Electronic Engineering Business Plan


Electronic Engineering Business Plan


Rosafarbenes Nilpferd & Sons Engineering, Inc., established a strong foothold for a niche technology marketplace for Product Category One* products. The potential market demand is 180 million units and it grows at a rate of 22% each year. Recent growth in sales and profitability at RNSE are evidence of its success in this market boom. Sales are expected to increase by $280,000 from the first quarter of Year 1 and $1,600,000.00 by the end. They will also reach $14,000,000 by the end third year. Similar growth patterns will see before tax profits rise substantially by Year 1 and continue to increase through Year 3. These results can be achieved without the need to increase fixed assets. To support the growth of current assets, a small bank facility is required in the form a $150,000-$200,000 line of credit. Half of these will be prime corporate receivables.

*Note, Propriety and confidential data have been removed or disguised from this sample plan.

1.1 Objectives

Rosafarbenes Nilpferd & Sons Engineering is striving to be the best manufacturer of Product Category One products with the most advanced technology. The measurable objectives are:

  1. Complete work to ensure that RNSE’s products are compatible with at most five of the most popular operating systems in the first-tier (by month 5, Year 1) and at minimum three more within a year.
  2. Do a complete website redesign. Send a quality mailer out to 300 Value Added Resellers.
  3. A professional media analysis is used to create an advertising campaign in trade magazines that targets the telecommunications, instrumentation, and industrial automation sectors.
  4. Networking and partnership with technology manufacturers and operating system developers will allow you to arrange at least five banners/links with market-related websites on a reciprocal basis.

1.2 Mission

Rosafarbenes Nilpferd & Sons Engineering’s mission is develop cutting-edge Product Category 1 Solutions for Appliance and Equipment Makers who, due the fast pace technology, are under pressure get their products to customers quickly. RNSE does this by having a small &#8220:think tank-style technical team and outsourcing manufacturing. It also keeps a marketing offering that caters to the most demanding Product Category One needs, while leaving the simple, high-volume, price-sensitive market requirements to the competition.

Notice: Some proprietary and confidential information have been disguised or omitted in this sample plan.

1.3 Keys to Success

There is such high demand and huge growth potential that it is almost impossible to sell Product Category 1 devices. Here are some key elements to keep in mind.

  1. Contract manufacturing devices is possible provided there is a sufficient stock. Ordering sensitive components requires careful planning. To support long inventory periods, sufficient financing is required.
  2. Avoid excessively time-consuming questions originating outside of the targeted market. Technology is something everyone is interested. It is important that you sort through all the inquiries and only respond to those that fit within your sales and marketing parameters. This includes requests for between 100-1000 units and high-end sophisticated equipment.
  3. Build a reputation for high-quality reliability by moving quickly. The market need for Product Category 1 devices is potentially so large that more competitors can be expected. It will be difficult to establish an image in the future.


Online Services Business Plan


Online Services Business Plan


Web Applications is a new start-up company. It offers Web-based management applications. Web Applications has developed an Internet application called Online Office Manager. The patent for it is currently pending. Online Office Manager allows people and businesses to communicate even though they may be working from different locations. Online Office Manager uses applications to replace the physical office. Online Office Manager lets you take your office wherever you go, and you can access it 24 hours a day. Online Office Manager can now be obtained by users who subscribe to our Internet server.

Web Applications, like any start-up company recognizes its potential risks. Web Applications is still a young company, so we must gain market acceptance. The company is analyzing trends in the industry and the customer needs, as well as how to best address those needs.

We intend to be a successful company in the computer software industry. The software market has long been one of the computer industry’s fastest growing segments. According to International Data Corporation (IDC), which is a market research company based in Framingham Massachusetts and estimating revenues for the worldwide market, $122 billion was earned two years ago. That’s an increase of 15% over the previous year. Last year, revenues continued to grow strongly. IDC projects that revenues will grow at a compound annual rate of approximately 12% for the next several years, surpassing $220 billion three years from now.

The company is looking to raise a moderate amount of capital. For year 1, revenue projections are for a 10-fold increase. Web Applications plans to be profitable within six months of its inception.

