Retail Property Sub-leasing Business Plan


Retail Property Sub-leasing Business Plan


Galerie de Beaute could be best described as a “mall of beauty professionals”. Galerie de Beaute can lease fully equipped units for state-licensed beauty pros.

Traditional salon owners face many difficulties when opening a new business. It is not always easy to purchase equipment or find a location with low rent in high-traffic areas. 40% of the beauty industry’s professionals own their business. 60% work in a privately owned shop.

The traditional salon environment pays 50% commission to employees. These employees are often charged for supplies and products utilized. This can lead to high turnover within the industry. Salon owners have had to resort in some cases to renting booths in legal states. Booth rentals are appealing to many but they have some disadvantages. To be considered a booth renter and not an employee by the IRS and the state, a signed lease is required. If there is no signed lease and an audit is conducted, you could be subject to serious liability. This includes back taxes, interest, and penalty.

An owner’s investment can be supplemented with a long term loan or additional investment. This will help Galerie de Beaute make the required leasehold improvements to the selected site. Leasehold improvements refer to the installation and maintenance of electrical, plumbing, carpentry, and other equipment required for 24 suites.

First year profit is $17,000 and will rise to $37.500 in year three.

1.1 Mission

  • Establish Ourstate’s first salon mall
  • Provide high quality suites
  • Maintain long-term financial stability
  • Provide access to a spectrum of beauty and personal-care professionals
  • Professional ethics must be maintained at the highest level
  • A progressive environment attracts talented entrepreneurs
  • Keep your community commitments true

1.2 Objectives

  • Galerie de Beaute can be an option for salon professionals who wish to become salon owners.

  • Galerie de Beaute is a salon that will allow hairdressers, nail technicians and masseuses to start a business with minimal capital investment.

Success Keys 1.3

  • Galerie de Beaute’s location is on the corridor between routes 13-40, which is heavily traveled. The average daily traffic is more than 20,000 vehicles.

  • Galerie de Beaute is attractive to salon professionals because the professional pays a set monthly expense. Salon professionals no longer have to be commissioned employees.

  • Galerie de Beaute is a salon rental company that offers fully-equipped units. The locked unit, utilities, as well as insurance are included in the rent. Each salon professional will decide on his/her working hours, pricing, appointments, and supplies.

  • Owners of traditional salons face many challenges when starting a new business. It can be difficult to find a suitable location and equipment in high-traffic areas with affordable rent. 40% of all beauty professionals own their business. 60% work in private shops.

  • Employees in traditional salon environments are paid 50% commission. These employees may also be charged for the supplies or products they use. These problems lead to high turnover. Because of these challenges, salon owners have resorted to booth rental in those states in which it is legal.

  • While booth rentals can be very attractive, there are some drawbacks. A signed lease is necessary to be considered a booth occupant and not an employee of the IRS or the state. If an audit is performed and there is no signed lease, this could involve significant liability, including back taxes, interest and penalty.

  • In several states, such as. Maryland, Virginia, Ohio and Nevada). Ourstate, and those immediately adjacent do not, as yet, have any salon malls.


Retail Furniture Manufacturer Business Plan


Retail Furniture Manufacturer Business Plan


The $12 billion furniture industry is in production and sales. The industry’s primary focus is on wealthy customers who can spend up to $3,000 on furniture. In Richmond, there are fifteen furniture stores that are competing for these customers with deep pockets. Those customers who can’t afford these high prices are left with a poor selection of inferior products.

Richmond Metro has around 50,000 residents living on modest incomes who don’t have access to quality furniture shops to help them. The area furniture stores have not responded to the growing population of people with low incomes over the last five years. Targeting customers of modest income is a smart business move. They are expected make up half of the metro population by 2023’#8211; this makes them the fastest-growing segment in the city&#8217s housing market.

Richmond has three housing renovations for modest income that are currently in progress. Together, they will produce 1,500 units which will be used as affordable housing.

