Sports Bar Business Plan


Sports Bar Business Plan


Opportunity

Problem

It is a group activity to watch sports. It becomes tedious to go to each other’s homes. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After a night of entertainment, they return home to their families happy.

Solution

Take Five Sports Bar and Grill is determined to be the top sports-themed restaurant in the Southeast Region. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions featuring more sporting events than anyone else in the region. The tabletop audio control system at every table allows the customer to enjoy the program of their choice without being interrupted by background noise. To achieve our overall goal of providing entertainment/dining experiences that are both enjoyable and value-added, we combine the elements of menu selection, atmosphere, ambiance, service, and ambience.

Market

Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Bars and taverns have historically been places that were able to establish a relationship with specific suppliers or vendors in order to market or increase awareness of particular brands. Bars and pubs have tables and barstools. There can be entertainment which includes; music, bands, comedy shows and dancing.

To increase attendance or attract certain audiences, specials might be offered. There are cocktail bars which generally serve light h’orderves or snacks. It can be attached to a restaurant or hotel. Wine bars cater to individuals that like upscale wines. Martini bars are for those who love martinis. There are many bars: biker bars; gay bars; lesbian bars; alternate bars; singles bars; college bars. The type of person attending the bar is generally described by the specific adjective. Minors can have restricted access based on time of day or individual the person is accompanied by. Most municipalities regulate hours of operation and zoning laws.

Competiton

Technomic’s BarTAB report (Trends in Adult Beverage), revealed that the Top 100 Nightclub & Bar venues in 2013 generated $1.5 billion in total revenues. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Encore again, the top nightclubs outperformed the overall industry. Bar and nightclub revenue grew 3.9% between 2012 and 2013. The industry will continue to face competition from other industries, such as restaurants and people who prefer to drink at home through 2023.

The distilled spirits industry is very lucrative. But, both federal and state taxes play a major role in the industry. In 2005, The National Center for Policy Analysis (NCPA) reported that thirteen states sought increases in taxes and related fees on alcoholic beverages. Taxes on distilled spirits came to $0.21 an ounce. According to the Distilled Spirits Council in the United States, “distilled spirit is one of most heavily taxed products in the United States.” A typical bottle of distilled spirits costs more than half the amount that it costs to purchase. This is due to some tax. The resulting effect on the entire hospitality industry is wide-reaching, as the DSC goes on to say “When beverage alcohol taxes are increased, it creates a devastating ripple effect on jobs throughout the entire hospitality industry.”

Distilled Spirits Council reported supplier sales rose 4 percentage points to $23.1 million in 2014 and U.S. total volume growth increased 2.2%, to 210 millions cases. The U.S. market’s total retail sales of distilled spirits are estimated at nearly $70B. This represents hundreds of thousands jobs in the hospitality and more than $20 billion in tax revenues to all levels of government.

The U.S. Department of Commerce reported a 5.2 percent increase in adjusted alcohol sales to nearly $9.2Bn in June 2008, compared to the same time last year. According to the NCPA for 2006, the Federal excise duty collected from distilled spirits was $4.4Billion. The beer category received $3.6Billion and the wine category $800M. Additionally, state taxes during that same time reached nearly $5 billion.

From the total of 58.829 establishments in 2009 there was 20.2 percent that were broadly classified as drinking spots. This accounted to 11,502 establishments.

2009 revenues were 1 billion. The general classification included 6.2 percent with 3,523 companies and $858.9m 2009 revenues. 20.4 per cent were considered bars with 11,569 establishments. 31.2 percent were considered taverns. Smaller portions of this segment were made up of saloons, beer gardens, and wine bars. The market share of night clubs, discotheques, and cabarets was 8 percent. This equated to 4,541 establishments that generated $1.89B in 2009 combined.

Why Us

Take Five Sports Bar and Grill strives for the title of Southeast Region’s premier sports restaurant. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions with sporting events than any other region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of “place” in order to reach our goal of over-all value in a dining/entertainment experience.

