Database Software Business Plan


Database Software Business Plan


This plan provides investor information, including the basic strategic plan information needed to start and run JTB Integrated Technologies. JTB&#8217’s Integrated Technologies Division, a sub-corporation, of JTB Technologies, Inc., a major holding company. JTB Industrial Sales and JTB Products and Services are the other divisions. The three divisions will be closely integrated and share common staff. However, the following plan outlines the Integrated Technologies Division.

JTB Integrated Technologies, Inc., a corporation created under the laws the commonwealth law of Louisiana, will be formed in February. The company’s main location will be in Richfield, Louisiana.

JTB&#8217’s Integrated Technologies Division develops and supports a full range of P.C. based software applications. Additionally, JTB will develop and support ad-based Internet marketplaces, online magazines, custom-developed commercial websites, and other hosted business products tailored to the Industrial marketplace. The Integrated Technologies Division will create these applications by using JTB’s Industrial Sales and Industrial Products Divisions to test them and provide marketing referrals for live product demonstrations.

These managers have been vendors for these companies for twenty years and have found a niche helping businesses with product presentations, customer management and job costing. The majority of businesses in this industry use different software and databases for managing internal vendor information and external customer request management. After our products are installed online, the pre-sales order processing and order processing will continue as usual. This will allow the businesses to make use of the applications to expand into new markets and sell their products and services through our distributor partners. Integrated businesses will now be able to offer products and/or services to their other partners. There are also opportunities for them participating in larger contracts. With high-end software and servers in place, these businesses can easily extend larger clients’ inventory, order tracking, and engineering information, filling in the gaps left by larger systems contracts. JTB&#8217’s Integrated Technologies Division will act as a support partner for the business applications.

Mitchell R. Jeremy is responsible for overseeing product design and development as well as integration and company management. Rachel Jeremy is also part of this management team. The management team will also be supported by a team-oriented, customer-focused staff consisting of Mitchell R. Jeremy, Rachel Jeremy, and our in-house developers. Our in-house software application developers will create and manage our websites. JTB Integrated Technologies, Inc. retains the services of a CPA firm for professional company audits, tax preparation, payroll, and business consulting to assist with setting achievable long-term strategic goals.

JTB Integrated Technologies, Inc., based off the current prices within the Industrial Marketing Products and Services industry, has the potential to generate $220,000 in sales in its first 18 months. A revenue growth rate of nearly 30% annually is possible with good management. The projected ratios at Fiscal Year 3 are solid.

Each investor’s equity will be determined by the amount of his or her investment. You can find a more detailed discussion on Ratios in the Financial Plan section. Within 48 months, we expect the business to be able attract additional investment and be able pay its initial investors.

1.1 Objectives

JTB Integrated Technologies’ main objectives are to create and support:

  1. Inventory sharing technology systems and software for vendor relations.
  2. Purchasing and order management technology systems.
  3. System for job costing and quote management.
  4. Website-based Ecommerce sites and systems.
  5. LAN and wireless Intranet systems that support sales, marketing, or engineering.

After developing these products, we will bring these applications into the market using our business as the test bed proving their worth, and then resell this technology and its required support services.

Success Keys 1.2

  • Seasoned management with over twenty-five years of business experience in servicing the Industrial Distribution and Tool industries as a service provider and a manufacturer.
  • To allow growth and flexibility, you need to have well-defined and focused long-term goals that are achievable over time.
  • Strong marketing goals with niche products and services, targeted services and products delivered with unique marketing approaches.
  • Very low startup development costs.
  • A base of reliable vendors for external support is available, plus over 20 years’ industry contacts.

    • 1.3 Mission

    JTB will support and develop only the highest quality products and services. With this goal as our main mission, we will integrate our products into the metalworking market. Our software products can be used as both a procurement resource and an engineered selling resource. With our high-quality Internet-based marketing websites, customer management tools and other services, clients can expect positive results as well as long-term growth.

    JTB’s Products and Services Division is used as a prototype and test bed for our P.C. based business development software. JTB will provide mid-sized corporations with innovative ways to cost-effectively manage external vendor and customer transactions. Job costing and purchasing can be done online. Project management will also be streamlined, resulting in continual savings for those who use our products and services.

