Architecture Firm Business Plan


Architecture Firm Business Plan


NW Architecture will focus on domestic and international architectural design. The firm is located in the Bay Area close to San Francisco, California. This firm will offer architectural services that are more cost-effective and result in better design and construction.

The target clients can be divided into four categories: developers, contractors, homeowners, and government. NW Architecture will have an advantage in digital-based design because of its extensive knowledge. Outstanding customer service will be another point of differentiation for the firm.

Sales are expected to increase by $500,000 in the third and fourth years. Within three years of our start, we will be financially sound.

The most significant challenges ahead include securing a suitable location, establishing the initial client base, and ultimately positioning the firm to be able to have a presence in a larger, global market.

This businessplan outlines the goal, focus and implementation of this startup firm.

1.1 Mission

NW Architecture has a new form of interactive digital media available for the client and the builder. These media will clearly show clients and builders what the design will look, and how it will be built.

With this new form of media the client doesn’t have to know anything about architectural graphics or terminology (floor plans, sections, elevations & construction documents) to have a clear understanding of what the end result will look like. Computer-generated images and interactive video make this possible.

This media will be further used in the construction documents. A video rendering of the entire building, including both images in high quality and specifications, will be available to the builder. The entire building will be rendered in three dimensions so that anyone with a basic understanding of computers can access it.

1.2 Keys for Success

  1. Technology-advantaged service for your customers.
  2. Utilizing a diverse staff of architects to provide a wide variety of product styles.
  3. There are many global connections.

1.3 Objectives

  1. In Year 3, sales of $500,000 and $700,000. in Year 4.
  2. Market expansion of 20% per year via the Internet.
  3. New market niche created by Year 4 of 3D construction documents and interactive digital presentations to customers.


Gift Shop Business Plan


Gift Shop Business Plan


Regali Luxuri is run by Kaethe and Bensai Villanova. Regali Luxuri is an exclusive gift boutique that can be found in Treschicburg’s warehouse district. We offer a wide range of high-quality merchandise, including personalized business cards, greeting cards, and apparel. Regali Luxuri targets middle-to high-income clients. Our company image is representative of what customers seek in home accessories and gifts. We are a modern, urban lifestyle brand. Our printing services, unique product lines, and exclusive products are what distinguish our company from specialty retail shops.

We will have a site for Regali Luxuri before the Grand Opening. Regali Luxuri will break-even within the first year, while in year two we expect to turn a moderate profit. Regali Luxuri plans to grow in the future by expanding its location to include the second level of our living/work unit; creating new product lines; hiring design professionals to design our products; adding e-commerce functionality to our website in year 3; and creating a mailing list.

We formed our business as a “S” corporation. Bensai Kaethe and Kaethe have worked for many years to develop and expand our home-based retail business. Each of us contributed an equity investment to the retail location’s opening. Kaethe, a seasoned retail accountant and entrepreneur, has five years experience. Kaethe also took classes through the University SBDC. Continuous education and our years of experience help us to manage daily operations and train future employees.

1.1 Objectives

  • Total sales revenue must be generated to make a profit by the end of the first year.
  • In year three, add e-commerce capabilities on existing company websites.
  • In the third year, you should aim for a 20% annual growth rate.
  • You should aim for a sales cost of less than 45%.
  • In year two, establish 50% of our merchandise in proprietary products.
  • Our company will be a leading &#8220Brand Recognized#8221 name in the community by year 1.

1.2 Mission

Regali Luxuri is an exclusive boutique for specialty cards, gifts, and apparel that specializes exclusively in unique merchandise that is not often found in larger retail markets. We are dedicated to providing customers exceptional customer service in a visibly relaxing and engaging shopping environment. Our mission it to offer unique and high-quality merchandise for affordable prices to customers.

1.3 Keys for Success

  • Create a product line that is unique and one-of-a-kind by purchasing and designing it yourself
  • Provide customized products and services that are “tailor-made” to each customer’s personal style.
  • Establish a loyal customer network by offering seasonal promotions / discount, direct mail postcards, high quality merchandise at reasonable prices, and creating a comfortable and inviting shopping environment.
  • Establish a “Brand Identity”, which embodies quality gift-giving merchandise and outstanding customer service.


