Tag: plan

Catering Business Plan

Opportunity

Problem

Society has limited resources for the less fortunate or homeless youth population. Eugene, like all the other cities, has a migration of homeless teenagers who have run away from home. They come here for a short time, then they travel to California during winter to seek warmer temperatures. These young adults are not able to contribute to society. These young adults can’t provide for their families and they eventually have children.

Solution

”

We offer career guidance and alternative education to Lane County youth at risk. We want this experience to be beneficial for our clients. We accomplish this by using a number of curricula which are funded by the Lane Workforce Partnership (Oregon Youth Conservation Corps), Oregon Department of Human Resources and local school districts.

Our most recent program is a culinary art program. It teaches students how to prepare food safely and properly and allows them to then make lunches for other students at the Chambers School. Students are then placed in a local food service company for a 60-hour training program. The current culinary arts program is only available to five students per nine-week school year, or about 25 students per academic year. The program’s students are chosen for their genuine interest in the field of culinary arts and their excellent attendance.

“

Market

”

According to the Eugene Area Chamber of Commerce, “[a]t the heart of the Eugene economy are the homegrown small and medium-sized businesses. Eugene has a majority of small businesses that employ less than 20 employees. Eugene’s small-business community is active, thriving, well-supported, and includes everything from financial service firms to specialty retail shops. Eugene has more than 10,000 businesses, including sole proprietorships and limited partnerships. Eugene/Springfield’s population has increased by 3.95% annually since 1998. This growth has resulted in new businesses and expanded opportunities to cater for these small businesses.

Catering For Kids expects that Eugene/Springfield businesses still have a need for catering at lunch meetings or other events. Business to business catering does not have the same cycle as other food-related businesses. Business owners continue to host lunch meetings. Employees still wish to order their lunches. In order to gain some insight into the market size and demand, we undertook some limited market research. A survey was sent by email to 144 Lane County organizations asking about their current or future need for catering services. We also asked them their interest in patronizing nonprofit catering businesses. Many of these responses were received.

“I think that this is a great idea and could be a good resource for the community. Springfield/Eugene Habitat for Humanity has not hosted many lunchtime meetings. However there are 13-14 Executive Directors of Habitat affiliates here that meet approximately every three to four months. Susan Brown is the Volunteer Coordinator for Eugene/Springfield Habitat for Humanity

If we have an occasion that requires catering, we will call you first. We have a policy of using nonprofit organizations for services first.” – Bob Smith, Exec Dir, Pacific Youth Corps of Oregon

Our catering requirements are not great, only a few times per calendar year. However, you may contact me to discuss the program. You can contact me to discuss the program. My son is a pupil at Chambers School.

“We do have General Membership Meetings where we require a venue for 50 to 100 people. I’m not involved with arranging the meetings but do know that our organization is in need of a place to meet where food and beer can be served. You might hear from Dave. I think the first meeting is in October.

“

Competition

Many caterers offer business clients boxed lunches. None of these caterers specialize in serving nonprofits, and none of them are local nonprofits. Catering For Kids will focus on building strong relationships with nonprofit clients.

Catering For Kids, we believe, will be the most prominent caterer in Lane County.

Why Us?

Catering For Kids offers youth at risk with work experience and transferable skills. We provide excellent service and healthy foods at affordable prices. Employees of Catering For Kids will be students who are enrolled in the culinary arts program at the Chambers School and Career Center and are interested in gaining work experience in the restaurant and food services industry. Participation in this program will enable students to make the transition from school and work, as well as help them develop entrepreneurial skills that can be applied to any future job.

Expectations

Forecast

”

The following benchmark chart shows our key financial indicators for three years. We foresee slow but steady growth in demand for our services and consequent increase in operating expenses. Catering For Kids’ first year will only serve its internal markets. Then, in year 2, we will begin to expand our reach to the external marketplace.

“

Financial Highlights by Year

Finance is required

One of our revenue lines is grant funding, $15,000 annually. We need to anticipate receiving $2,000 in monthly donations, as well as revenue from lunches and event catering fees.