    Medical Equipment – Supplies Business Plan


    Medical Equipment - Supplies Business Plan


    This business plan was developed to help us present our company and potential partners to investors, employers, or suppliers. Zenergy Medical Industries, a start-up company, is initially focused on distribution of the most trusted therapeutic systems for residents of Homecare and assisted living facilities that are susceptible to complications from X. After building a market share in this product area, we plan to expand to offer additional products for managing and treating complications of the condition.

    The market is currently being served inconsistently and poorly by a few local pharmacies. We will offer a regional, and ultimately national, network of clinical sales professionals, which will make us the partner of choice for large, geographically diverse Homecare and Assisted Living (A.L.) chains, and will make us attractive to potential supplier partners.

    Potential Market

    Two major markets are the ‘#8220’ at-risk residents in Homecare or Assisted Living. The potential revenue from Homecare is $59.6million, and there are an estimated 345.784 at-risk residents in Assisted Living.

    Competitive Advantage

    This market has all the technology needed to make our products. We will differentiate ourselves by adding value through our distribution strategy and channels, and our comprehensive product lines and programs that make working with us incredibly easy. We have unique market access because of our corporate accounts and our ability quickly to build a national (ultimately regional) field clinical sales staff. There is less competition from smaller local distributors and pharmacists, who do not approach the market in a coordinated or sophisticated manner.


    Strategy

    1. Using relationships with decision makers at major homecare chains to gain unique access to sell into their facilities. This will enable us to offer ‘#8220’ pre-qualified sales opportunities to our clinical sales team.
    2. Establishing a strong national sales team for clinical services capable of building strong relationships to clinical decision makers at facility level.
    3. We create marketing strategies to position ourselves to be leaders in providing solutions for clinical problems.
    4. A unique mix of top suppliers will be used to gain distribution relationships and create a range of product solutions that address the many complications of the disease. We will provide a reliable channel of distribution for suppliers to help them penetrate the post-acute markets.

    We will use the therapeutic system offering to gain entry into the market, and to build our business. Then, we’ll add complementary products that manage the diseases. Next, there will be other products that deal with managing heart disease or aging.

    Financial Summary

    The business owners will put their personal savings into the venture. We are seeking an additional short-term (3 year) loans, to supplement initial cash flows from sales for the first year. We expect to make a profit for the first year. By year three, this should increase substantially. Zenergy Medical Industries will be a highly respected company by the end of three years.

    Objectives

    • To achieve the goals of sales growth by month six and at the end of year one. Aggressive gains in market share and average monthly revenues in year two.

    • To grow the contracted team to seven field-based clinical sales reps at month eight, and to twenty-five field clinical reps at year three.

    • To achieve net profit in year one, increasing in year two, by containing costs and meeting sales goals.

    • To begin paying Vice Presidents a regular salary starting in year two.

    • At 98% or more, to maintain customer satisfaction survey results for 90 days (% who would definitely buy again and definitely recommend us).

    Mission

    We offer post-acute treatment facilities with product solutions that can help with complications of X-related diseases. We take great pride helping to relieve the suffering that these conditions cause.

    Keys to Success

    1. We offer a broad range of innovative and top quality products.
    2. We offered unrivalled clinical support at a regional (national level) to post-acute facilities.
    3. We are close to key decision-makers in the top post-acute chains and with clinicians and administrators at the facility level.
    4. We do an exceptional job of articulating the value of our products and solutions.We position ourselves in a clear, powerful, and memorable way in the marketplace.
    5. Our organization has a unique spirit which makes people want to work with us. Once people join us, they can’t imagine working anywhere else.

    Gymnastics Instruction Business Plan


    Gymnastics Instruction Business Plan


    Gymnastics Jumpstart will help children in the Detroit Metropolitan. We will teach them how to be more focused and disciplined, as well as improve their overall health. Gymnastics Jump-Start is a private gym whose main focus is on gymnastics; however, various types of dance and total body conditioning are also taught. This gym will offer Olympic gymnastic equipment both for boys and girls.

    We start each student with the core elements of gymnastics, followed by total body conditioning and more difficult tricks. We will be different from all our competitors by using repetition and variety in our teaching methods. For children to be able to learn effectively, they must have fun with it. Our teachers will be trained to use more innovative teaching methods that not only produce the same or better physical effects on the children but also have a greater mental impact. As a safety precaution, parents will not be allowed to enter the gymnasium.