1.1 Mission

At Web Applications, our mission is to provide an online office system that links workers in different locations to their mother company.


Magazine Journalist Business Plan


Magazine Journalist Business Plan


Write Bike is a home-based start-up business that provides cycling specific correspondent services in the form of written articles. Kraig Guthrie is the founder and sole employee. He will freelance cycling articles for a variety print and online publications. Write Bike will thrive as a home-based, sustainable business thanks to Kraig&#8217.

Services

Write Bike offers a variety of articles on cycling. Some of these articles will feature product reviews. Through extensive testing and consistent criteria-based measurements, Kraig will be able to offer objective product testing. Write Bike also provides interviews, usually with industry leaders and professional racers. Kraig has raced at the elite race level in the past and is familiar with many racers. He can also offer interviews written to different publications. Kraig also will be selling reports on the annual bicycling industry trade shows. These are the top places to see new product launches. Due to his extensive riding and educational experience, he will be able also to offer fitness and training articles. Write Bike can write articles on request or speculatively.

The Market

It was only a few years ago that cycling information could only be found in the local bike shop, or in printed magazines. There are now many online magazines that specialize in cycling. Write Bike sells articles either to print magazines or online magazines. The consolidation of publishing has seen many magazines merge into larger units. Staff writers are also being let go. Write Bike reaps the benefits of this consolidation because it creates demand and opportunities for freelance writers. Print magazines and online magazines make up a total potential customer base of 350, with 250 and 100 respectively. These two customer segments are growing at 2% and 8% annually.

Management

Kraig Guthrie brings a wealth experience to Write Bicycle. Brown University is where Kraig earned his undergraduate degree. While at Brown Kraig raced on their cycling team as well as wrote for the student newspaper. Kraig continued cycling pursuits after graduating. Kraig was an elite cyclist who participated in the Olympic Training sessions. Kraig also managed a bike shop for many years. Kraig went on to work at Shimano America as a bicycle component manufacturer. Kraig developed a strong understanding of the industry and its people through Shimano’s many jobs and responsibilities. Kraig will bring a wealth of industry knowledge to the article production process.

1.1 Mission

It is Write Bike’s mission to produce well written articles about the bicycle industry. Write Bike has the unique ability to provide insight into the industry by leveraging Kraig’s vast network of industry colleagues.

1.2 Keys for Success

  • For the bicycle industry, write informative and well-written articles.
  • Continue to create a network to exchange information with other people and to expand the market’s acceptance of WriteBike’s articles.
  • Always remember the audience.

1.3 Objectives

  • Write consistent and regular articles with multiple publications.
  • You can start a successful home-based company.
  • Keep building and maintaining a network of contacts in the bicycle industry.


Medical Billing Business Plan


Medical Billing Business Plan


Medical billing services exist today to help with the management of medical practices. These services help medical professionals with tedious details but seldom offer a way to significantly improve the practice’s bottom lines. Physicians 1st Billing and Claims will not only free office staff for more crucial tasks, but will also maximize return from insurance carriers.

National statistics indicate that only around 70% of insurance claims initially submitted on paper get paid by insurance carriers. Electronic submissions can raise the percentage of claims to around 98% with Physicians 1st Billing and Claims.

Additional statistics suggest that the current cost for a medical clinic to process insurance claims on patients is between $8.00-$10.00. Physicians 1st Billing and Claims can reduce these costs by 50 percent or more.

Statistics show that paper claims turnaround times can take up to 30-60 days, or even 90 days, which creates serious outstanding receivables. Physicians 1st Billing and Claims is able to have money in the doctor’s hands within 14-18 working days by electronically submitting claims. This reduces outstanding receivables and greatly improves cash flow.

Statistics show that there is a 30% rejection rate or suspension for paper insurance claims. This does not necessarily mean that claims are never paid. The only thing it means is that medical staff will have to fight with insurance carriers about payment. With the extensive editing performed on electronic claims prior to their transmission to carriers, this percentage is reduced to 2-3 percent. Claims are submitted accurately at 98 percent.