The House of Pine is offering ready-to–finish, customized pine furniture in the Richmond Metro region. The furniture will be handcrafted and extremely affordable. We offer:

  • Truly Personalized Furniture: Custom-made furniture for customers. We’ll customize any piece or create a whole new piece from a customer’s rough sketch.
  • Heirloom Quality Furniture This furniture can last for generations. Each piece of furniture is handmade, making each one unique.
  • Handmade from Quality Pine. Every piece of furniture is handmade by professional craftsmen using the finest pine. Every piece made from pine is thoroughly checked for any imperfections in texture or grain before being used.

1.1 Mission

The House of Pine’s Mission is simple. The customer gets what they want; furniture (either one or all) that matches their space, taste, budget, and style preferences, from top to bottom.

1.2 Keys to Success

These are the keys to success for The House of Pine:

  • Provide quality furniture for our customers that is affordable and durable.
  • Customers can customize any piece they want.
  • If customizing a piece doesn’t work out, you can make a new one from scratch to meet your needs.


Sports Equipment Retail Business Plan


Sports Equipment Retail Business Plan


Keith’s Sporting Goods, (KSG), will be selling equipment to athletes of all fitness levels. This includes weekend warriors and college athletes. We will create a welcoming environment for everyone to come in and ask for advice or discuss equipment needs.

KSG is located in Eugene and wants to be a nationally recognized sporting goods store. The exact location of the store is still unknown, but the owners are keen to find a spot with high foot traffic. We would prefer to be located in central Eugene. This is where most people can walk a few blocks to get to our store.

We fully expect to grow quickly. Although many businesses start with the same assumptions, KSG has the potential to grow quickly. Forecasts for sales growth are conservative for the first month, but will rise by 2% each other month. The first year’s growth rate is 12%. This assumption seems to be correct, given that the wholesale sector for sporting goods is growing at an average 11.5% annually.

Keith&#8217 s Sporting Goods is going to be filed as an S Corporation. The owners of the S Corporation will be exempt from many forms of liability and will receive tax protections. We will primarily finance our business with debt through local banks and the Small Business Association (SBA) in the initial stages. We have forecasted the need for 60% debt, the owner and operator will invest the rest.

Depending on the timing of financing, we expect to have the store open by January next year and to produce strong profits by the end of that same year.

1.1 Objectives

The principal goals of the store are:

  1. Brand recognition. KSG will be a recognized sporting goods and fitness store in Eugene.
  2. To have a profit at the end of the first full year.
  3. In years one and two, achieve a 15% sales growth rate and maintain a constant 11.5% thereafter.
  4. Maintain a constant gross margin of 40%. If we are able to do this and keep costs fixed, sales will be able to grow faster than total costs.

1.2 Mission

KSG strives for long-term relationships and trust with its customers as well as employees. Managers will emphasize community involvement, community service, and further education. We feel it is extremely important to give back to the community that supports our operations, while also maintaining an atmosphere where our employees have the opportunity to improve as individuals.


Skateboard Gear Retail Business Plan


Skateboard Gear Retail Business Plan


Burly Skate Shop offers new apparel, shoes and skateboarding to the Salem/Suburb youth. Our goal is to offer clothing, shoes, boards, and accessories in a chic, industrial environment. Our store will exemplify the latest in cutting edge products and trends. We aim to be the leading retail store serving this market and will do everything we can to make it so.

Suburb’s only skateboard shop is ours. Suburb’s market research shows that local skaters are dissatisfied with the retailers in their closest cities. Our goal is to capture 80% of the market and create a central hub for shopping activity for skateboarding residents as well. Burly will be found at 1234 Skate Rd N Suburb Oregon. This location places us squarely in the center of the residential and social areas frequented by our target market. We believe that this location is critical to our initial success and long-term growth.

Burly will be owned and managed by Ollie and Nollie Casperflip. Nollie Casperflip, the merchandising manager, has been the Founder and Executive Director of Operations for a foster-care and family advocacy group for the past 18 years. Nollie is a graduate of two master’s degrees and has taught 9 years at a local college. Ollie Casperflip, personnel and marketing manager, has been the Executive Director of Administrations for the same foundation for the past 11 years. Ollie Casperflip has a Masters in Administration and has been a skateboarder since he was 14. Both of the owners have vast experience working with people aged 12-25. Aside from raising their son (an ex-skateboarder), Casperflips’#8217 work in foster-care brought them into daily contact and interaction with parents and children that age.