Expectations

Forecast

In the first year, we will make a net profit in excess of $445,000. As 10 months of operations have been completed, the confidence level regarding final first year numbers has increased. Actual figures are available for the first ten months of start-up expenses, sales revenues, operating expenses, and other costs.

Financial Highlights for the Year

Finance is required

We will use $625000.

Microbrew Bar Business Plan


Microbrew Bar Business Plan


The Bottlecap, a specialty beer tavern, is located near the University of Oregon.

The Bottlecap will offer a variety of microbrews, including premium and unique microbrews, to Eugene’s community.

The Bottlecap, a venture funded privately by Tyler Vogel & Dashiell Vogel, is led by Tyler Vogel.

The Market

The Pacific Northwest is the best microbrew hub in the entire world. Oregon and Washington have among the largest number of microbrew centers of all the 50 US states.

There is a lot going on in this region, and Oregon has a great beer culture. The market for those who appreciate fine beers, it is obvious, is vast.

The Bottlecap is targeting three distinct customer segments. The first group is the beer connoisseurs. They are those who enjoy fine beers and have a genuine passion. This segment sees an average annual growth rate 12% with over 12,000 potential customers.

The Bottlecap will also target the general bar-goer crowd. These are usually professionals who go to taverns after work to relax and socialize. This group has potential for 30,000 members, growing at 8%

The last group that The Bottlecap will go after is the college students of the U of O. This group cares a bit less about the quality of the beer because they are more price sensitive. There are currently 20,000 college students to choose from.

The Competition

Three direct competitors are available to the Bottlecap, all of which are centrally located near U of O campus.

Bottlecap stands out among these other brands because it emphasizes fine beer. The college students are more targeted by the competitors, as is their lower price.

The Bottlecap&#8217’s emphasis upon a premium selection of beers is one advantage.

Its second competitive edge is a companion website that was developed as an active feedback mechanism for the customers to express their preference of the beer selection. Customers have direct control over the tap offerings. The Bottlecap not only gives the customer what they want in beer but also empowers the customer and shows that The Bottlecap truly cares about them.

The Management Team

Dashiell Vogel, Tyler Vogel and Tyler Vogel founded the Bottlecap.

Dashiell is mostly a veteran of the restaurant industry. After receiving his undergraduate degree from Reed College, Dashiell went to work serving at Il Piato, a fine Italian restaurant in NW Portland.

Dashiell started as a server for two year before being asked to take over the management of the entire restaurant. Dashill served as a server for 2 years before being promoted to manager. Dashill gained amazing experience and insight in managing restaurants, from the front-end customer-oriented skills to back-end operations. Dashiell’s time at Il Piato strengthened his desire to become his own boss and stay in the restaurant/bar business.

Tyler came from a more academic background as a CPA from Arthur Anderson (AA). Tyler worked as a server in restaurants throughout high school. After graduation, he joined AA and developed a remarkable array of financial control skills.

Tyler will be a valuable asset to The Bottlecap’s financial management and control abilities, as they will need to ensure a solid control mechanism for tracking and managing the large cash amounts that will flow through The Bottlecap every single day.

The Bottlecap will be a huge success because it fulfills the enormous demand for premium beers.

Customers will enjoy a relaxed social atmosphere at The Bottlecap, where they can meet new friends, catch up with old ones, and sip fine beers. The Bottlecap will be profitable by the fourth month and generate approximately $73,000 in profit by year three, according to forecasts.

1.1 Objectives

Below is a list containing the objectives of The Bottlecap.

  • At least eight high-quality, hard-to find beers are on tap
  • Ensure that your business grows at least 10% each month.

  • The companion website will help you increase customer awareness about The Bottlecap’s offerings. You can track hits to the website and measure its popularity.

1.2 Mission

To build an economic healthy company that offers a variety quality beers in casual and classy environments that appeal to a wide range customers.

1.3 Keys to Success

The following are the key ingredients to The Bottlecap’s success.

  • Maintain strong relationships with reliable distributors of beer

  • This bar is well designed and has a fun atmosphere.

  • Quality entertainment.

  • Referring customers.