Many years ago, physicians were taught that they would be running a practice. Numerous administrative tasks were overlooked, including:

  • Keep current with all insurance regulations and specifications to ensure that claims are paid promptly
  • Concentrate your efforts on collecting receivables.
  • To ensure that fees are kept as low as possible for insurance carriers,
  • Procedure codes were current so that claims weren’t suspended or rejected.

For many offices, outstanding receivables grew tremendously and annual bad-debt write-offs became routine. Medical practices could ignore sound business practices because of their profit margins. In the past, medical practice complacency about industry changes is now a thing of the passé. Physicians’ heads raised and they began taking note of public opinions toward health care reform issues four years ago. Physicians are losing money due to the increasing number of managed-care organizations entering the industry. Physicians are becoming more aware of the need to improve their business processes in order to stay in business in the 21st Century. Physicians 1st Billing and Claims is ready to support local health providers in moving through the 20th and 21st centuries with sound business practices. This will help ensure that quality health care is provided for our families and the country.

Physicians 1st Billing and Claims has contributed over $9,000 towards this business. We would like to borrow another $5,000. This business plan is very important. This section explains how to use these funds.

1.1 Objectives

  1. To open one account by the end month two.
  2. 1500 claims per month to be processed 15.
  3. To be recognized as an expert in local medical reimbursement.
  4. To include additional services in addition to the initial offering of electronic claims submission.

    • Optimization of code
    • Managed care contract analysis.
    • Management of the entire practice.
    • Reporting tailored to your needs
    • Medical transcription.
    • Fee analysis
    • Medicare financial impact analysis.

1.2 Mission

Physicians 1st Billing and Claims (Patients 1st Billing and Claims) is a medical reimbursement consulting business that helps medical practices become more efficient and cost-effective by allowing them the ability to outsource their insurance processing and medical billing. We plan to provide a one-stop solution for all administrative needs of medical practice administration by 1998. We aim to make enough money to repay our loan to start our business and to continue to grow our service.

1.3 Keys to Success

The Federal Government has been encouraging the electronic submission of insurance claims by the health care sector since 1985. Statistics prove that electronic submission can save millions of dollars annually for the industry. Currently, electronic submissions are used to submit 95 percent of all claims for pharmaceuticals and 70 percent for hospital claims. Doctors and dentists are close behind at 25-30 percent.

The Federal Government is not happy about this situation and in 1990 Congress required that doctors file claims for all Medicare patients. Many doctors were not prepared for this deluge of paperwork. Eight years later, doctors still struggle to climb out from beneath the piles of paperwork. In 1996, the congress was hearing the motions to require electronic submission for all Medicare claims. No mandate was passed but the paperwork continues to mount up and as baby boomers near retirement age the paper problem will only get worse and those echoes will turn into screams. Over 1 trillion dollars in medical charges will be issued this year in the United States. This is equivalent to 9 billion medical claims. These mandates will force medical practices to comply. There are growing mountains of paperwork, and many aren’t equipped to manage the transition. It is sensible to outsource the process to professionals who are willing to save money, provide a faster return on insurance, and manage the claims with high accuracy. There aren&#8217 a lot of businesses that can say that they have the Federal Government backing them all the time.

Flexibility is another key to our success. Physicians 1st Billing and Claims knows that each medical practice has its own unique characteristics. Even practices of the same specialty will have different staff and offer different services. Physicians 1st Billing and Claims can evaluate each practice and suggest solutions to make it more efficient. Some people may require all our services. Others may choose to only use a handful. We will tailor our billing to meet the needs of each office.

Our diverse services are also key. Physicians 1st Billing and Claims provides a one-stop shopping experience for medical administrative services.

I.D. Verification Technology Business Plan


I.D. Verification Technology Business Plan


Bionex, Inc. provides biometric security solutions for Identity Theft, Credit Fraud and other issues. Bionex, Inc. uses our patent pending Exigency Process to differentiate itself. This method processes and expresses details of each person’s fingers as an unique algorithm. It is not like matching them with a stored image in a database. This process will eliminate the need for millions upon millions of individual fingerprint images stored in a database. It will also lower operating costs and maximize system efficiency. Our process will allow for seamless integration of biometric security into existing systems, and enable secure virtual transactions.