Based on solid market research and conservative sales projections, we expect a net income of more than $6,000 in the initial year. It will rise to close to $20,000 in the third year. The owners contribute $5,600 cash and $1,200 in short term assets to support the plan. To meet our startup needs, we are looking for $50,000 more in short-term loans. These will be repaid over three year.

1.1 Mission

Burly’s mission is to offer the best quality, cutting-edge, and the newest merchandise in an industrial-chic environment where skateboarders can socialize and learn from one another about the latest trends. Our intention is to enhance the skateboard culture in our communities, by promoting drug-free and violence-free events in our communities.

1.2 Keys to Success

Burly has found the following keys to his success:

  • Sell skateboarding products to customers that are up-to date in terms of clothing, boards, and equipment.
  • Provide custom services, such as tools to apply and fix new parts and grip application in-store so customers can continue to buy and refer friends.
  • COMMUNICATE through our customer base using print magazine, newspaper advertisements, and postcard mails. We promote skateboarder events, and invite pro and semi-pro skaters to be sponsored by manufacturing companies. Another avenue for marketing is our website.
  • ESTABLISH a highly visible, accessible, friendly, and interactive website for all of our products and services.
  • Ensure that Burly’s values are followed through every day management practices so that a growth-oriented and successful business can be developed.

1.3 Objectives

Burly has three clear goals for the next five year:

  1. The end of the fifth year saw four stores being established in prime retail locations.

  2. Gross Margin of at least 45%

  3. Net After-tax Profit above 15% of Sales.


Retail Tennis Shop Business Plan


Retail Tennis Shop Business Plan


Tennis Master Pro Shops, Inc. manages retail tennis shops known as Tennis Master Pro Shops. Each retail location offers indoor tennis instruction as well as custom racket fitting. Both these primary revenue streams offer high profits and minimal inventory requirements. Custom-made rackets made from components are produced on-site and are sold under ‘Tennis Master’ brand. In-store instruction and training in tennis are provided by a USTA professional at every store.

A Tennis Master Pro Shop occupies 5,000 feet. It contains two virtual reality simulations of tennis, two swing analysis systems and four additional net combinations. A variety of brand and private label tennis merchandise is also available.

Tennis Master projects a 33% increase in its existing 15 stores to an aggregate total of 382, over the next three seasons. Ten stores will remain company-owned, while the rest will be franchised. Forty “Master Franchise” licenses will be sold to qualified regional marketers in order to achieve the high rate of growth targeted by this expansion plan.

Tennis Master franchises, as well as company-owned stores, will all fall under the corporate umbrella Tennis Master Pro Shops, Inc. Combined revenues are forecast to be $6.8 million in Year 1, $14.3 million in Year 2, and $23 million in Year 3. Profits will be $1.8million in Year 1. They will rise to $5 million by Year 2 and then reach $9.3million by Year 3. Also, the margins will grow from 26.7%-40.3% over that same period. These highlights of the over-all plan are illustrated in the chart below:

1.1 Objectives

Tennis Master’s goal is to become the nation’s largest indoor training facility. Our ultimate goal for the company is 400 retail stores. Our ultimate goal is to reach 400 retail locations. We have 40 Master Franchises. Each Master Franchise includes ten retail shops.

  • Year 1–10 Master Franchises and 60 retail stores.
  • Year 2&#8211,20 Master franchises and 120 retail shops (Cumulative : 30 Master franchises and 180 retail outlets).
  • Year 3&#821110 Master Franchises with 200 retail shops (Cumulative 40 Master Franchises with 380 retail outlets).

This table illustrates the expansion plan. It is found in Appendix “D” (Note: this appendix is customer-included and is not part a standard business plan).

Every store must achieve 25% training time utilization as its overall retail goal. The projections are based upon 25% utilization. High-profit retail stores will only be possible if this level is reached. Successful franchise sales and profitable stores are essential for the success of this plan.

