Fire Rescue E-commerce Business Plan


Fire Rescue E-commerce Business Plan


FireRescue Depot is an exciting start-up business that has been registered as an Illinois S Corporation. FireRescue Depot is a vendor of fire department and search and rescue hydraulic tools. FireRescue Depot is able to offer a full line of hydraulic tools made by all the major industry manufacturers. This sets FireRescue Depot apart from other vendors. FireRescue Depot offers a large product selection because they have arranged drop ship agreements with all the manufacturers. This greatly reduces inventories. Steve Dalmatian was the founder of FireRescue Depot. A competition awarded $50,000 in prizes to the winning ecommerce business plan. FireRescue Depot&#8217’s unique approach in offering an extensive selection and also its ability to address the common pitfall that large inventories can lead to, the plan won the competition. Steve’s initial validation of his innovative, profitable business model was when he won the competition.

Products– FireRescue Depot will offer several different classes of tools for fire and search/rescue departments. These classes are the foundation of a department’s toolbox.

  • Rams are used in punching and pulling, as well as for shoring, stabilizing, and supporting. With up to 15,000 pounds of punching force, they can easily displace a dashboard, move a steering column, or stabilize a vehicle. Available in various sizes.
  • The best cutters offer maximum flexibility and cutting force. You can choose from various sizes and pressures to fit your needs. There are many models to choose from, including different sizes and jaw designs.
  • Spreaders are used to separate different materials such as metal, timber, and other mass-materials. Different models have different spreading distances (24-40inches), and different spreading forces (19,000 – 37,000lb).
  • Combination tools mate cutters and spreaders into one tool. These are useful tools when you have to move metal. They also provide quick response times and the cutting power needed.

Market– The following is a description of the two distinct customer segments that FireRescue Depot has identified and will tailor their marketing and sales activities toward.

FireRescue Depot targets two market segments. The first market segment is the urban fire and emergency departments that have more than 10 employees, serving more then 10,000 people. 3,435 potential customer have been identified. The annual growth rate is 8.8%. Rural departments employing fewer then 10 people and serving less that 10,000 people are the second category. This segment has 8,787 potential customers and grows at an annual rate 7%.

Management FireRescue Depot&#8217’s management is aware that even though business models and ideas may change over time, what is most important to a business are the people who can execute a well-designed business plan.

Steve Dalmatian is the FireRescue Depot manager. Steve is well-equipped to handle the business opportunity. Steve is a veteran of three years working in a fire service, where he assisted in many rescue operations. This experience has given him a deep understanding of the industry and its technology. Steve’s MBA from Loyola University gave him extensive business skills.

Mission

FireRescue Depot’s mission is to be the best vendor of fire- and rescue equipment. Through a combination of outstanding selection and attention to detail, this customer-centric organization will be known as the best retailer for the price and customer service.

Keys to Success

FireRescue Depot identified three key keys to success that are essential to sustain profitability. To determine if an organization is meeting these key requirements, the organization will continuously monitor them.

  1. You should identify the most popular products on the market and then sell a variety of them.
  2. Excellent customer service is key to building long-lasting relationships with customers.
  3. Design and implement strict financial controls.

Objectives

FireRescue Depot is identifying three objectives that will serve to set lofty goals but are achievable for the entire organisation. These objectives are:

  • To be a major vendor in fire rescue hydraulic tool markets.
  • To achieve profitability in 24 months.
  • To increase market penetration to 15% over the course of four years.


E-Commerce Start-Up Business Plan


E-Commerce Start-Up Business Plan


Opportunity

Problem

E-commerce is growing rapidly, and so do the returns processing needs of manufacturers and merchants. The average rate of returns for Internet-based companies is 9%. In the next year, returned merchandise amounted to $1.5 billion. Each transaction involves financial processing. Many require physical shipping, as well as processing the goods upon receipt. This can be a major hassle.

Solution

NoHassleReturn.com seeks to position itself in a strategic partnership with online merchants, web hosting companies and portals as well as shipping companies and online payment agent such as credit cards issuers. The strategy will offer reduced or free shipping for all returned merchandise because of demand aggregation. This will increase the acceptance of the strategy by consumers and result in more revenue for all participants. The proposed program is therefore a win-win solution to all parties involved. Additionally, the website and software architecture will be wireless-friendly. This will allow consumers to use the service from their mobile phones.