Health Plan Administration Business Plan

Southeast Health Plans, Inc. is a service company that will provide health plan administrative services to self-insured employers. The company will target employers with 50 to 500 employees. Many of these employers have current HMO, PPO, or major national insurance carrier health plans. While the majority of employers with 500 or more employees have at least some element of self-insurance incorporated into their health care programs, our target market is often ignored by the major national insurance companies. The majority of 500-plus employee-based companies are self-insured. However, Southeast Health Plans’ management discovered that less than 25% have plans.

Companies who are currently self insured and those with other types of insurance will have to transition to self-insurance. The availability of high-quality administrative and consultative services is an important factor in the transition from self-insurance to self. Southeast Health Plans, Inc., is managed by an experienced team. It has formed a strategic alliance and a subsidiary of Blue Cross/Blue Shield Pennsylvania, Blair Mill Administrator, to provide the best benefits management services to its target audience.

Southeast Health Plans, Inc. is expected to generate more than $5,000,000 in revenue over five years, with a net profit of $1.6 Million after taxes. After-tax earnings of $560 million will make the company profitable by year three. Margins as a marketing company and service provider will be high. Gross margins exceed 80% (less sales incentives costs) and close to 50% after operating expenses. Once market penetration has reached maturity, the company will turn profitable.

Southeast Plans, Inc.’s success lies in its ability to attract capital to market its services in the metropolitan Atlanta area and northern Georgia. Proper professional sales personnel is critical. The company will then need to expand its success in the Southeastern markets. The company must control costs, especially with respect to marketing programs and sales, in order to expand within the Southeastern markets. This will be possible by utilizing internal cash flow to fully fund expansion.

1.1 Objectives

The company has the following objectives:

Co-operative marketing using Blair Mill advertising executions in the Atlanta metropolitan market
To hire sales staff, both identified and unidentified, to implement a sales follow-up strategy.
At least 4,800 employees total under management by year end.
To reach break-even at the end of the second year by reducing the total loss to $100 000 in the second year and increasing market share.
To shift to earnings by year three, and to accelerate gross margin contributions by building market maturity over infrastructure.
To expand regionally using both sales and media personnel to penetrate new market segments while consolidating our service capabilities.
To continue to achieve cost benefits through an expanding provider network, while maintaining quality patient care.
To have more that 98,000 employees under management by year five.

1.2 Mission

Southeast Health Plans, Inc. provides small and medium-sized employers with a comprehensive benefits management program that allows them to manage their health benefits while giving employees access to high quality healthcare. Southeast will offer its clients, employees and employers, the best health care possible by combining self-insurance and stop-loss programs with efficient plan administration. Southeast will deliver a balance of quality care and freedom of choice at a fair price.

1.3 Keys to Success

These are your keys to success in the business.

Marketing. Southeast Health Plans has the ability to sell directly through employers and independent insurance brokers and agents. Name recognition will be important among established programs. It is important to control media budgets and maintain closing ratios of 5% per annum for leads.
High quality service. Services provided by Blair Mill administrators are among the best in small-employer services. Customers will be satisfied due to the value-added experience of the Southeast Health Plans, Inc. Management Team and their provider network.

It is important that clients feel satisfied with their service and plan cost in order to reduce client erosion as well as to fight competition. Renewals should be at least 85% of existing clients.

Controlled growth. Growth must include aggressive expansion to new markets, while also focusing on profitability. Each market that has been established must mature to ensure internal funding. Cash flow management must be done. Both market expansion as well media effectiveness must constantly be evaluated, and then re-evaluated or modified as needed.

administration health 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 Wisconsinâ€™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.

Employ strict financial controls. This is especially important for a bar where, without financial controls, employ theft could bring the business to bankruptcy.
Treat every customer as if they were the most important customer of Foosball Hall.
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.

business plan tavern

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:

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

business plan telecommunications

Locksmith Business Plan

South Kelleton Keys and Locksmith is a new locksmith shop that focuses exclusively on locks and security products. Padraic lawkse, a skilled, certified locksmith, established and manages the business. Through direct selling and advertising, the business will open a South Kelleton store and sell lock hardware to homeowners, builders, homeowners and renters.

