated control.
To maintain a food price below 33% percent of food revenue.
To keep total beverage costs below 25% of beverage revenue.
To exceed $3 million in annual sales by the fourth year of plan implementation.
The keys to success when achieving our goals include:
Give exceptional service that makes a lasting impression.
Consistent entertainment atmosphere and product quality.
Assisting in the management of cash flow, internal finances and other financial matters to encourage capital growth.