Market

E-commerce continues to grow and the amount spent online on goods and services is increasing. Online revenues increased by more than 300% in the past holiday season (20 November to 19 December) according to Shop.org. This was far beyond expectations and well above what Shop.org and Boston Consulting Group had expected. According to a study that included 30 retailers, the number of orders increased by 270% in categories such as apparel, books, music, specialty foods, electronics, and home and garden. According to the study, online sales are growing at 145% per year and online retailers’ revenues were projected to exceed $36 billion for 2013. An earlier study conducted by Ernst & Young, before the holiday frenzy, already estimated that total revenues for online retail and consumer products for the calendar year just completed were around $25-30 billion. Currently, the average rate of returns for Internet-based companies is 9%. The value of returned merchandise will reach $1.5 billion in the next year. This is a great opportunity.

Competition`

The company expects to compete with three types: Direct

Others will follow us if we are successful. Our most worrisome competition would be combining delivery and/or courier services, like something of this type owned or partnered with UPS or FEDEX.


Internal

The first competitors to the new service are the online retailers themselves. They are considered internal competitors because NoHassleReturn.com must form partnerships with retailers to provide its services.

NoHassleReturn.com will give retailers at least one selling opportunity while they are on the Web; something that a carrier partnership cannot offer. NoHassleReturn.com serves as a demand-aggregator, and can arrange the necessary agreements to provide consumers with reduced or even free shipping for all returned merchandise.


Channel

In reverse order to the paragraph above, service providers like Mail Boxes Etc. and PostNet may try to forge strategic partnerships with numerous online retailers to simplify the return process.

Why Us?

Our mission, to improve customer service and retention of online merchants as well as increase their sales, is to help them achieve their goals. We aim to enhance the image of online merchants and encourage online shopping growth. We do our best to improve customer satisfaction and the communication process between retailers with customers.

Expectations

Forecast

NoHassleReturn.com has a solid financial foundation that is both conservative and very promising. Once they are up and running and sign up some merchants as customers, NoHassleReturn.com will quickly gain momentum and generate impressive sales.

Financial Highlights per Year

Financing is Required

We need $50,000 in order to begin. Two owners will provide this amount to us, which we can use to begin $25,000 per person.


E-commerce Internet Business Plan


E-commerce Internet Business Plan


Popular culture is no more regional. Cable television, syndicated radio shows, and the Internet have created a world in which a New York fashion statement can be seen in just days in small towns in the Midwest. The speed of our telecommunications has increased the expectations and needs of young customers for products that make a cultural statement.

FireStarters provides youth with the products and clothing they need in small communities throughout the United States.

FireStarters’ focus on small-town America is what sets it apart from other youth-oriented eCommerce websites. The target audience is a young adult between 11-18 who listens to alternative music, and who participates in youth sport like skateboarding, snowboarding, and other such activities. Our target customer will look toward alternative clothing trends in large urban areas as their inspiration. FireStarters will advertise only in small communities with between 100,000- 150,000 residents. FireStarters will only advertise in small communities with 100,000 to 150,000 residents. These communities already have small businesses that are youth-oriented, such as skateboard shops or alternative CD stores.

1.1 Mission

FireStarters’ mission is to provide unique youth-oriented fashion and products for small-town America.

1.2 Keys for Success

  • Accessible website that’s fun to surf. Like a trip to your favorite store where you always find something new that you want.
  • Excellent vendor relationship that will facilitate quick shipment of orders.
  • Advertise effectively in youth-oriented business communities.
  • Create a store image that our target customers sees as both attractive and trendy.


E-Commerce Retailer Business Plan


E-Commerce Retailer Business Plan


Opportunity

Problem

The modern world brings knowledge about the human body and the convenience of having things sent to one’s home. Why should this be limited to those who have more money? We will make it possible for everyone to have the choice of convenience and health.

Solution

Nature’s Candy’s mission is to provide the finest in natural supplements using the Internet to lower the consumer’s cost. We exist to attract and maintain customers. This maxim will guide everything else. Our services will exceed the expectations of our customers.