    In the first year, Gymnastics Jump-Start expects to make a profit. After the first year, we expect to have a regular clientele. We will be adding more teachers to our classes as children enroll in them. If expanding classes requires us to hire and train new teachers, that’s what we will do. Our customers are familiar with us as former instructors in gymnastics at other gyms. We will continue to do our best to keep them coming back. While our classes will be more affordable than other gyms, we will still make a good profit.

    Wanda Bounce and Bea Turn were competitive gymnasts. We understand the way that private and public gyms are run since we have worked in both of them. Our combined 25-years of experience as coaches in gymnastics ensures that we know what our customers are looking for. We have seen firsthand how children learn best by the mistakes that our teachers made while we were competing in gymnastics. Sometimes, you have to get out of your comfort zone and do what’s best for your students. We have found that there is definitely a market for private gyms in Oakland County. We know this simply by the fact that we both grew up in this county and were inconvenienced by driving long distances to get to a private gym to take lessons. Our experience at different gymnastics facilities around Detroit will help us believe that our gym is going to be a success.

    Each owner will contribute $25,000. In addition, we are seeking a seven-year loan of $36,600 to help cover the initial equipment purchases necessary to open a high-caliber private gymnasium. The financial plan provides details on the repayment.

    1. Keys to Success

    These are the keys to our success:

    • Maintaining a reputable and untarnished reputation in the community
    • Competitive pricing
    • Flexible hours
    • Ample and secure parking
    • Easy access
    • High traffic areas are best for maximum exposure to the public
    • Overcrowding can be reduced by designing facilities
    • Seasoned management team
    • Customer relationships that are personalized

    We can minimize certain risk factors by:

    • Initial capitalization of the company to sustain operations through year one
    • Low overhead by using multi-skilled workers and continuous training
    • Affable marketing creates strong customer base
    • Community involvement and strong ties to the community are important
    • Eliminate collection costs by establishing cash/credit/debit-card-only facilities

    1.2 Mission

    Gymnastics Jump-Start offers a place where people can learn gymnastics, meet new people, have fun and feel comfortable. We offer a variety of gymnastics and conditioning programs with different price points for everyone. However, we place a greater emphasis on group classes. Our instructors have the opportunity to continue their training with some top professionals. This allows our students to be taught the latest tricks and techniques. Gymnastics Jumpstart welcomes all types of people. We are a non-smoking gym and we do not allow alcohol or drugs.

    1.3 Objectives

    Gymnastics Jumpstartt aims to achieve the following goals:

    • Exceed 60% class capacity by the end of the first year of operation.
    • Acquire 300+ participants by the end of the first year of operation.
    • Increase membership by 20% before the end of the second calendar year.

  • Students of all levels can learn gymnastics, from beginners to experts.
  • Encourage long-term employee commitment by providing ongoing training, benefits, and incentives.

    • Sports Equipment Retail Business Plan


    Sports Equipment Retail Business Plan


    Keith’s Sporting Goods, (KSG), will be selling equipment to athletes of all fitness levels. This includes weekend warriors and college athletes. We will create a welcoming environment for everyone to come in and ask for advice or discuss equipment needs.

    KSG is located in Eugene and wants to be a nationally recognized sporting goods store. The exact location of the store is still unknown, but the owners are keen to find a spot with high foot traffic. We would prefer to be located in central Eugene. This is where most people can walk a few blocks to get to our store.

    We fully expect to grow quickly. Although many businesses start with the same assumptions, KSG has the potential to grow quickly. Forecasts for sales growth are conservative for the first month, but will rise by 2% each other month. The first year’s growth rate is 12%. This assumption seems to be correct, given that the wholesale sector for sporting goods is growing at an average 11.5% annually.

    Keith&#8217 s Sporting Goods is going to be filed as an S Corporation. The owners of the S Corporation will be exempt from many forms of liability and will receive tax protections. We will primarily finance our business with debt through local banks and the Small Business Association (SBA) in the initial stages. We have forecasted the need for 60% debt, the owner and operator will invest the rest.

    Depending on the timing of financing, we expect to have the store open by January next year and to produce strong profits by the end of that same year.