Energy Conservation Business Plan


Energy Conservation Business Plan


Green Power Consultancy in Burlington, VT is a start up company that provides advice and design services to architects and customers regarding environmentally-sensitive buildings and energy consumption. Green Power has identified three keys to its success. Green Power believes that it is important to only offer solutions that can be sourced from the market. The second is to make sure all offerings are based upon economic justifications. A solution must be able to justify its long-term economic worth beyond environmental considerations.

Green Power will target both architects and individual customers. Green Power will have close relationships with architects so that they can offer environmentally friendly solutions to their clients. This area has 23 potential customers and is growing at 7%. The second customer group is individual consumers; an environmentally conscious group that have sought out a service provider to help them implement their personal ethics into the design of their new or existing structure.

Green Power offers many services such as advice regarding passive heating and grey water usage, renewable energy considerations, employee transportation options, and recommendations for grey water use.

Green Power will now be managed by Sue Lang (seasoned management team). Dan earned a degree both in business and in environmental studies. He also has a Masters in Architecture. Dan has over a decade of experience working within the industry. Sue Lang makes up the second part of our team. Sue Lang has a MBA and worked in the Bonneville Power Administration’s renewable energy department. Green Power&#8217, through the combination of outstanding education and valuable work experience will be able successfully execute its business plan.

Green Power has conservatively forecasted sales of $202,343 for year two, rising to $238,402 for year three. In the second year, net profit will be achieved. Green Power will become a long-lasting, profitable business thanks to a solid business model, strong management, and this comprehensive energy business planning.

Mission

It is Green Power Consultancy’s mission to provide the finest green energy solutions for new constructions as well as existing building owners/lessors. Through careful analysis, attentive customer support, and cost effective solutions, Green Power will become a stable business serving the Burlington community.

Keys to Success

Green Power has identified key keys to success in order to create a sustainable business. If these keys are followed, the likelihood of success will significantly increase.

  1. Offer solutions that are demanded by customers.
  2. Ensure all of the solutions have economic considerations built into the respective models.
  3. Only provide 100% customer satisfaction. Customers must be satisfied beyond their expectations.

Objectives

Green Power identified three goals it will pursue in order to achieve long-term business success.

  • Proven cost-benefit analysis of environmental approaches to structure construction, maintenance, energy consumption.
  • In five years, you will be the most prominent environmental energy consulting in the state.
  • Within three years, you can achieve profitability


Wholesale Food Business Plan


Wholesale Food Business Plan


Justin Seafood Market has been providing high-quality seafood to customers for five years. The business is primarily wholesale to area restaurants. We purchase seafood directly at local fishermen and from contacts all across the Florida panhandle. This allows us to pick from the finest selection of seafood available anywhere. Currently, our products are sold to more than 60 restaurants. This represents an increase of 10% over last year. We anticipate that we will also have additional customers next year.

Justin Seafood Market will expand its storefront to sell directly to the public. Our expanded market will allow us to deliver our commitment to quality, freshness, and great prices. We can pass on the savings to our customers by purchasing large quantities.

The planned renovation will cost $150,000. Customers will also be assisted by additional service personnel. Justin Seafood Market owner Bill Justin will contribute $50,000 to the expansion. He also secured a $100,000 short-term loan.

1.1 Objectives

  • Justin Seafood Market has been established as the leading seller of fresh seafood to the general public.
  • Justin Seafood Market hopes to double the number and quality of its customers over the next two year.
  • For customers who are looking to build loyalty, create a Seafood Discount Club.

1.2 Mission

Justin Seafood Market was established to offer the highest quality seafood and the lowest prices.

1.3 Keys to Success

  • Superior products can increase customer loyalty.
  • An area that is safe for pedestrians.
  • A program that will create customer loyalty.


Diamond Retailer Business Plan


Diamond Retailer Business Plan


It can be difficult to purchase an engagement ring, especially if you don’t have any knowledge of diamonds. Current studies indicate that there are 1.7 million engagement rings purchased per year in the United States (74% of brides, from 2.3 million weddings), with an average expenditure of approximately $2,000 per diamond engagement ring.

With the revolution in connectivity and interactivity through the Internet, potential buyers can learn more about the characteristics of diamonds they intend to buy before going to jewelers. In this case, we solve that very problem of “knowing so little” about the characteristics of the merchandise. Now people can learn and gather information about diamonds before actually going to their neighborhood jewelers to purchase them.