With a projected nearly doubling in sales, net profit will grow significantly from the first year to the third. The company will expand its services and products sales, as well providing qualified referrals to security vendors for clients who are unable to handle their needs directly. An additional locksmith will join the business in the third year to apprentice under Pad Lawkse and expand the company’s business.

South Kelleton Keys Locksmith requests a three year loan to finance the initial operations and Pad Lawkse&#8217 s capital investment.

1.1 Objectives

The objectives for South Kelleton Keys and Locksmith are:

Open a store at a prominent location in South Kelleton
Establish relationships for lock sales with ten apartment buildings in your first year.
Achieve a doubling sales rate in the third year. Gross margins are better than 40%.

1.2 Mission

South Kelleton Keys Locksmith will enhance the security of South Kelleton’s residents, tenants, and owners by providing high-quality locks, security products, and highly skilled installation.

1.3 Keys to Success

SKelleton Keys has to be a success in locksmith business

Establish relationships and trust with building owners
Increase community awareness of their quality, location, and reasonable prices
Respond quickly to your requests
Sell “security and peace” of mind rather than “locks”

business locksmith plan

Hookah Bar Business Plan

Arz al-Lubnan Hookah Bar will be a new concept offering hookah to college-aged customers. Sayed Batroun (the business founders) will open the first bar in Trendytown. The company will generate revenue through sales of flavored cigarettes, non-alcoholic beverages, and appetizers. To open its first restaurant, the company needs angel investor funding.

The business is expected to be profitable within its first two years of operation. This will be due to the strong sales. The third year of operation will see sales triple. High margin products will make the net profit respectable. A franchise sale to a chain or bars seeking to expand their market is an option for investors.

Objectives

Arz al-Lubnan Hookah Bar is launching its first lounge for hookah.

To create a community for hookah smokers that contribute programming, events, culture ideas, and programming to Arz al-Lubnan HookahBar. The result was 50 events or programmes in its third season.
To maintain a Facebook Fan page of 5,000 individuals by the end of its third year as a sign of its community.
To be financially profitable in its second fiscal year by selling tobacco, food, or drinks.
To create a franchise model for hookah bars.

Mission

Arz al-Lubnan Hookah Bar’s mission is to create a relaxed, stimulating and energetic environment where hookah smokers as well as new converts can meet. The environment will draw on elements of Middle Eastern culture as well as the culture of the local environment.

Keys to Success

Arz al-Lubnan’s Hookah Bar has the following keys to success:

Create a comfortable environment
Provide high quality tobacco, food, drinks, and hookah equipment
Establish a loyal core following
Expand the market for hookah smoking in the Trendytown vicinity
Encourage customers to be active in creating their own culture at Arz al-Lubnan Hookah Bar

business hookah plan

Tea Room Business Plan

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

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

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

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

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

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

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

1.1 Mission

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

1.2 Objectives

Simsbury: To open a successful Simsbury tea and chocolate shop, one to two employees in the first year.
To get at least 200 customers per year in the Simsbury marketplace within the first one-year of operation.
Achieve first year sales of $190,000.
Aim for a gross margin of at least 58 percent.
To achieve a reasonable net profit at the end of the third consecutive year.

1.3 Keys to Success

Experienced managers and owners. Earl and Lady Grey have years of experience in this and related industries.
High Quality. We sell only the finest whole leaf loose teas, pastries or chocolates.
Excellent Customer Service. We will treat each customer as if they were an honored guest in the home.
No direct competition. We are your only teahouse in the 20-mile radius.
Enough working capital to survive the first year as we build a customer base.
Broad range of seasonal offerings. To meet seasonal variations in customer demands, we also offer hot teas.

business plan room

Bed And Breakfast Business Plan

Opportunity

Problem

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

Solution

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

Market

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

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

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

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

Concurrence

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

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

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

Why Us

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

Expectations

Forecast

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

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

Financial Highlights by Year

breakfast business plan

SaaS Business Plan

Opportunity

Problem

Scope creep. Consulting clients use the approval process for more consulting without additional payment.