    1.1 Objectives

    The principal goals of the store are:

    1. Brand recognition. KSG will be a recognized sporting goods and fitness store in Eugene.
    2. To have a profit at the end of the first full year.
    3. In years one and two, achieve a 15% sales growth rate and maintain a constant 11.5% thereafter.
    4. Maintain a constant gross margin of 40%. If we are able to do this and keep costs fixed, sales will be able to grow faster than total costs.

    1.2 Mission

    KSG strives for long-term relationships and trust with its customers as well as employees. Managers will emphasize community involvement, community service, and further education. We feel it is extremely important to give back to the community that supports our operations, while also maintaining an atmosphere where our employees have the opportunity to improve as individuals.


    Bowling Center Business Plan


    Bowling Center Business Plan


    Bowling is a major entertainment industry in Anytown, with a declining customer base over the last few decades. Today’s senior citizens were once yesterday’s avid bowlers. The actions of their elders were questioned by the Baby-Boomers, and they also stopped bowling. Bowling eventually lost its popularity as America’s favourite athletic event, and this was without any innovation.

    Anytown cannot replace the old athletic and social event bowling, but it does need innovation. Sally Strike, owner and manager of Bowl Weevil understands the need for revitalization in bowling culture through her youth participation in bowling and her work with the Professional Bowling Association. Sally has been a bowler in her community as well as being a marketing and business analyst at the Professional Bowling Association. Sally will be able to reach her contacts within Professional Bowling and Skating Associations, to promote touring tournaments and competes.

    Sally has completed the necessary research to plan and execute designs for a new, downtown bowling alley. Bowl Weevil will use the building’s nostalgic vibe to create a unique atmosphere. It will attract after-school children looking for entertainment and snacks, families with young kids seeking affordable entertainment, seniors looking to have fun, and local bowlers looking for league competition in their neighborhoods. We offer special rates for groups and families, as well as themed nights featuring live music.

    Sally will contribute $60,000 of her own funds to the project. She is also asking for a seven year loan of $163,000. This loan will provide start-up financing for this new venture. The loan will be secured with the owner’s home equity. Based on market research in Anytown, we project sales of over $500,000 in the first year, and strong net profits in year three with nine employees.

    1.1 Mission

    Bowl Weevil was founded to provide the best entertainment for the Anytown community. We offer the best bowling and overall entertainment for the entire family!

    1.2 Objectives

    1. Sales of $523,000 for year one and $608,000 for year three.
    2. Gross margin higher than 65%.
    3. Net income more than 2.7% of sales by the third year.

    1.3 Keys To Success

    1. Excellence in entertainment.
    2. Establishing a network of regulars.
    3. Group rates
    4. Excellent value for sport lessons or entertainment.


    Tea Room Business Plan


    Tea Room Business Plan


    Jasmine Teahouse in Simsbury is a new tea shop. Earl and Lady Grey are the owners of Jasmine Teahouse. They manage it as a Limited Liability Corporation. Earl Grey has managed a successful coffee shop in Maryland for five years. His passion and knowledge about teas will make it an easy transition to opening and running a teahouse. Lady Grey has three years of experience as an herbalist and four years as a Boston teatender. She is currently training to be a nutritionist; her knowledge of the health benefits of tea will help our marketing and sales efforts.

    Jasmine Teahouse is able to offer hot and iced teas as well as pastries and premium chocolates. They also have loose teas that can be taken home or given as gifts. Lady Grey, a master teatender has taught Earl proper brewing techniques over the last four months. All teatenders will receive training in the proper storage, preparation, and serving of each type.

    The American tea market is growing rapidly. Tea sales have increased 165% in the last 15 years. The number of tearooms offering sit down service has increased about 15% to approximately 1,500 shops. American interest in tea can be attributed to the growth of gourmet coffee shops all over the country in the same period. The marketing campaigns of Starbucks, Seattle&#8217, Best and others have helped Americans accept the idea that expensive hot drinks are affordable luxury items. Fashion is constantly changing. With fancy coffee drinks so well-received, smart consumers are always looking for unique and new treats to enjoy. Starbucks estimates that 7% of its $12 billion annual sales currently come from tea.