Online retailers don’t want to have to learn and gather information. They want their learning and gathering to lead to sales. Selling diamonds online does not mean that you can’t sell books online. Customers want to see the actual product before buying. What happens if the brilliance displayed on the Internet is not the same as the one I have?

It is about how to leverage the “high-touch” of high-end internet retailers. We are struggling to find the right formula that will bring these high end loose diamonds to customers, while other low-end jewel retailers have been focusing on selling quantity.

Rocks by Request, (RBR), can help. RBR was established in the Bay Area three years ago, by a third-generation jeweler, Rock Stone. RBR plans on expanding its operations outside of California after the three-year-old operation. RBR is a simple concept. RBR leverages local jewelers as its “front-end”. This strategy helps RBR address both ‘#8220credibility” and ‘#8220high touch” issues when it comes to selling its high-end merchandise over the Internet.

RBR is changing how it positions itself in the aftermath the dot.com bust. While maintaining connectivity, interactivity, and speed, RBR will also “humanize” e-commerce by combining both technology and tradition in diamond retail industry.

This strategic plan describes how to further optimize connectivity, interactivity as well as speed in developing recommendations that will guide RBR’s new strategy.

1.1 Objectives

  • To devise an additional course of action and recommendation to RBR in order to expand RBR’s market share in the loose-diamond e-tailing sector.
  • RBR will be provided with industry insights and market trends. A psychographic study of the current market and potential engagement markets is required. This study will also describe the business’ competitive landscape.

1.2 Mission

Our mission is expand our current 2% market share in online diamond shopping. When we look at the diamond retailing industry itself, the current 2% is rather low compared to the number of diamonds sold yearly in the United States. RBR must expand its network of jewelers, strengthen alliances and partnerships with media and Internet vendors to meet its growth criteria. RBR also needs to increase its R&D efforts to bring the most recent technology to e-commerce.

1.3 Keys for Success

RBR’s key factors for expanding its operations include:

  • Extending its network of family jewelers across the U.S. and globally.
  • In order to meet future needs, additional warehouses will be built.
  • Improved supply chain and logistical efficiency that allows for quick delivery and return.
  • Repositioning the look of the current website by upgrading graphic elements and state-of-the-art navigation.
  • In order to promote loose diamonds, we have formed alliances with media outlets and the Internet.
  • Incorporating more product categories in the loose diamond category such as gold settings, pendants, rings and earrings, and gold trinkets/accessories for younger customers.


Office Consulting Business Plan


Office Consulting Business Plan


Office Space Solutions is a business improvement company. The company is focused on high-growth firms and helps to streamline communication, paper flow, office systems, and other administrative processes. It also assesses office space organization and office flow. The results are a complete turnaround, including improved efficiency, reduced costs and higher incomes, as well as happier people.

Office Space Solutions is able to offer two key competitive advantages. First, our team has extensive experience in office space management. Second, we have a high level of efficiency in work flow. Bev Johnson is the owner. She spent the last 10 years working in three start up companies that were growing rapidly. It was Bev Johnson’s responsibility to manage each company’s personnel growth and improve employee productivity. This experience was priceless. Office Space Solutions is able to capitalize on the benefits of networking that Bev has accumulated through her previous industry relationships.

1.1 Mission

Office Space Solutions’ mission it to provide superior support services for their clients. The goal of Bev is to retain and attract customers. Everything else will follow this principle. Her services will exceed the expectations of her customers.

1.2 Keys to Success

The following objectives are set for the initial three years of operation

  • To create a service-based firm whose primary goal will be to exceed customers’8217; expectations.
  • To increase the number of clients served by 20% per year through superior performance.
  • To build a sustainable start up business that is financially profitable.


Furniture Manufacturer Business Plan


Furniture Manufacturer Business Plan


Trestle Creek Cabinets, a cabinet business, will be established to specialize in custom cabinets. They are available for residential, commercial and resort customers. Its founders have extensive construction and cabinet industry experience. Trestle Creek Cabinets is part of Trestle Creek, Incorporated, a construction firm that shares staff, office spaces, and administrative costs. Trestle Creek Cabinets will still be considered a separate company for business planning purposes.

After many years of involvement in the construction of luxury homes the owners of the company saw a need to create a line of cabinets that offers a wide range of design options, high-end finishes and top-of the line organization, quality, and customer service. Trestle creek Cabinets will fulfill these customers’ requirements. The company is building a strong market presence in the high-end residential and resort development segments. Revenues are expected to rise substantially between FY1 & FY3. The company anticipates making handsome net profit by FY3 with a gross margin average of over 25%

The capital was provided by the company’s owners to pay for the initial expenses. The company currently seeks a 3-year commercial loan to cover the operating expenses.