The market opportunity for this technology is huge and subject to high growth trends. A number of reasons are behind the projection that the biometric identification market will exceed $4.04billion within two years. Over $47 billion was spent last year by the banks and government on credit and identity theft. In addition, new legislation in the health care industry and rising security concerns attributed to terrorism will expand the need for biometric devices in the Healthcare and Transportation sectors. Bionex will provide a variety of biometric solutions to complement our Exigency Process, facilitating biometric accuracy in all environments and ensuring security.

Potential competitors include the Biometric Access Corporation (BAC), Bio Pay, Identix, Pay by Touch and Touch Credit. Recent exits from this market include Bioconx and Infineon which failed largely due to over-reliance on the image enrollment system. Bionex, Inc. enjoys several key competitive advantages over the competition, including:

  1. Our solutions do not require any system or application modifications, and can be seamlessly integrated into any existing platform.
  2. Our products ensure privacy for users and remove the need to have a corporate-based or government-based database system.
  3. Our technology is a licensable design that can be integrated into OEM systems and products.

The marketing plan for Bionex is designed to attract new customers and capture new markets. Through strategic contacts we will gain positive national publicity in Wired Magazine & Business Week Magazine. Also, positive national system reviews by ZDNET, CNET, and ZDNET. Bionex will attract financial licensing and banking contracts through complimentary testing, upgrades, POS systems and other services. Bionex will be initiating retail distribution agreements through our valuable contacts with CompUSA and BestBuy.

Our management team has extensive experience with technology development, marketing, finance, and customer service. Senior executives have industry specific expertise in fraud control, transaction processing, and POS payment systems. Finance Majors are well-versed within the financial services and biometric industries. He is a proven entrepreneur and is joined by a team of seasoned veterans from virtually every discipline in the technology and financial services sectors.

The company anticipates huge sales for year three and a substantial net profit. Bionex anticipates quadrupling sales and hugex4 in revenue for year five. The company can be profitable in the first year, provided there are no problems with credit cards licensing agreements or retail distribution contracts.

Bionex Inc. will be able to make, before plan, capital investments over the next six months in order to achieve operational improvements that scale to support expected growth.

1.1 Mission

At Bionex, Inc. our main priority is to provide customers and business partners with unparalleled security and reliability. The following are three areas that our security solutions cover in data security

  • Protection Bionex’s security systems only allow users to be identified by their fingerprints alone. Our Exigency Process guarantees that there are no data at risk of theft or loss.
  • Privacy The Exigency Processing converts fingerprints in complex mathematical algorithms, which are only available for fractions seconds.
  • Flexibility – Our solutions are developed to operate over any mix of network and system infrastructures, enabling seamless integration into existing systems.

1.2 Keys to Success

  1. All patent applications complete and approved.
  2. To fully fund prototype production and start up development, obtain initial private investment capital.
  3. Sign up for an implementation contract to help a financial institution and government branch.

  • Steady Research and Development funding in order to maintain a diverse product portfolio.
  • In order to reach new markets and customers, it is important that you focus on marketing campaigns.

    • 1.3 Objectives

    1. Receive capital injection during the first year.
    2. In just three years, huge sales can be generated
    3. BioXert verification system widely used transactional tokens by the year five.
    4. The BioVert device will be the top-selling biometric device in five years.
    5. International expansion requires licensing and distribution of products and solutions by the sixth year.

    Bar and Tavern Business Plan


    Bar and Tavern Business Plan


    Foosball Hall serves Madison, Wisconsin as a gaming hall and bar. Foosball is also known as table football and originated in Germany in 1920. It involves two to four players in an exciting, competitive match that tests skill and strategy as well as a willingness to have some fun. Folosball is an alternative to pool that appeals to male students. They want to play a skill-oriented sport that they can enjoy in the relaxed atmosphere of a bar. Although there are many bars that offer pool, foosball isn’t available in Madison. There is always a foosball game and there is always a demand. Foosball tables are in high demand. You can expect to see lines of people waiting to get on the table. Foosball Hall in Madison, Wisconsin will provide beer, food and beverages as well as a variety of foosball tables that can be used for tournament play.