Taxi Business Plan


Taxi Business Plan


City Taxi, a San Francisco-based company, is committed to providing reliable, prompt, and safe taxi services. It does this by offering in-car credit and debit access along with computer-aided dispatch. The company will expand its market presence by purchasing Mighty Cab, an established taxi cab association that was founded 12 years ago.

City Taxi will offer complete taxi cab services, using the most up-to-date equipment and technology. Products and services from City Taxi show that they are innovative, forward-thinking companies that can adapt to customer changing needs. City Taxi’s philosophy emphasizes customer service and recognizes that communication is key to our success. In a competitive world, professionalism and flexibility are key to maintaining a leading edge.

The drivers and employees of City Taxi are courteous and helpful and have been trained in using the computer dispatch system. Drivers and passengers are both protected by City Taxi cabs fitted with Global Positioning Systems, which allow them to be tracked and found in an emergency. All City Taxi cabs will be clean, well maintained, and inspected regularly for safety and comfort.

Our strategy is to establish our business as an alternative to taxi cab services by building reputation and market share. The company’s goal in the next year is pursue an aggressive marketing campaign and from that, penetrate at least 65% of the market share. The company’s long term goal is to become the number one ground transportation company San Francisco.

The company’s emphasis is on the dispatch, mobile data, and credit/debit card markets of the taxi industry. These markets, taken together, are estimated to be worth more than $119million as of March 1999. City Taxi will be focusing on the most lucrative credit card/debit-card segment in these markets. While this segment has been introduced slowly to certain areas, it has experienced a rapid increase in popularity over the three years. It has increased by 20 percent in Maryland and Virginia each year, and 25-35% in New York each.

City Taxi competes against Transportation, Inc., Capital Cab, Yellow Cab, Diamond Cab, as well as other companies. Their weaknesses include the inability to accept credit/debit cards and the fact that some still use the radio dispatch system. Our technology is unique in San Francisco, which gives the company an advantage. By using GPS, the company will be able to provide timely service and give an estimated time-of-arrival (ETA). The credit/debit card feature will give customers convenience and privacy during the transaction period.

Reliable communications in this business are vital under any circumstances. City Taxi will be using the KDT5000 system. KDT 5000 system design ensures communications will remain reliable under all conditions. Rockwell International, which will create a state-ofthe-art call center, will run the company’s communications system.

The company seeks $2.5 Million of financing to help fund the acquisition of Mighty Cab Association as well as its initial operations. This financing will be used to purchase Mighty Cab, market, buy additional vehicles, software, hardware, and marketing. The 1999-2001 revenue projections are $200,000, $1.5 Million, and $2.2 Million, respectively.

1.1 Objectives

The company’s goal is to launch an aggressive marketing campaign over the next year and then penetrate at least 65% of the market. The company’s goal for the next two to five year is to become the most highly rated ground transport company in San Francisco Metro Area. It will do this by constantly monitoring, evaluating, following up on customer calls.

These are key components of City Taxi&#8217’s original strategy.

Establish a relationship with Rockwell International. Rockwell International is currently establishing and developing a working relationship. City Taxi can now lock in the many services they offer, including but certainly not limited to:

  • Managerial

  • Call center and customer service efficiency

  • Management consulting

  • Technology consulting

  • Product management

  • Continuous improvement

1.2 Mission

City Taxi’s mission is to provide safe, reliable and timely cab service by making use of in-car credit/debit cards access along with computer-aided dispatch.

1.3 Highlights

Highlights of City Taxi


  • Technology

    . City Taxi has a unique Global Positioning System (GPS) that pinpoints the nearest driver, thus allowing the driver to give an accurate ETA.


  • Credit/debit card system

    . This system, which is unique in San Francisco, allows for instant approval. The swipe machine is located in back of the car, giving passengers privacy.


  • Trademarks

    . The company is currently in the process to register the name Patriot as trademark.


  • Advertising

    . City Taxi is already in advanced discussions with TCI Media Services to provide advertising services and market research.


  • Seasoned Management

    . Management is highly qualified and has extensive industry experience.