1.2 Mission

Tennis Master Pro Shops, Inc. provides the best indoor tennis instruction. By helping all levels of tennis fans play better tennis, we aim to enhance the enjoyment and enjoyment of the game. This product will be delivered via individual instruction and the fitting of an individual tennis player’s equipment. We provide all of our services and products at convenient times and locations.

Tennis Master Pro Shops, Inc. will offer outstanding business opportunities to its franchisees. We also promise to provide the training and ongoing support that is outlined within our franchise program.

1.3 Keys To Success

The keys to success in Tennis Master’s business are:

  1. Attainment (both company and franchise store) of our store growth goals
  2. Minimum 25% utilization of training time at each retail location.
  3. Obtaining initial capitalization.
  4. Execution a franchise marketing campaign.
  5. Implementing a retail marketing program.
  6. Conversion existing stores to racket or training format.
  7. Careful attention to store locations by using economic and tennis playing demographics.
  8. Both the company and franchise stores are under management.
  9. Cash flow management.


Hardware Retail Franchise Business Plan


Hardware Retail Franchise Business Plan


Wilusa Magazine conducted a survey of downtown residents last year and discovered that hardware stores were one of the top ten essentials to making downtown a great place for people to live. Downtown is a great spot to live and work.

Downtown Indianapolis has witnessed a significant shift in the demographics of home-ownership. Today’s hardware store is often cold and uninviting. It is also located far from downtown Wilusa. Hisarlik Hardware is uniquely positioned to take advantage of this new fact of life. Hisarlik Hardware has parts, materials, advice, and is easily accessible to all areas of Arazawa Township. The store’s goal is to assist customers in identifying what they want and need.

Hisarlik Hardware intends to capitalize on this potential opportunity by offering superior customer service, great product choices, and low prices. The location has been secured to provide excellent traffic and a magnet for the downtown’s only grocery store. The Building blocksparent organization will efficiently plan and lay out the store in order to increase sales and provide customers with the best possible attention. Hisarlik&#8217s management team is well-versed in all aspects of business, finance, and mechanical operations, which will make the venture a worthwhile investment. The projected growth rate for Hisarlik Hardware is quite steady and has the potential to grow exponentially along with the increase in residential development downtown.

Hisarlik Equipment will generate positive cash flow in its first year of operation. Hisarlik will also make a profit its first year of operation.

1.1 Objectives

This business plan has four main objectives. Three are immediate, and the fourth is longer-term.

  1. Assess the feasibility of opening a hardware store downtown.
  2. Develop the strategy to open, manage and grow a profitable downtown hardware store venture.
  3. Establish a firm budget to operate and manage the business from concept to start up to operation, with good cash flow and consistent profits.
  4. Exploit the potential for growth in the downtown markets and discover new opportunities to grow your business.

1.2 Mission

Hisarlik Hardware’s mission it to be a reliable and efficient downtown hardware store. The store will provide great service and a wide selection of hardware and other home improvement products in an environment that is friendly to customers.

Hisarlik Hardware serves downtown residents, business owners, contractors, and suburbanites. The great advice, prompt and professional service, positive staff attitudes, quality of the shopping experience and the ability to provide solutions for customers’ needs will make them loyal.

1.3 Feasibility of the Business

Hector Priamson and Troy Enterprises went through a long and thorough process of looking at different business ventures that would allow them to go into business and be a long-term success. The potential for retail hardware emerged through this process. The following items are ‘#8220′ must have items that will make Hector Priamson & Troy Enterprises a great success.

  1. An industry that is strong, resists economic swings, and allows an entrepreneurial to influence the stores’ results.
  2. A market that has the potential to provide the type of profit that will make a store profitable.
  3. Store location that is easy for customers to locate, allows easy access, ample parking, and offers economic terms that enable the store to succeed.
  4. A co-operative and productive “partner”, such as building blocks,a national Hardware Co-operative that will help to research, plan, market and run a hardware shop.

  • A financial package to allow the business’s operation and profitability, regardless of whether private investors are involved or not.
  • Participants must have strong business skills, a strong work ethic and the competitiveness to make the business succeed.

    • Building Blocks gives you all the tools. Hector Priamson possesses all the management, entrepreneurial, and financial skills necessary to succeed in this industry.