1.1 Objectives

The company objectives are:

  • To be a top cabinet supplier to luxury homes in the regional market.

  • Revenues exceed Year1 levels by year end

  • Target 70% in high-end residential customers segment.

  • 20% of residential sales are in the mid-range customer segment.

  • 10% of sales will go towards commercial development.

  • To have a showroom within 3 months in a prominent retail space.

1.2 Mission

To deliver a high-quality product on time, within budget and with minimal errors.


Concierge Service Business Plan


Concierge Service Business Plan


Introduction

Godsend Concierge Service, (GCS), is a full-service concierge who primarily serves the untapped corporate market in Eugene. The company can complete almost any task requested by clients. This allows them to spend more time developing their employer’s value. Employers will enjoy our service as an additional compensation tool to attract qualified workers.

The most important objectives for the first three years include: the utilization of GCS in at least four of the top 10 local companies, and to increase our number of clients served by 20% per year through superior performance and word-of-mouth referrals.

The Company

It will be a home-based company with Taylor Gogetter the sole proprietor. Mr. Gogetter will be the sole proprietor. The company plans to hire three full-time employees by the end year 1. GCS is committed to offering higher wages in order to ensure high-quality performance. GCS will provide ongoing training for its employees.

Services

Godsend Concierge Service offers a variety of services to our customers. There will be many tasks that employees have to do. However, the basic need will be for services/errands during normal business hours. The employees are usually at work during these hours. The company prefers employees being productive rather than running an errand.

The Market

Companies recognize that employees are less free than ever, and have started to work with concierge companies to offer their employees a variety of services. Some of the large corporations that we will target in Eugene are Hyundai, Sony Disc Manufacturing, Levi Strauss, etc. Medium-sized companies include Burley Design Cooperative and Palo Alto Software. Bike Friday is a larger law firm.

Although some corporations already provide a concierge service to employees, most do so through their in-house staff who handle the errands. The concierge service is viewed as a perk by the employee but is not as efficient for the company. GCS offers concierge services at a reduced rate to companies.

Individuals who see the value of having someone else complete tasks they don’t have time for, or after a cost/benefit analysis decide that it is not worthwhile to them, will be served by us. This market segment will be reached through word-of–mouth advertising.

Two concierge companies currently operate in Eugene. They are primarily focused on individuals. GCS is targeting companies as this market has been overlooked. It provides greater volume and more consistent services.

Financial Considerations

Godsend Concierge Service will charge a start-up fee that includes all the equipment required to set up a home-based office, legal fees and website creation. GCS’s projected growth rate is more than 100% per year with strong operating margins. GCS plans to generate $156,000 in sales by 2013. The company plans to bill its clients on an hourly rate.

Objectives

These are the objectives for the first three year of operation:

  • To create a service-based organization whose primary goal it is to exceed customers’#8217 expectations.
  • GCS use in at minimum four of the top 10 companies in your area, as listed by the local newspaper in its annual listing of local businesses.
  • Superior performance and word of mouth referrals will allow us to increase our client base by 20% each year.
  • You must be able to sustain your home-based business by generating its own money.

Mission

Our mission is to offer the customer any type of legal service that he/she needs. We exist to maintain and attract customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers. We will foster a workplace where employees take pride and ownership in their contributions, which empowers them to do their best.


Handyman Maintenance Business Plan


Handyman Maintenance Business Plan


HandyMan Stan offers complete handyman services to residents of Duluth (Minnesota). HandyMan Stan has a reputation for being a reliable, affordable and trustworthy service provider and will soon be able to gain market penetration.

The Market

HandyMan Stan’s target market has been segmented into: home owners and property managers. There are 24,090 potential customers in the home owner segment. This group has a 5% annual growth rate. There are 1,243 potential customers in the property manager segment. This segment is experiencing a 4% annual increase.

Services

As a handyman, Stan will offer a wide range of home repair services. Most of the tasks are small and easy. If the problem becomes more complicated, a contractor may be best suited. HandyMan Stan will offer the value-added feature to pre-screen a contractor when Stan is unable to perform the repair. Because of his honesty earlier, this will build a trust relationship with the customer and make it more likely that he will call Stan for minor repairs. Stan offers repair services for plumbing, electrical and windows.