  • Strategic relationships

    . The company has, and will continue to establish, relationships with organizations that will enhance professional growth. These alliances are valuable to City Taxi because they allow us to get updates on technology, added tech support, and a strong presence in the market.

  • Exclusive rights for software. City Taxi is the only company that has access to the most recent taxi cab software for San Francisco.

Coffeehouse Business Plan


Coffeehouse Business Plan


Opportunity

Problem

Millions of Americans make the daily habit of stopping for espresso-based coffee drinks every day. People are willing to pay $3-$5 for their mocha latte, cappuccino, or vanilla blended coffee drink that they would never have imagined a few years ago.

The specialty-coffee industry is expanding at a steady pace. There hasn’t been a single year in the past 20 years when specialty coffee sales have not increased, despite recessions and wars. Many years, the growth has been double digits. Despite the fact that no coffeehouse chain has failed in this period, there are many casualties in other industries.

Solution

A niche exists that has yet to be filled for a high-volume, upscale, quality-driven coffeehouse with a warm, inviting atmosphere. Dark Roast Java fulfills this need and fills the niche. We offer high-quality products in an upscale environment. Pleasantville’s prominent location means that there is a wide customer base. This will ensure that business continues to grow in any season and every day.

Market

The specialty coffee industry has been resilient to economic downturns. Many businesses, in many different categories, are experiencing low sales, negative balances and even bankruptcy. However, coffee chains are continuing to grow.

It’s clear that America’s love for good coffee continues during good times and bad.

Pleasantville is the Perfect Launch Market

We maximize our success potential by launching Dark Roast Java on the Pleasantville Market.

  • The high-affluent local population
  • You can go on a year-round trip to tourist attractions
  • Ever-evolving upscale student population
  • Excellent auto and pedestrian traffic by our location
  • Low media costs
  • High number of local special events
  • Prime site location

Dark Roast Java is situated in Pleasantville, in one of the best areas for a coffeehouse. It’s right next to the Egyptian Theatre, and only steps from the busiest intersection.

Dark Roast Java Coffee offers all the ingredients for immediate success.

Competiton

Howard Schultz purchased Starbucks in 1982, and the Starbucks chain was established. Starbucks used to sell whole bean coffee before Schultz transformed the company.

Coffeehouses in America have existed since the 1600’s, and the coffeehouse concept is more than 400 years old. American coffeehouses are largely independent businesses that have operated since the 1970s.

Why Us?

We aim to be the best coffeehouse in Pleasantville for tourists, local business workers, students and tourists. We plan to build coffeehouses that are profitable quickly and offer attractive rates of return (20% annually or more) for our investors.

We are also committed to contributing to the well-being of the local community through charitable and civic activities. When possible, we will support farmers who grow coffee by supporting them with Fair Trade, Sustainable Production, and Organic products.

Dark Roast Java awards its business as often as possible to local suppliers, keeping it in the community or the state at minimum.

Expectations

Forecast

Pleasantville’s Dark Roast Java idea is anticipated to be well received by the company. It expects revenues to reach $750,000+ in its first fiscal year, rising up to over $1,000,000+ in year 3. In year 4, investors will start receiving dividends.

Financial Highlights for the Year

Financing Required

To get us started, we will need investors to invest $250,000


Pet Supplies Business Plan


Pet Supplies Business Plan


Tonya McClendon created a new* elevated pet feeder, designed several feeder models and built prototypes. She plans on investing a minimum of $22,000 from personal savings as well as loans. She is also looking for additional funding in order to protect her feeder design and ideas and to bring these products to market. Tall Drink of Water will be incorporated as a New York-based subchapter A holding corporation in order to protect her from personal liability.

Ms. McClendon aims to position her product in the pet industry’s $34 billion market, which is seeing steady growth. However, it is fragmented, with no clear brand leaders creating elevated feeders.

Ms. McClendon has managerial, operational and technical experience in business, including financial services, management consulting, food service, architecture and landscape architecture, and Olympic planning. She is a solid customer service and sales professional and can work in any environment, whether it’s a small family business or a Fortune 500 company. She is able to draw upon a variety of skills and expertise to launch the business from start-up stage to star.