    Simsbury’s potential customer base is split between local residents, tourists, and around 100,000 per annum in all seasons. We expect to be able to generate sales to current tea drinkers who will quickly recognize the quality of our products. We will market to the larger, more diverse local communities that aren’t yet familiar with premium teas. This will highlight our ambience (cozy, intimate and luxurious), our prestige value (high prices and the sophistication of drinking a particular tea type), as well as our large selection of gifts (gift baskets. chocolates. loose teas. and tea accessories). It is important to have a prominent location and be associated with the charm of the town.

    We don’t have any direct competitors. Dunkin’s Donuts or a local café cannot compete against our upscale approach. In fact, the nearest Starbucks can be found 5 miles away. Simsbury&#8217’s growing wealth and gentrification are in our favor. As our upper-middle class customers seek new status markers as well as mini-luxury opportunities in a convenient, close location, we can help them achieve this.

    Our accurate and conservative sales forecasts for the first year project sales above $190,000. These sales will continue to rise moderately through year 3. We expect a net profit of over $13,000 in the first-year, with steady growth in net worth through the future.

    The business’s owners have invested $10,330 of their own funds. Jasmine Teahouse would like to obtain a 6-year loan of $53,633 for startup costs.

    1.1 Mission

    Our mission is to provide premium teas and chocolates in Simsbury CT. We do this by creating a fun and relaxed atmosphere.

    1.2 Objectives

    • Simsbury: To open a successful Simsbury tea and chocolate shop, one to two employees in the first year.

    • To get at least 200 customers per year in the Simsbury marketplace within the first one-year of operation.

    • Achieve first year sales of $190,000.

    • Aim for a gross margin of at least 58 percent.

    • To achieve a reasonable net profit at the end of the third consecutive year.

    1.3 Keys to Success

    1. Experienced managers and owners. Earl and Lady Grey have years of experience in this and related industries.

    2. High Quality. We sell only the finest whole leaf loose teas, pastries or chocolates.

    3. Excellent Customer Service. We will treat each customer as if they were an honored guest in the home.

    4. No direct competition. We are your only teahouse in the 20-mile radius.

    5. Enough working capital to survive the first year as we build a customer base.

    6. Broad range of seasonal offerings. To meet seasonal variations in customer demands, we also offer hot teas.

    Dance Studio Business Plan


    Dance Studio Business Plan


    Dancing is a centuries-old tradition. Since centuries, ballroom dancing has been a part of social events. Swing and Latin are the Waltz or Foxtrots from days past. Social dance has been a constant presence in our lives for many years. It is in our medias, our musics and daily social functions. It isn’t usually taught parent-to-child so people are seeking schools where they can learn. Dancesport being considered as a gold sport in the next Olympics will increase exposure to Social and Ballroom Dance.

    U&ME Dance is committed to providing quality, affordable dance instruction in Bellingham. Bellingham is home to a large and passionate ballroom dance group. But, there has never been a studio for people who want to learn dance and have fun with others of similar interests. Our goal is to integrate the existing dance community into our studio. This will allow us to start with a strong base. We will then be able spread the message that dancing can be fun and an exciting way to spend your time. There are many benefits to dancing that will attract people from many backgrounds and interests.

    Toni Simler and Mary Evans, a mother/daughter team, are the founders and owners of U&ME Dance. They have both been very involved in ballroom and social dancing since 1995. Mary worked in Seattle dance studios as an instructor and manager. In the last three years, she taught private dance instruction as an independent contractor. Toni recently retired as a manager at Lucent Technologies. She worked there for 30 years in customer service, business administration, and contract management. She has been a dancer for over 30 years with her husband. They still dance socially. Toni, Mary and their strong partnership will ensure that U&ME Dance is a success.

    1.1 Objectives

    Here are the U&ME Dance goals and objectives from Years 1 through 3.

    • Make a dance school that’s warm and supportive. Customers will love it.
    • Provide a social and entertainment forum for people with diverse interests, backgrounds and ages.
    • Students of all levels can receive dance training, from beginners to professionals.
    • Encourage long-term employee commitment by providing ongoing training, benefits, and incentives.
    • Increase sales to $300K before the end of year 1 and maintain a 15% increase in annual growth.