    Keys to Success

    Foosball Hall identified three key factors that will ensure their success. The first is to implement tight financial controls. This is especially important for establishments that serve alcohol as theft is the biggest drain on these types of businesses. The financial controls will help minimize this risk. The second key is the behavior of all employees toward customers – that each customer is treated as if they were the most important customer of Foosball Hall. Continuous analysis of the business model will be the last key to success. Management will have to constantly analyze the business model in order to find ways to improve its profitability. Foosball Hall does not believe this business model should be static. They believe it is essential to constantly improve the business model.

    Target Market Customers

    Foosball Hall identifies two populations as its target segment. The casual player of table games is the first segment. This segment enjoys playing table games such as foosball or pool in a bar setting. They love the chance to enjoy a fun game with friends or strangers while also enjoying beverages (alcoholic and non-alcoholic). With 54,889 potential clients, this group is increasing at an annual rate of 8%. Competitive players will be the second target segment. They enjoy foosball the same way as casual players but are more competitive. They play foosball in order to win with their friends, or in tournaments. And they continue to work hard to improve their skills. This segment has an annual growth rate of 7% and 12,445 potential customers.

    Management

    Stan Spinner is the Foosball Hall leader. Stan earned his undergraduate degree in Philosophy at the University of Wisconsin Stevens Point. Stan worked in a pool hall while at college. This was Stan’s first experience in a retail establishment and provided him with invaluable experience in tavern operations, as well as insight into customer habits and preferences. Stan knew he wanted to start his own business but felt uncomfortable with his insufficient skills. So he enrolled at the University of Wisconsin’s MBA Entrepreneurship Programme. Stan enrolled in the University of Wisconsin’s MBA Entrepreneurship Program for two years with the goal of opening a foosball club upon his graduation. Having this goal in his head while taking the course work proved to be quite valuable as it became a lens through which Stan studied all the new material.

    Foosball Hall is a start-up gaming (foosball) bar primarily serving the students of Madison. For year two, sales are expected to reach approximately $200,000, with an increase of approximately $290,000. In year three, sales will reach approximately $290,000. The net profit in year one will be negative, but it will increase to a positive % by years two and three.

    1. Keys to Success

    Foosball Hall has identified several business elements that must be implemented in order to succeed in this competitive market.

    1. Employ strict financial controls. This is especially important for a bar where, without financial controls, employ theft could bring the business to bankruptcy.
    2. Treat every customer as if they were the most important customer of Foosball Hall.
    3. Continue to improve the business model and operating systems.

    1.2 Mission

    Foosball Hall’s goal is to be a popular night spot for Madison students as well as locals interested in drinking and playing table games.

    Foosball Hall is able to achieve this by offering affordable foosball tables, beer and good food at reasonable rates. Foosball Hall will be a Madison staple by giving the Madison market the opportunity to enjoy this ever-popular table game. The business will be operated on the premise that satisfied customers are imperative to a sustainable business.

    1.3 Objectives

    • To be the best Madison venue that offers table games, in this case foosball), beer, and food.
    • To develop foosball as a game in Madison.
    • Attain sustainable profitability in year 2.

    Construction Irrigation Business Plan


    Construction Irrigation Business Plan


    Hass Irrigation Systems will provide irrigation services for our customers. Hass Irrigation Systems will be focusing on Monroe’s Lake Charles area, which is experiencing a boom in residential construction. Over the last 10 years, the population has increased by 9% each year. The new construction in Lake Charles is expected to bring in $600 million in home sales in 2019, despite the fact that the city now has 900,000.

    Hass Irrigation Systems works with Bentwood Custom Homes Greenridge Homes Landmark Homes as a subcontractor. They provide irrigation services to new homes in the neighborhood. Hass Irrigation Systems is able to market its services in the Lake Charles region from this base.