She believes that a pet products company that designs and markets innovative pet feeders for pet care professionals, government agencies, and consumers in the United States will succeed based on her research.

Based on performance of comparable and complementary products the sales forecasts for three years are modest. Sales for the first year are expected to reach $143,800. They will increase by 10% over the next two years to $248,748 at the end of Year 3. Once the brand has been established, sales are expected increase significantly.

* Based upon preliminary patent searches conducted on the U.S. Patent and Trademark Office site.

1.1 Objectives

  • Based on the design and implementation of:
    • Innovative, functional and beautiful raised pet feeders
    • Accessories and other pet products
    • Products that are socially or environmentally responsible
  • To increase sales by at most 10% over the first three consecutive years.
  • In order to reach $250,000 in annual sales within the third-year of operation.

1.2 Mission

Tall Drink of Water is a company that designs, develops and markets functional and beautiful elevated pet feeds. It is a highly rewarding job with great benefits and competitive compensation.

1.3 Keys for Success

Tall Drink of Water

  • Design and develop innovative, functional, reliable and beautiful products

  • We offer a competitive guarantee on our products

  • Offer exceptional customer service

  • Participate as a designer and in the pet industry community

  • Help pet associations to rescue, train, and promote humane treatment of animals

  • Profits can be used to develop new products

  • Promote pet safety.

Bicycle Art Business Plan


Bicycle Art Business Plan


The Concept

BikeArt&#8217’s mission it to provide functional items and art made from recycled bicycle components. The art work will be made by three local artists, one of which is Steve’s wife Shoodnt. Wall clocks, picture frames and tables will be featured along with mobiles, windchimes, bookends, kitchen utensil holders and other products.

BikeArt will have its own kiosk, located in the Valley River Mall. BikeArt will have the opportunity to show its larger items thanks to its lease. This should significantly increase sales as walk through traffic in the mall is very high.

BikeArt is expected to be profitable in month nine and have profits of nearly $40,000 by year three.

Beginnings

The first month will be used to set up the kiosk and get things underway. During this month the part-time employees will be hired and trained. In the first month, sales will slow down. From the second month, sales will gradually increase due to the increased number of customers who visit the kiosk.

Total startup costs are $45,000. This will be paid for by Steve Useitagyen’s $25,000 equity investment and an additional $20,000 small-business loan.

The Company

The company will be a sole proprietorship owned and operated by Steve Useitagyen.

Steve Useitagyen has the qualifications to work in this niche. University of Portland gave him a degree in both business administration and art. Steve worked in a bicycle shop throughout college. He started as a mechanic and moved on to sales. The shop was then managed by Steve for two years.

BikeArt will use three part-time employees to man the kiosk, in addition to Steve who will take care of the hiring, payroll, and purchasing.

Market

BikeArt will target 2 market segments: bike enthusiasts and industrial artists. Eugene is home to both of these demographics. BikeArt is focusing on these two groups because they are the most likely consumers of this type of art work.

BikeArt has several competitors:

  • Other shops are located in the mall.
  • Art galleries
  • Bicycle retailers.

BikeArt can capitalize on the unique advantage it has of being the only dealer that deals exclusively with bicycle artwork. The mall is crowded all day so it’s like having your very own shop in the middle.

Success

The company will grow slowly, establish a steady level of sales and cashflow before looking to expand. BikeArt will then look to establish additional kiosks throughout Portland, Corvallis, Salem, and Corvallis. This expansion is expected to take place after year three.

The Break-even analysis indicates that $15212 in monthly revenue would be required to reach breakeven. BikeArt’s products are priced based upon a desired net margin 12%. BikeArt’s products are locally made works of art and prices will range from $40 to $500 each.

The business is expected to reach profitability by month 9, with revenues of $147,000 and profits at $35,500 by the end year 2.

1.1 Mission

BikeArt’s mission is to offer functional items and artwork made from recycled bicycle parts. We exist to attract and maintain customers. If we follow this maxim, all else will fall into place. Our services will exceed our customers’ expectations.