    1.2 Mission

    U&ME Dance allows people to have fun, learn new dance moves, have fun, and be comfortable. We offer a varied dance program with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors receive ongoing training from some of the most respected professional coaches in the area. Students are provided with the most up-to-date techniques and steps, and also have access to the latest trends in dance. U&ME Dance accepts all types of people. We also maintain a non-smoking, alcohol-free environment.


    Dating Matchmaking Service Business Plan


    Dating Matchmaking Service Business Plan


    CompuDate is a new company that offers Denver area singles computer-based matchmaking services. CompuDate acquired the assets of Date MatchMaker. It is now a sole proprietorship run by Suzie Butter.

    The Market

    CompuDate aims to target two distinct market segments, those aged 20-35 years old and those aged 36-60 years old. CompuDate’s services should be trendy and modern in order to appeal to the younger generation, which has a 9% annual rate of growth and 54,000 potential customers. CompuDate&#8217’s services should be appealing to the older age groups, which have a 11% annual growth rate and 64,000 potential clients. CompuDate has two large markets to which it can market its services. This is a great market opportunity.

    Keys to Success

    CompuDate identifies three keys to success. We will closely monitor these key points. The first step is to get to know your market. CompuDate conducts extensive market research in order to gather accurate market information. The second is to find the right matches. CompuDate can’t make the business grow if it doesn’t select the right people. The last is to ensure sustainable profits. CompuDate will have a long-term vision.

    Management

    Suzie Butterly, a seasoned manager of CompuDate. Suzie’s first job was at Yahoo! As a project manager in their search engine department. Suzie was able to manage a wide range of projects thanks to this position. After three years Suzie moved over to the Yahoo! Personals division where she got direct experience for the matchmaking industry which gave Suzie the insight and confidence in developing her own company to compete within this industry.

    CompuDate has conservatively forecasted sales for year two, rising in year three. CompuDate can expect to see pleasant profits in years two through three. CompuDate gives local businesses the chance to make a profit by combining professional matchmaking software with industry expertise.

    1.1 Keys to Success

    • Know our market.
    • Matches (the right dates)
    • Ensure sustainable profits.

    1.2 Objectives

    • Become Denver’s premier dating service.
    • Our success rate in establishing long-term client relationships is 45%
    • Realize the efficiencies and accuracies gained with computer-assisted matchmaking services.

    1.3 Mission

    CompuDate’s mission is to offer the best matchmaking services. This will be accomplished through affordable pricing, outstanding customer support, and the best predictive matchmaking services.


    Bed And Breakfast Business Plan


    Bed And Breakfast Business Plan


    Opportunity

    Problem

    Tybee Island is a popular destination for tourists. Travelers need somewhere to put their stuff and rest their heads. Travelers must create a home far from home. The place where they can completely recharge from worries and travels

    Solution

    Each Coach House guest can be sure that every need is met. For special occasions, catered meals, chilled wine, etc. can be provided for an additional stipend. On weekends, guests can return to the B&B for a snack of cheese, fruit and wine before heading off to bed.

    Market

    B&Bs along with other short-term lodgings on Tybee Island are an important part of island tourist. Ten short-term lodgings in Tybee are considered to be inns. The remaining 19 are long term lease facilities (rentals or condos) and only four are B&Bs. Hotels/motels constitute the largest percentage of rental properties on the island in terms of units.

    Ironically, at least on Tybee Island, the rise of Airbnb and its competitors have increased the demand for B&Bs rather than hurt us with more competition. Non-hotel lodging is more popular. We are part of this new channel through our profile on Airbnb.

    A modest projection is for an average increase in unit rental of 30% per year. The island’s competitors have experienced rental increases of 30% to 40% over the past three year. The Georgianne Inn expects 50% growth in the next two years. This projection is without any significant increase in advertising or exposure, but is based on the general average increase in tourism.

    Tourists from northern Europe who love the warm and welcoming environment of B&Bs as well as local residents who require the facilities for different events, are our two largest customer segments. International exposure will be provided to potential customers by subscribing to Web services at nominal annual costs.

    Concurrence

    Airbnb is uniquely positioning us. Airbnb offers an exclusive lodging experience that caters to a growing number of travellers. B&Bs create a climate of home, where guests become temporary members of a larger family. B&Bs offer guests the opportunity to be part of a larger community while maintaining privacy. It is possible to share meals with innkeepers or other travelers, which can create new relationships and enrich existing ones. Or, meals can be taken in the privacy of the guest’s room.