Competitive Edge

HandyMan Stan is different from the rest by offering a low price and a low minimum charge. Stan charges $30 per hour, which is a reasonable amount to encourage people hire him for tasks they don’t want to do or to just ignore until it becomes a bigger problem. Stan’s low hourly minimum is the second component of his competitive edge. This is in contrast to other industry competitors which often have two- or three-hour minimums. This gives customers an incentive to contact Stan’#8217 sooner than other service providers.

1.1 Mission

HandyMan Stan’s mission is to provide knowledgeable, convenient, and reasonably-priced handyman service to the Duluth, Minnesota community. HandyMan Stan promises to give each customer a fair day’s work, and will repair any problem that arises.

1.2 Keys to Success

  • Treat each customer like the most important client in your business.
  • It is important to evaluate your abilities and skills before you accept a job.
  • It is important to work hard, ensure 100% customer satisfaction and work hard. If this is done, profitability will follow.

1.3 Objectives

  • The business can be developed into full-time employment in 12 months.
  • By the end of the second year, you will have steady income.
  • Repeat customers are a great way to increase your revenue by more than 20%


Telecommunications Business Plan


Telecommunications Business Plan


The telecommunications revolution is here: Personal communications and unified message systems are at forefront of this technological phenomenon. Since the 1984 deregulation in long distance and local phone service, there has been intense competition for telecom products and services. This is true for both consumers as well as businesses. From that day only 15 years ago, when consumers were tied to a fixed phone with its fixed phone number, mobile and cellular phones have proliferated to meet the demand for communication anytime, anywhere in the world. Companies that haven’t kept up with the times or adapted to change quickly become obsolete. Iridium is one such example. Quality, depth and speed of execution have replaced financial muscle as the ultimate arbiter of the market. AT&T realized this, and hired a technology-savvy CEO. Iridium was unable to pull the trigger and paid the price.

TeleSpace has the potential to become the market leader on personal communications and unified messaging. Both the business and consumer now have mobile telecommunications with multiple phone and fax numbers, email addresses, pagers and email. They want simplicity and speed. One identifier that can be found anytime, anywhere and deliver their communications. They are looking for MyLine.

MyLine has been operating for over five years. The company has a loyal but small core of customers. The technology is elegant, simple and easily maintained. The system features a wide range of features, many of which are crucial and some that are not. MyLine was not marketed as a pocket knife in the early TV ads. Instead of the sleek cutting tool consumers wanted, MyLine had a corkscrew with screwdrivers and an awl. It was twice as heavy as it needed to be and came with instructions. Instructions for a pocket knife! Before the product was even opened, customers knew that they were in trouble.

MyLine has the answer! Our internal market research shows what the customer wants. There are five primary markets. We will discuss three of them below. MyLine will find you wherever your customer is. There’s also the Soccer/Sports Mom. She is mobile, but often impossible to reach–except via 800 MyLine, which is free and available 24/7. And the military market, for both professional and personal use, is inviting. They demand mobile, reliable, and confidential communications–MyLine is ready and able to enlist.

The overall telecommunications market is huge, well over $200 billion. At this point, it is difficult to quantify the sub-industry of personal communications and unified messaging with its hundreds of million actual/potential customers. Management estimates that projected sales of about $40 million in the third year, with sales running at the rate of $5 million per month by the end of that year, would still be only approximately a one percent market share. A five to tenth market share is required in order to be the market leader. The management plans to reach this goal in five years.

1.1 Objectives

TeleSpace’s main corporate objectives are:

  • To be the market leader within five years in personal communications, unified messaging products, and services.
  • To be the lowest-cost provider in the industry and to drive aggressive pricing.
  • To provide the best and fastest customer service year-end 1.

1.2 Mission

MyLine is already the most technologically-superior personal communications system in the world. TeleSpace management plans to capitalize on MyLine’s brand, technical reputation, and become the market leader within personal and business communication systems and unified message systems within five year.

1.3 Keys to Success

TeleSpace can achieve success with three key keys:

  1. Marketing must generate sufficient sales volume to drive an aggressive pricing model while still achieving planned profitability projections.
  2. Private label MyLine must be promoted through their distribution channels by strategic partners.
  3. Equity capital should be secured at a reasonable price.