1.2 Objectives

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

  • We want to create a kiosk that is product-based and whose primary goal it to exceed customers’ expectations.
  • Every year, there is a 20% increase in product sales.
  • To open a sustainable shop that sells artwork, and functional items made of recycled materials.


Construction Business Plan


Construction Business Plan


Opportunity

Problem

Customers in the Houston area are in need of beautiful office buildings, warehouses, public works etc. The area is growing rapidly and they need a company with the right materials and high quality work to build what was needed.

Solution

Fosse Commercial Contractors (FCC) strives to offer the finest quality design, site preparation, cost estimates, construction, repair, and alteration to clients needing large scale construction services, whether it be office buildings, warehouses, large apartment complexes, public works, etc. Fosse provides the best quality service in the commercial construction sector.

Market

Houston is booming. There has been significant business growth over the last few years. It is expected that the trend will continue for at minimum the next four. Fosse Commercial Contractors is attracted to this market.

We will be concentrating on the customers that will provide us with the greatest margin, in other words those clients desiring office building construction. This is the fastest growing group of commercial clients who require our services. Other potential clients we can serve are those in the restaurant and special facility segments.

Competition

There are three major competitors currently operating in the Houston region. These include Texas Specialty Construction and TNT General Contractors. Fosse targets the same clients that these companies do and they all have a great reputation for customer satisfaction. Houston’s market is rapidly growing and there is more demand than supply. This is a fantastic opportunity to gain market shares and be in a position of strength within the industry.

Why Us?

The best way to compete in the construction industry is through lower costs or better project management. One of the most important processes for winning a contract is the bid process. Fosse is unique in that it has an advantage over its competitors. FCC&#8217’s General Projects manager, Mr. David West, is the nephew and owner of McHoughton&#8217’s Lumber, one the Midwest’s most important construction material suppliers. Fosse was able to secure a favorable supplier contract that allowed Fosse to get its materials at a substantial discount. With this edge the company can underbid its rivals and achieve a low cost leadership role.

Expectations

Forecast

Fosse has very limited debt and intends that it stays that way. We expect to see higher profits as a result of our market shift efforts before the end of year 2. We expect lower profits in the coming three years as we gain more market share. As we grow, and take advantage of economies-of-scale, we anticipate that we can reduce marginal cost and increase overall profitability by year 3 or 4.

We are confident we can continue to grow. For this next year we intend to significantly increase overall revenues to close to $900K, from $572K this past year. We have the market. We have the people. And we have the capabilities. It’s time to expand.

However, growth can be costly. We are prepared to inject new capital to support losses for most of this first year. We can turn profit in the second and third years.

Financial Highlights for the Year


Pizzeria Business Plan


Pizzeria Business Plan


Pizzeria del Causamali has recently entered the restaurant business. The restaurant is in a comfortable, familiar, small town that has a strong need for additional dining options. This restaurant, which is well-positioned to meet the needs of families in Deauville, offers a variety of family-oriented dining experiences and home delivery.

The Deauville’s population is rapidly growing with new subdivisions and young families moving to the rural suburb of the Hewgton area. Pizzeria del Causamali has a strategy to profit from the first mover opportunity and become the preferred pizza delivery provider in the area. Locally owned restaurants offer more options than national chain restaurants for a fast-growing population.

This business plan envisions a bright, profitable year ahead. We can also expect future growth to meet the needs of the community. In all, this plan describes a healthy company with good growth prospects, looking to manage its orderly growth in the near future.

1.1 Mission

Pizzeria del Causamali fosters a positive and relaxed environment for its customers. We value good pizza’s appearance and flavor as well high-quality ingredients. We are committed to providing great tasting pizzas at great prices and ensuring that our customers have the satisfaction of receiving great value. We are the area’s first home-deliverer for pizzas.

As residents of our local market, our customers are also our neighbors. We will foster a positive, creative, respectful, enjoyable, and productive work environment where employees are paid fairly and encouraged to respect customers and the quality of our products. We want to earn a fair, responsible profit to ensure the company is financially sustainable in the long-term. This will also allow us to fairly compensate our investors and owners for their investment and risk.