    Current population in Lake Charles is 120,000, with an income range between $100,000 and $500,000. Hass Irrigation Systems is in a strong position to grab a significant share of the irrigation industry in this growing residential neighborhood.

    1.1 Objectives

    Hass Irrigation Systems aims at:

    • Capture the majority the irrigation business in Lake Charles.
    • Our customers will receive a high-quality service at a very affordable price.

    1.2 Mission

    Hass Irrigation Systems will never forget customer satisfaction. Our customers’ needs will be our first priority. We will continue to grow our customer base. We won’t do business the same way as other irrigation companies. We will not disappear at October’s end and return in March. Our customers will need us when they need us.

    1.3 Keys to Success

    Success for Hass Irrigation Systems is possible because of these key factors:

    • Prompt and courteous service;
    • Unmatched expertise in irrigation
    • Competitive pricing.


    Coffee Shop Business Plan


    Coffee Shop Business Plan


    Opportunity

    Problem

    Not only do people living near the University of Oregon want coffee, tea, pastries or snacks, they also need a place to relax, have a group discussion or just sit and read. It is now available near the University of Oregon campus. However, it is too crowded and does not provide the right combination of factors.

    Solution

    Java Culture coffee bar is determined to become a daily necessity for local coffee addicts, a place to dream of as you try to escape the daily stresses of life and just a comfortable place to meet your friends or to read a book, all in one.

    Market

    Java Culture will target university students and faculty, as well as people working in coffee bars near their offices. According to our market research, these are the most likely customer groups to buy gourmet coffee products. Since gourmet coffee consumption is universal across different income categories and mostly depends on the level of higher education, proximity to the University of Oregon campus will provide access to the targeted customer audience.

    Competition

    Java Culture’s direct competitors will be other coffee bars located near the University of Oregon campus. These include Starbucks, Cafe Roma and The UO Bookstore.

    Why Us?

    Good coffee, pastries, additional tea options, very welcoming atmosphere.

    Expectations

    Forecast

    As shown below, we plan to grow as derived from our sales forecast. We aim to maintain an industry-standard 60% gross profit margin and reasonable operating expenses, and to produce reasonable profits in the second and third year.

    Financial Highlights by Year

    You will need financing

    The owners will invest $140,000 and take out a bank loan for $30,000 to cover the start-up expenses and assets needed plus deficient spending in the early months.

    $27,000 is the start-up cost.

    • Legal costs for obtaining licenses, permits, and accounting services total $1,300
    • Marketing promotion expenses for Java Culture’s grand open were $3,500. Flyer printing (2,040 copies at $0.04 each) was also included in the total of $3,580.
    • ABC Espresso Services paid $3,000 to consultants for their assistance with setting up the coffee shop.
    • The total premium for insurance (general liability, workers&#8217’s compensation and property accident) is $2,400
    • Pre-paid rent expenses for one month at $1.76 per square feet in the total amount of $4,400.
    • Renovation of the premises in the amount $10,000
    • Other expenses include stationery (500 USD) and phone/utility deposits (2500 USD).

    These expenses will be incurred before launch, so they take their place in our financial projections as negative retained earnings of $27,680 at the end of the month before we begin. The balance sheet shows this number.

    The necessary start-up assets, which are $143,000

    • Cash in the bank totaling $67,000. This includes enough cash to pay employees and owners salaries of $23,900 in the first two months, and cash reserves for three months (approximately $14,400 per month).
    • Initial inventory of $16,000 which includes:

      • Coffee beans (12 regular brands, five decaffeinated ones) #8211 $6,000
      • Coffee filters, baked goods, salads, sandwiches, tea, beverages, etc. – $7,900
      • Retail supplies (napkins, coffee bags, cleaning, etc.) – $1,840
      • Supplies for office &#8211: $287
    • Equipment for the total amount of $60,000:

