Bees’ Circus is a children’s play and music program that offers a series of parent/child programs devoted to the physical, emotional and social development of children. For children from birth to four years old, we offer eight weekly classes. The activities will help improve coordination, balance, and other sensory stimuli. Bees’ Circus also offers music classes. Children aged 16 months to four years will have fun singing and dancing, and learn new musical rhythms. Each week, new musical styles such as jazz, classical, and contemporary will be introduced. Activities such as instrument exploration, songs and movement to music are designed to provide a positive musical experience for both parents and young children.
In Monroe, Bees’#8217’ Circus offers an exclusive service that is unlike any other. The city does offer classes for children through the parks and recreation department but they are not part in a comprehensive growth plan for pre-schoolers.
The new commercial center serves Monroe’s affluent northwest. Bees’’ Circus is centrally situated. The northwest corner of the city has seen a tremendous increase in housing over the last five years. To support the rapid growth of the population, more than 3,500 housing units have been constructed in the region. Many of these units are being rented or bought by young families. There is no current park program serving the area. The area’s 10,000 families will benefit from a new park in the coming three years.
Barbara Miller, coowner at Bees’s Circus, is an educator who has worked for over 20 years. Her involvement in the development and implementation of Monroe’’s preschool programs has been invaluable. Bees’ is her first venture to create a space for parents and their children to have fun and spend time together.
1.1 Mission
Bees’′ Circus mission is to encourage the social, emotional, and physical development of children. Bees’’s Circus activities include the participation of parents.
If parents can enter their child’s world, they help them grow in confidence and ability to learn. Spending time with your child and mom/dad can contribute to emotional growth and build trust.
1.2 Objectives
The following are the goals of Bees’′ Circus:
Fill classes up to 70% capacity by the end of the first year.
Keep at least half of the children from moving between classes.
Increase the number of families participating in classes by 15% during the second year of operation.
This plan details the creation and operation of CabinFever Child Fun Center. This plan details the plans for growth and procedures, as well as how to operate, and what infrastructure is needed.
Cabin Fever will offer young families in Bemidji, MN and the surrounding area a quality family recreation center, with jungle gyms, soft contained play structures, slides, and imagination-inspiring play areas for children ages 2 to 5. All equipment is tested and approved. The employees are trained in first-aid and child safety. Parents will have access the special seating areas to observe their children playing safely and actively, even in winter’s coldest and darkest months.
Derek Giesbrecht and Brian Solum are responsible respectively for the design, development, and construction of the daily operations. Soft Play, LLC, is the president of Soft Play, LLC, an indoor playground manufacturer. He has been in Active Play for many decades. Soft Play has become a leader in the Family Entertainment Industry. Brian is a former realtor and father of four. He has more seven years of experience working in the child care sector. Brian will be supported by a team-oriented and customer-focused staff. Cabin Fever will retain a CPA firm for professional company audits, preparation of taxes and payroll, as well as to serve as a business consultant in order to help with setting achievable long-term strategic goals.
CabinFever is projected to achieve $158,000 in first year sales based on current child recreation market prices. If we manage well, we can expect to see a five percent increase in revenue each year. The following ratios are for the first-year:
Gross Margin > 95%
Margin net profit above 12%
Pre-tax Returns on Assets More Than 20%
Net Worth over $76,000 by year three
We will make Cabin FeverՉ۪s success more manageable by:
Funding the construction and operation of the initial operation. All investor capital is held in escrow, until the project has been fully funded.
By reducing overhead costs, you can increase your bottom line profit.
Building a loyal customer base. We have chosen the ideal location using demographics. Our aggressive advertising program will help us achieve our goals.
Establishing community involvement to demonstrate how the business will contribute to a better quality of life.
All payments will come in cash or checks, eliminating the need to invoice or collect.
1.1 Mission
To provide safe, entertaining, fun, and profitable child entertainment facilities for children 2-5 years old in the greater Bemidji, Minnesota area. The facility will encourage children’s growth through interactive play with their parents and peers as well as the facility itself.
To listen to and respond to the needs of customers regarding entertainment, activities, facilities, safety, environment, services and other aspects.
Develop a system of safety, security and accountability on the property between the staff, paying clientele and the general public.
1.2 Keys for Success
Localization
Service
Safety
Cash
1.3 Objectives
In the first year, I aim to attract 30% of my target market for ‘#8220’Cabin Fever 1.5 times per month. Based on demographic and census statistics, this objective would allow me to bring 3,600 children and 1,080 adults into my office in the 1st-year.
ToyLearn is a new start-up company. It has developed a series of educational tools for kids that are engaging and fun. Jen Funster and David Funster founded the company. They are registered as Ohio S-Corps. ToyLearn is expected to be profitable in year one. In the next few years, they will experience a significant increase in sales.
ToyLearn initially offers three educational toys. NumberToy, a toy that teaches numbers skills, is the first. LetterToy, as its name suggests, is a product that helps children learn the alphabet quickly. PhonicToy is the final product. This device looks like a miniPC and helps with math and phonic skills. While the products serve as educational tools to develop core skills in youngster users, the toys are fun to play with and encourage children to use them often. Current products are being developed by the in-house team.
ToyLearn identified three key factors that will ensure the company’s sustainability. The first is to create educational and engaging toys. Second, financial controls are essential. The last last key to success is the need to listen to customer, effectively creating a feedback mechanism for product improvement.