Success Keys 1.2

These are the keys for success in this business:

  • Delivering the customer’s value proposition
  • Marketing: promoting a new company, product, and delivery channels to a rural community.
  • High quality products with consistent quality.
  • Effective pricing takes into account the project’s value and the customer’s needs.
  • Family-oriented atmosphere with occasional nights of family entertainment.
  • Management: Products delivered on time, costs controlled and marketing budgets managed. There is a temptation to fixate on growth at the expense of profits.
  • Financial reporting and controls are in place.

1.3 Objectives

The objectives for Pizzeria del Causamali are:

  • To establish the market presence needed to support marketing and sales goals and to attract customers.
  • To achieve healthy monthly sales by year end, with average monthly sales growing steadily through the third year.
  • To achieve double digit profit margins.
  • To build top-rated relationships, with at least two well-respected, all-encompassing distributors.


Airline Business Plan


Airline Business Plan


Opportunity

Market

Air services between Western Europe, Turkey, and Southeast Europe are increasing in demand due to economic growth and the need for redevelopment.

The market has many components that require higher quality services than are often offered.

    1. Business travelers requiring convenience, reliability, speed, and schedules built around business needs.
    1. Travelers from government and international organizations require the same elements.
    1. Personal and leisure travelers from the Southeast Europe/Turkey region who have the money to travel by air and who increasingly demand a higher level of service and convenience, but at an economical cost.
    1. The ‘#8220’Diaspora, a personal and leisure traveler originally from Southeast Europe/Turkey but now living in and working in Western Europe.
    1. Western European personal and leisure travellers, mostly traveling on the airline’s routes between Western European countries.
  1. Seasonal (primarily during summer, with a few niche markets in the winter) holiday traveler, primarily to Greece, Turkey, the Mediterranean islands and Turkey. Their concerns include cost, reliability, convenience, destination, and cost.

These groups will be attracted to the proposed new airline because it offers better service and in some cases, service where none is currently offered. It also offers a higher level safety, comfort and convenience and lower fares than current options. The new airline will be able to serve the niche markets identified under the Service Description section. It will then be able to identify itself as the preferred carrier in these markets.

Competiton

The four primary segments that make up the global airline industry, which operates between Western Europe, Southeastern Europe and Turkey, are:

    1. Mainline European airlines (primarily Swiss International and Lufthansa), Alitalia and Malev, Turkish) use their Southeast European routes to connect to major hubs in Western Europe (or Budapest or Istanbul in the case Malev and Turkish respectively) and feed traffic to their top intra-European, trans-Atlantic routes, or domestic Turkish routes in case of Turkish.
    1. Smaller, but generally well-established regional airlines primarily from Western Europe or the upper level of Eastern European states (primarily Swiss International, Tyrolean, and Adria) that perform essentially the same function as the mainline carriers or, in the case of carriers like Adria, link destinations in Southeast Europe to their own national capitals.
    1. Southeastern European home-based carriers, such as ADA Air and Albanian Airlines, Avioimpex and Balkan Air, Hemus Air and Tarom Airways, often use older, Soviet-built aircraft and turboprops. They are less well-respected, even by travelers from Southeastern Europe. These airlines connect points within Southeast Europe, or they may connect Southeastern European destinations to major destinations in Western Europe.
  1. There also is a fourth segment worth noting, and that is the fairly significant charter market that exists within certain niche or seasonal markets. This market includes charter flight between Pristina, destinations in Germany and Switzerland as well as summer charters between New York and Southeast Europe. These charters are typically operated by either individual travel agencies, or airlines. They are often characterised by a low level service and use of older, often Soviet-built aircraft. The vacation charters also operate between Western Europe and Greece, Turkey, Cyprus, or other destinations in Southeastern Europe or the Mediterranean.

The proposed airline would be most compatible with the second grouping. However, it would still compete effectively against all four main segments by offering a combination safety and service, carefully chosen routes, niche-market service and convenient schedules. It would also offer reasonable and competitive fares and modern, safe and comfortable aircraft. It also will offer service on under-served and unserved routes where little or no competition currently exists.