      • Espresso machine – $6,000
      • Coffee maker &#8211, $900
      • Coffee grinder #8211 $200
      • Food service equipment (microwave, toasters, dishwasher, refrigerator, blender, etc.) – $18,000
      • Storage hardware (bins. utensil rack. shelves. food case.) #8211 $3,720
      • Counter area equipment (counter top, sink, ice machine, etc.) – $9,500
      • Servier area equipment (plates and glasses, flatware, etc.) – 8211; $3,000
      • Store equipment (cash registers and security systems, signage, ventilation, etc.) #8211; $13,750
      • Office equipment (PC, fax/printer, phone, furniture, file cabinets) – $3,600
      • Other miscellaneous expenses – $500

    Funding for the company comes from two major sources–owners’ investments and bank loans. Arthur Garfield & James Polk have contributed $70,000 & $30,00, respectively. All other investors have contributed $40,000, which brings the total investments to $140,000. The two bank loans of $30,000 each were used to pay the remaining start-up expenses and assets. A $10,000 loan for one year and a $20,000.00 loan for five years provided the rest. Both loans were secured with the Bank of America. Thus, total start-up loss is assumed in the amount of $27,000.

    These amounts appear in the balance sheet one month prior to opening. Paid in Capital is what the $140,000 investment looks like. The $27,000 expenses show up as negative retained earnings. Assets and liabilities are both there. Financial standards dictate that this happens.

    Scholarship Consulting Business Plan


    Scholarship Consulting Business Plan


    ScholarshipAssist helps college-bound students find scholarship money. ScholarshipAssist can increase the amount of scholarship money for students with a scholarship, or increase the probability of receiving a scholarship award to those who are close to receiving one. ScholarshipAssist offers personalized consulting and a vast database of scholarships.

    Keys to Success

    ScholarshipAssist has identified three keys to success which it believes will be instrumental to the health of the organization. First, customers must be offered significant value. A 60% success rate is required to secure scholarships and increase the amount. Adherence to strict financial controls is the third key.

    Market

    ScholarshipAssist is able to segment its market into two distinct groups. The first group is sure thing applicants, the market segment that is very likely to receive scholarships. This segment is increasing at 10% per year, with 93,000 potential clients. This group includes the questionables. Their needs will be met significantly by ScholarshipAssist’s guidance. This group has a 11% annual rate and 112,000 potential participants.

    Management

    Steve Tracker, a veteran in the industry, is heading ScholarshipAssist. Steve’s education includes a Babson College MBA in Business. He worked in the Fannie Mae financial aid department, Babson college and Pew Charitable Trust Foundation. ScholarshipAssist can only succeed with a skilled manager.

    ScholarshipAssist projects sales of $172 589 in year two, and $232 508 in year three. The next three years will see increased profitability. ScholarshipAssist’s combination of a well-designed business plan in a rapidly growing market and a skilled manager will allow for rapid market penetration in a dynamic market.

    1.1 Mission

    The mission of ScholarshipAssist is to help thousands of college students realize their dream of attending college by helping them find scholarships. ScholarshipAssist will aim to maintain 100% customer satisfaction for all clients.

    1.2 Objectives

    • Be the resource for scholarship assistance
    • You will reach profitability by year end.
    • Within three years, achieve annual sales of $200,000

    1.3 Keys for Success

    • A comprehensive database with useful information about application and scholarships can provide clients with significant value.
    • Help at least 60% of the clients secure significant scholarships.
    • Maintain strict financial controls.


    Wrestling Entertainment Business Plan


    Wrestling Entertainment Business Plan


    The current era of professional wrestling is hotter than ever. Professional wrestling has been the focus of 7 of the Top 10 Cable TV Shows each week over the past year. Jay Leno, Tonight Show host asked Shaquille Olsen, NBA Superstar Shaquille Neal, his favorite thing on television. Shaq quickly responded, “professional wrestling.”

    The NBC Television Network announced the results of a national survey last February in which it listed the “top viewer sports” in America as:

    1. National Football League
    2. Professional Wrestling
    3. Major League Baseball
    4. National Basketball Association.