ToyLearn is targeting two customer segments. Individual customers are the first. These are the parents and grandparents who buy the product for their child. This market is currently growing at 8% per annum and has 3,354,430 potential customers. Wholesale purchasers, which are usually organizations that buy the products for clients, is the second market segment we will address. These organizations are typically some sort of care center or nursery/pre school. This segment is experiencing a 10% increase in annual growth with 702,335 potential customers.
The likelihood of success of ToyLearn is ensured by its strong management team, lead by David and Jen Funster. David, in charge of the product engineering, graduated from the University of Rochester with an Engineering Degree. David was employed by HP for a number if years in the product development department. David left HP to work for Nintendo in the game development department. These experiences, in addition to his education has provided David with valuable skills to use to help ToyLearn gain market penetration based on the quality of its products. Jen, who is half of the management team received her Masters of Education degree from Case Western Reserve University. Jen has extensive experience in the development of educational tools for ToyLearn.
ToyLearn forecasts sales of $367,000 for year two. Year three will see sales of $475,000. ToyLearn’s success is due to its combination of experienced management, product development excellence, and the ability to see a great market opportunity.
1.1 Objectives
A profitable company is possible.
Create innovative educational toys.
Interactive toys can be used to enhance children’s learning.
1.2 Mission
ToyLearn’s goal is to provide the best educational toys. We will be more successful if we can help more children to learn basic functions through our toys.
InteliChild.com gives bright children a safe place to interact and have fun with other kids, educators, the web, and the wider world. It generates traffic first, valuation for investors, and eventually commerce and profits. It provides a safe environment for children to play and parents and schools to purchase, as well as a creative, fair, and healthy work environment for employees.
The InteliChild.com ecommerce project is the natural progression of the InteliChild.com Internet site. The site will promote and sell select toys, books and software products. It will also produce Web products and Web applications that will increase market share, promote name recognition, and maximize efficiency.
The Company
InteliChild.com, the current start-up, has four employees. The California C corporation was created by the principal founders at 25% ownership. (Name Omitted) Capital partners acquired 50% of the company. The company has only one office. The initial website is at www.citruscoolkids.com.
Our core competitive advantage is the knowledge base that we have created in-house. Our competitor spends five to ten times more money on outsourcing than we do to companies that can provide services that we offer in-house. The same applies to InteliChild.com. Already having the SQL(tm), ColdFusion() programming skills, we will now add Flash(tm).
Products and Services
InteliChild will be offering a steadily increasing mix of three lines of products:
Toys and Games – carefully chosen toys and games that appeals to the target audience, their parents, and educators.
Books: there should be a selection of books that appeal specifically to the parents and educators of the target market, so that these interested adults can go to this site and order books about their children. In addition, of course there is also a selection of books to be ordered by and for the kids to read.
is carefully selected software to appeal specifically to the target market.
The Internet changes every three to six months, or faster. Therefore, our strategy for future development is to remain positioned with enough flexibility to adapt new technologies, and adapt to changes quickly.
The Market
InteliChild.com is experiencing an explosion in sales due to technology advancements in teaching fields and the acceptance technology as a teaching aid. We need to get approval from the school community, which includes teachers, PTAs, and special education programs, in order to enter the market.
These four areas are our primary targets:
The children themselves.
Parents.
Educational institutions for children of the upper class.
Self-teaching families.
We have plans to expand internationally, but our first launch will be in the US upper class. We know that the majority of our clients drive BMW’s and have great taste. They spend more on their children than they do on their cars because they like the technology that we have built. They are also impressed by high-quality design and have high bandwidth connections.
Financial Considerations
Because we are determined to be the Internet’s dominant company, our start-up costs can be high.
The Breakeven Analysis indicates that we are at steady-state breakeven in the first one year.
The forecast for sales is based upon increasing website traffic and increasing the number of sales per session. From Year 1 through Year 3, sales are expected increase exponentially. The forecast obviously depends on traffic increase. We plan to lose money for at least three years while we build traffic and develop our position for the long-term future.
Objectives
Traffic measured in unique sessions: 100,000 user sessions in June, Year 1, 450,000 in December Year 1, 3.5 million Year 2, and 5,000,000 in Year 3.
Selling through, measured in dollar sales for each unique visit: December 1, 2012 saw a record high of $0.58; $0.83 in Year 2, and $0.92 the following year.
Value is the ability to attract additional investment at economically viable valuations. We need to attract
Moderate investment in this year and an additional large injection in Year 2, with a valuation performance that yields attractive Internal Rate of Return (IRR) for investors. The financial section shows IRR of greater than 100% for all investors. However, IRR is lower for seed and slightly lower for the second round.
Acquisition (IPO) or Initial public offering in Year 4 at a valuation greater than $20 Million. This assumes that earnings and sales are the market values, which are very high at the time this plan is written.
Mission
InteliChild.com provides bright children a fun place to interact with educators, other kids, and the wider world. It generates traffic first, valuation for investors, and eventually commerce and profits. It’s a safe place for children to play, for parents to buy school supplies, and for employees to work in a fair and creative environment.
Keys to Success
Customers must be retained. The website must be simple to use, and can be viewed quickly. User satisfaction is an ultimate priority.
If the project can capitalise on the traffic generated by InteliChild.com and convert the user sessions into dollars via the commerce site, it will succeed.
InteliChild isn’t ready to hire more people so the sales process must be simple to manage and flexible enough.
The e-commerce project will further establish InteliChild.com as a technology leader. It will not only bring in traffic, but also return traffic.