A professional consulting business normally involves a proposal — also called an engagement letter — and acceptance. Accepted proposals are the agreements between client and consultant on what’s to be done, when and how much.

For tracking progress and managing ongoing projects, it is helpful to refer back to the original engagement. This will help you avoid scope creep and helps you track your progress. It’s a critical missing link for most consultants.

Solution

Overture compiles proposals including text, tables, milestones and component tasks. Date and deadline data is included. Overture also provides ongoing progress tracking with tickler functions, communication and billing for the progress. The secret sauce is easy to use tools and a conceptual framework that prevents scope creep.

Market

Prospects may include single professionals as well as small professional firms and individuals within large businesses. The software is affordable at different levels. Individual accounts can be purchased for as low as $19.95 per month.

Competition

Competing software

There are many good proposal management options span style=”font weight: 400 ;”>.

PandaDoc
RFPIO
Propose
Qwilr
Bidsketch
Osmosis
Loopio
Nusii
Quote Roller
Proposable
Octiv

None of them address scope creep like Overture. They’re all priced high, but few offer the same features.

The real competition

The real competition is using existing word processing tools combined with project management and billing.

Why Us?

A great team of startup veterans has been assembled. They are able to invest their own funds in start-up investments in the middle six-figures. They have strong software and consulting experience.

We value our customers. We believe we are doing what is necessary, will help users succeed, and will provide the best way for them to spend their money.

Expectations

Forecast

We will prioritize high growth over profits in the near future. We want to achieve the kind of high valuations that make a good opportunity for us and our investors.

Financial Highlights for the Year

You will need financing

We plan on a capital investment of $2.5 million.

We are able, as three founders, to invest $240K early seed money in the building of the company to enable us to secure local angel investment.
We are looking to attract $750K angel investment for the Spring 2023.
Series In Spring 2023, venture capital will be available.

business plan saas

Laundromat Business Plan

Opportunity

Problem

Each person requires clean clothes. A washer and dryer, or laundry soap are not all affordable for every family.

Solution

Universal Laundromat will provide full washing, drying and folding services upon the start of business. In order to provide clean clothes washing and dry, as well as quality household retail products to satisfy the need for convenient access in the area, Universal Laundromat will offer these services. Universal Laundromat will be different than the rest because of its commitment to offering professional, friendly and prompt services.

Market

It’s been shown that the best method of advertising is through word-of-mouth. It is not planned to run major newspaper ads. However, weekly specials will be available. Referrals will be rewarded with an incentive program. Referring customers will receive two wash-offs and the referee an introductory gift. We promise to provide a friendly and efficient environment with reliable machines, clean washrooms, and prompt services.

Competition

Universal Laundromat would like to set itself apart from other laundromats that may offer only one or two services. Although the focus of Universal Laundromat is a washing and drying service, we do wish to offer our clients the convenience of these other services in one location. Those services include folding and potentially pick-up/delivery service, as well as online reservation and membership for pick-up and delivery. Our convenience is what makes us stand out from the rest.

Why Us?

Universal Laundromat (washing, drying and folding) is a full service coin-op laundry. We are committed to providing excellent customer satisfaction, by furnishing a pleasant environment and using reliable machines.

Expectations

Forecast

It is vital to remember that principal falls and the minimum monthly loan repayment should fall. The profit projections in the table are after expenses and monthly loan repayment have been subtracted. The net profit will then be used to reduce the loan term by paying an additional amount.

Financial Highlights Year-by-Year

Finance is required

Mister Mihn Doung has a small permanent shop that sells powertools every weekend in 7th Berryessa Flea Market. That store brings in approximately $4,500/month on average in revenue. The average monthly profit is $2,500. Considering the potentiality in the coin-op laundromat industry, he’d like to take on further challenges by starting another venture.

Universal Laundromat has requested $150,000 in additional financing to meet this objective. The cash flow from the Flea market and the laundry business will pay for the loan. It will be secured by the assets and steady income of the business. A $75,000 down payment will also be required.

business laundromat plan