Market

The nutritional supplement market is a semi-mature market characterized by high-growth rates, medium barriers to entry, and a few large competitors. Many companies have reported an average 30% annual growth despite fierce competition. The market leaders are as follows:

  • GNC (General Nutritional Companies, Inc.): This company is a nationwide specialty retailer of vitamins, minerals, and sports nutrition supplements. GNC had over 3,000 stores in 2000 and generated $1.19 million.
  • Nature’s Sunshine Products, Inc., manufactures and sells a variety of supplements. The multi-level marketing company generated approximately $370 million in 2000 revenues.
  • Rexall Sundown, Inc., develops, manufactures, market and sells vitamins, nutritional supplement, and consumer health products through retail, independent distributors, or mail order. Rexall reported 2000 revenues of around $370 million.
  • International Vitamin Company, Inc. IVC is a manufacturer, packager, distributor, and retailer of private label vitamins, nutritional supplements, and pharmaceutical products to retail stores, pharmacies, and health food outlets. IVC’s revenues reached $107 million in 2000.

This market has three primary distribution channels:

  • Mass Market Retailers (Fred Meyer, Rite Aide).
  • Direct Sales Organizations
  • Health Food Stores (GNC).
  • Mail order catalogs and the Internet.

Competiton

The main three major vitamin and supplements product categories within the mass market retailer channel are the broad-line, national, and private labels brands. The 60% of domestic market is dominated by broadline and national brands. The remainder 40% of the market is occupied by private label brands.

Why Us

Nature’s Candy’s mission it to provide the highest quality natural supplement using the Internet to lower consumer’s costs. Our goal is to keep customers happy. This maxim will guide everything else. Our services will meet or exceed customer expectations.

Expectations

Forecast

Nature’s Candy will become an icon ecommerce brand over the next three year through laser-focused advertising. The company hopes to grow and eventually make a profit within the second and third years.

Financial Highlights by Year

Financing Required

We will start with $80,000 from the founders

Quack $45,000

Stewart $35,000


Clothing E-Commerce Site Business Plan


Clothing E-Commerce Site Business Plan


Opportunity

Problem

Outdoor activities are enjoyed by women just as much as they do by men. They can hunt, hike, fish and so on. Why should men be denied all the joy? Women don’t like ugly clothes, corsets and tools that rely on men’s strength. Women are equal to their male counterparts. They do not need be identical to men.

Solution

Liquid Culture offers women&#8217s outdoor clothing that is both functionally designed and beautifully made online. Larry Wilson and Maggie Granger are co-owners and operators of Liquid Culture. This operation will reduce inventory costs by having Magic Clothing Company handle manufacturing and shipping. Liquid Culture will handle the order and take payment online. Magic Clothing Company will take the order, fill it and ship it. Liquid Culture will be focusing on the design and marketing its products.

Market

Women’s outdoor wear is now a $1.2 billion market. Online shopping has made it easy to find a variety of outdoor wear for women. But, there is no online store that only sells women’s apparel. Yet.

Social media can amplify word of mouth, especially when it comes to outdoor fashion or women’s health and fitness.

Our messaging will focus on the eliminating the compromises others make and stepping up to the distinctive style of Liquid Culture. Of course, social media will play an important role in marketing our website to customers.

Competition

  • These are the major online outdoor brands for women, such as Columbia, Patagonia or LLBean.
  • Amazon.com and major online retailers of generalized apparel offer outdoor clothing for women.
  • We have also a women-specific competition, titlenine.com.

Why Us

Liquid Culture’s mission is provide clothing that can be used to energize any outdoor activity. Liquid Culture provides comfortable, durable clothing that is both stylish and practical.

Expectations

Forecast

Liquid Culture’s Year 1 line consists of the best fabric, designs and styling on the market. Larry Wilson and Maggie Granger, co-owners of Liquid Culture, have fifteen years of experience between them in the outdoor garment industry. Maggie has been a Senior Clothing Designer for Manic Woman Clothing over the past seven year. Larry has been South Face’s website administrator for eight years.

Our projections here indicate we are generating unrealistically high cash balances. For now, we will leave this out. But we know that the actual results will come using much higher expenses than what is projected here. It will happen, we know that. We therefore leave the estimated costs as-is and create a substantial cushion for more realistic expenses.

Financial Highlights Year-by-Year

Need to Finance

$460K funding includes $260K starting at $130K each, plus a $200K loan.

We estimate $58.5K startup expenses and $401.5K cash reserve to support deficit spending over the first few weeks.