    Professional wrestling is true family entertainment with demographics ranging from ages 3 to 93, 40% female, and very heavy in the 21 to 49-year old male market as well. A total of 35 million people also watch professional wrestling every week on television. Millions more attend sold-out arenas to see it in real life.

    The World Wrestling Federation is led by Vince McMahan Jr. as president, while Ted Turner owns World Championship Wrestling.

    TV Guide has forecast that the WWF and WCW will both make $550 millions this year. Vince McMahan made the WWF public in the first quarter and raised another $250 million. McMahan has been making so much money, he recently declared that he was starting his own professional football team (The Extreme Football League), in an attempt to be competitive with the National Football League.

    There is a wide gap between the top two pro-wrestling organizations and all others at this moment. The closest to being third is a small group out of New York/Philadelphia calling itself Extreme Championship Wrestling (ECW). ECW fails to have mass appeal and profit potential because of its extremely violent and “hardcore” nature. ECW’s ratings for their weekly Friday television program on The Nashville Network (TNN) have hovered below the 1.0 mark, while TNN has promised their advertisers a 2.5 rating. IWA Championship Wrestling’s (IWA) goal and mission is to create a family-oriented television program and live events that maximize its appeal for viewers, advertisers, and those who are attending &#8220:live events and paying pay-per view.

    It is the goal of the IWA to become the #3 pro wrestling organization in the industry within three years, while, at the same time, making a minimum of 10% of the current monies being made by the #2 organization (WCW) or, approximately $35 million per year, with projected costs of approximately one quarter that amount, thus creating a viable, profitable scenario for all of those involved.

    1.1 Objectives

    IWA Championship Wrestling has set the following objectives to be achieved during over first three years of expansion and growth:

    1. Be the third most popular professional wrestler organization in the industry.
    2. Secure a national cable television contract for a weekly one-hour program.
    3. Start producing the weekly, hour-long pro wrestling program.
    4. You must recruit top talent from the past and find new talent to help you develop writers and managers.
    5. Distribute and syndicate television programming around the world.
    6. Promote live event tours in areas with television programming.

    1.2 Mission

    IWA Championship Wrestling plans to create a family-oriented television network for both domestic and international distribution. The television program will be supported by live events tours. These additional revenues will come from:

    • Quarterly Pay-Per-View Events
    • Advertising revenues and sponsorships
    • Merchandising souvenirs and concession items and a variety of videos available for sale via live events and mail order.
    • Creation of an IWA Professional Wrestling School .
    • Engagement fees for IWA talent: Personal appearance fees

    Within three years, the IWA is expected to be the number 3 professional wrestling organisation and a major industry player. Our programming will consistently receive TV ratings in the 2.0 to 2.5 range, and we will have used major established stars to entice viewers and fans to tune in while, at the same time, developed outstanding new talent from within.

    The IWA is poised to compete for the second most coveted position in the industry, currently held by WCW, within five years and generate about $35 million annually in revenues.

    The IWA will focus its appeal on filling the huge void in professional wrestling. It will provide ‘#8220family-oriented&#8221 and ‘#8220family friendly&#8221 professional sports entertainment programming and live events. The IWA is committed to family values and will appeal to more people than just hardcore fans.

    There is currently no pro wrestling programming. The WWF and WCW are the only options for fans, and they look identical in format and design. It is part of the weekly television programming that emphasizes extreme violence, vulgarity as well as disrespect for women and authority.

    Extreme Championship Wrestling, which is currently available on the Nashville Network (TNN), is the only alternative to WWF or WCW programming. It appeals only to the extreme, hardcore fan.

    IWA fans will be encouraged encourage their children and grandchildren to follow our programming. The IWA will return ‘#8220;rasslin’ to professional wrestling and place more emphasis on talent, skill and ability than the twisted, demented stories currently in fashion with other organizations.

    It makes strong business sense to appeal to the majority or masses of wrestling fans who range in age from 3 to 93, are 40% female, and very strong in the 21 to 49-year old male segment of the population. Pro wrestling need not be just for kids … or just for the hardcore extreme. The IWA will be able to tap into the ‘#8220’ main stream and will generate maximum profits.