Why Us?

Air Leo will be a leader in the expanding air-travel and cargo markets connecting Western Europe and Turkey. It will identify and serve key routes and city pairs that are currently unserved, under-served or not served and set new standards for professionalism and air service within and outside the target market.

Expectations

Financial Highlights per Year

Florist Business Plan


Florist Business Plan


Whenever it occurs to my mind that a present is due to me to someone, I am confused what to give until the opportunity has gone.

This statement was made 160 years ago by Emerson. It is clear that some things have not changed. Even the most successful businessmen struggle to buy gifts for their wives and fiancees. Although certain things may not change, technology can make gift-giving much easier.

Red White & Bloom believes technology offers the opportunity for men to buy custom arrangements with delivery on specific days. The company intends to reach its goal by targeting wealthy executive businessmen in Midtown Atlanta for a highly upscale Frequent Flower Gifts Program. In the long term, it plans to unveil the city’s first ever floral art gallery in a neighbourhood that is quickly becoming an arts and cultural hub. Red White & Bloom is a new type of florist that will be able to cultivate personal relationships with customers through technology and marketing. They also offer a gift program that makes it easy to purchase flowers (and forgetting important dates). The company intends to open its gallery in March in Castleberry Hill which is located less than one-mile from Downtown Atlanta.

The company expects modest first-year total revenue. However, there is the potential to boost Year Two revenues dramatically due to Valentine’s Day (excluded in year one due to a March Opening). The Castleberry Hill area, which is a growing destination shopping district, should drive additional revenue growth. At the time of opening the Castleberry Hill area will have approximately 1,500 residents. Research shows that a population greater than 10,000 is needed to support a traditional floral shop. Red White & Bloom, however, will not be a typical retailer florist. Red White & Bloom will not rely upon retail traffic in years one to three of its development. Instead, it will utilize technology and savvy advertising programs to target ideal repeat customers (individuals and commercial clients) in the more that 1,500 targeted Midtown Atlanta offices buildings.

Red White & Bloom has steady growth potential in Castleberry Hill, thanks to the planned expansion of Castleberry Hill, Atlanta’s arts district. The company is forecasting conservative, yet healthy, revenue projections for Years Two and Three. If the company sticks to this plan revenues will increase by more than $170,000 every year.

Jamie Muir is majority owner of Red White & Bloom.

1.1 Mission

Red White & Bloom will utilize technology to find and serve the ideal target audience within a radius of five miles from Castleberry Hill. The company will employ sophisticated marketing techniques in order to secure a core clientele made up of executives and corporate accounts. ).

Red White & Bloom operates with a constant enthusiasm to learn, is open to implementing novel ideas and is willing to adapt for changing market conditions.

Success: 1.2 Keys

  • Technology is used to build loyal, often-buying male customers instead of traditional, walk in retail shoppers.
  • Designing and selling innovative, high quality fresh flower arrangements using a variety of design styles, flowers, and containers.
  • Creating is a storefront which resembles an arts gallery. It features avant-garde floral arrangements that are displayed as art and always for sale.

  • Additional products offered, including gourmet chocolates or original artwork by local artists.
  • Communicating directly with potential customers using direct mail, print advertisement and an easily-useable website.
  • Offering complimentary in-store events, such as book signings, cheese tastings, and art showings, that coincide with other neighborhood gallery openings.

    • 1.3 Objectives

    • Achieve a healthy total income of $79,600 for Year 1.
    • Achieve a sales average of 40% or lower and a high margin.
    • You can build pricing programs on the assumption of 10% profit.
    • Sales increase approximately 72% in year two and 21% by year three *

    *Note: Red White & Bloom will open after Valentine’s Day and Easter/Passover in Year One. The large percentage increase in Year Two reflects a full 12-months of revenue (versus 10 months in Year One), the benefit of one year of marketing, and the inclusion of Valentine’s Day and Easter/Passover. Valentine&#8217’s Day typically accounts for a third of a florist’s yearly revenues.