    The B&B offers a variety of settings that allow individuals and small groups to find the right setting for their particular moods or activities (reading, watching TV, playing board games, etc.). The B&B treats guests as guests, not customers. It becomes a destination to return to, whether it is at the end or the beginning of your next vacation (like going home).

    The Coach House B&B guarantees guests privacy and membership. It is difficult to be polite without being intrusive. This delicate balance has been mastered by the owners in many walks of life.

    Why Us

    We begin with a crucial competitive edge. No competitor can offer the convenience or luxury found at the Coach House. We’ve stayed in many B&Bs throughout the country. We have the experience to help you create the perfect atmosphere for your B&B. We stand out against Airbnb competitors.

    Expectations

    Forecast

    The average monthly fixed expenses, including interest payments, are estimated to be $8,000 The monthly earnings will be affected by peak and off-season. For the first year, on-season revenues will offset off-season losses. We expect that Coach House B&B’s off-season revenues will be sufficient for Coach House B&B to break even during its first year.

    Our expectations of profitability are unrealistically high. We are able to accept it because we know that other expenses will increase. We will adjust as needed.

    Financial Highlights by Year


    Plastics Recycling Business Plan


    Plastics Recycling Business Plan


    Opportunity

    Problem

    How much plastic is in our solid waste? Plastic accounted for only 12% of 254,000,000 tonnes of solid waste created in 2007, according to the Environmental Protection Agency. That’s 30 million tons more plastic in a single year. According to some reports, plastic materials can take up to hundreds of years for them to be able the landfill. Participating in our plastics recycling program will allow you to join a network made up of Green-minded individuals and companies that recycle millions of tonnes of plastics every year across the United States.

    According to reports, each 1 ton worth of plastic that is recycled saves 7 yards of landfill space. Recycling can help save the additional 80% of energy needed to make plastic bottles, containers, or other items. It is easy to see why plastic recycling is so important.

    Baled plastics and especially plastic bottles have a high scrap price per ton. Aluminum cans are the only recyclable that is more profitable.

    Solution

    Replay Plastics plans to build a PET (polyethylene triterephthalate ) cleaning and refining station in the western United States. All 16 major North American PET recycle plants are currently in the eastern United States. It will start with a capacity of 46,000,000 pounds. The plant will use postconsumer bottle feed stock from Washington, Oregon, California. They currently collect over 200,000,000 pounds per year. The Company is vertically integrated. It will use most of its recycled material for its Packaging Division. Any surplus material (clean flake), that is produced, will go to outside companies. Manufacturers may sell the extruded sheet to them, who will then use it to thermoform it into high visibility packaging or in other high-value manufacturing operations. The strapping can be sold to large-packaging companies, such the lumber milling industry.

    Market

    There is currently no competition in the west for either the Company’s two divisions. Any production in the trading region remains locked and therefore not available for our target market.

    It is essential that the Company can obtain post-consumer stock in order to be able to vertically integrate its operations and produce products that are in high demand by the western consuming industries. Without the cleaning and refining division, it would be difficult to source sufficient RPET flake resin at costs that would allow the Company to be competitive.

    Concurrence

    For many years there has been a strong market (sellers&#8217′ market) for our products. This industry has a long history of buying based on quality, price and reputation of manufacturers, as well as freight costs, delivery times, and proximity to markets. In this market, availability is often more important than quality.

    Why Us?

    Replay Plastics is an industrial company that converts waste plastic into economically viable products. We use environmentally-friendly recycling and manufacturing techniques. We want to make enough profit to give our investors a significant return as well as to finance growth and further development of high-quality products. We will maintain a fair, friendly, and creative workplace that values diversity, new ideas, and hard work.

    Expectations

    Forecast

    Replay Plastics will be able to begin production within a few months after it has completed the construction of the packaging and recycling facilities and purchased the equipment.

    Financial Highlights by Year

    Finance is required

    Our founders will invest $1.5million. A group of VC investors will also contribute the 2.7 million dollar. This will give replay Plastics the 4.2million it needs to start.