    1.4 Keys for Success

    • Hardware Industry According to the US Department of Commerce, the Home Improvement industry has grown at a steady rate of 7% per annum for the past decade. In 2002, the US had a total of $313 billion. The economy has fluctuated over the past decade but the growth in hardware has continued at the same pace. This country has seen a rise in the popularity of ‘#8220’ Big Box stores, which has had a positive impact on independent hardware stores.
    • Search: Troas Marketplace was the location for Hisarlik Hardware. Troas Marketplace a retail/commercial property at E. Anglia St. near N. Umberland St. to N. Mercia Blvd. Troas Marketplace is anchored by Buckbasket Cleaners and Scamander&#8217’s Food Market. It is a big draw. Scamander&#8217’s is the only grocery in downtown Wilusa. This location is easily accessible by all downtown residents. It is just one block away of the trendy and hip Wessex Avenue. Troas Marketplace offers ample parking, which is important for downtown.
    • Urban Product: An urban store in downtown Wilusa requires a different product mix to one found in a suburban shop. Urban dwellers will demand a special product mix. Blocks are a key part of the IAIS program (Inventory Often In Stock) that helps to determine the best products for urban dwellers. Hisarlik Hardware will be in touch with, and focus on, the downtown urban market, delivering products that are applicable to local customers, and marketing these items at competitive prices.
    • Customers: Hisarlik Hardware will work to be the hardware product source for every building or business in downtown Wilusa. We will try to establish strong relationships with property managers as well as service personnel. A delivery service will be set up to make it easier for customers to obtain the products they require, whenever they need them. Hisarlik Hardware might be convenient and easily accessible, but potential customers may find it difficult to leave their offices. To make doing business easy, it will be important that each customer has a business account.
    • Construction Blocks – It is vital to have a cooperative like Building Blocks behind efforts to create a store like Hisarlik Hardware. They provide all of the tools to be successful in the hardware business including research, floor plans, marketing, and systems and instructions for operating a hardware store. To become a Building Blocks Member (Member of the Building Blocks Co-op) really means they will provide an entrepreneur a “business in box”, yet allow the members to control their own business. The extensive marketing programs have been developed based on the input of members and are designed to increase sales, traffic, and profits.
    • Convenience and Service: Convenience and Service are key to this business’ success. These qualities are also strengths of independent hardware retailers. It should be easy for customers to access the store and to navigate. Our personnel have experience in high-end client hospitality. This will make it easier to deal with customers and clients. We will keep detailed records of what customers want that we don’t have in stock.

    As mentioned earlier, a delivery service will be established to make it possible for customers of businesses to receive their products in the workplace. We will also target suburban commuters. Happy hour specials to encourage shopping after the five o’clock whistle will be instituted.


    % agree

    I like to get everything I need for my home maintenance projects in one
    76.3%

    I love the ability to shop for home decor items and build materials
    31.4%

    A neighborhood hardware store meets most of my home improvement/maintenance needs
    25.8%

    For most purchases, I prefer a neighborhood hardware store instead of a large home improvement center
    24.1%
    —Retail Forward, Home Improvement Shopper Update, 2001

  • Repair/Project Area: Hisarlik Hardware will benefit from the established reputation of exceptional service built by other BlocksCooperative member stores. This reputation has helped Building Blocks to be one of the top independent hardware stores (from Consumer Checkbook Aug 2003). It also fills the gap in the #8220Big Box#8221 retailers one-size-fits all offerings. The Customer can access the Resource area and ask for assistance or directions at any time they visit the store. This area will offer help and support in the beginning of a project. It will help them find what they need, share their knowledge, and give advice on how to complete a job. Employees at the store will be trained in home repair/projects, home improvements, and mechanical repairs and retrofitting. The resource area can also be used for demonstrations and training in home repair and home improvements projects.
  • The Tool Room Rental: A rental business will be established under the Building Blocks’ “The Tool Room Rentals” tool rental program. This will help to generate additional revenue as each tool requires accessories. We will also think about party rental items to be included in the rental inventory. Building Blocks will aid in developing the right rental product mix for this urban market.

    • All these key factors will work together to increase sales and eventually net profit.

    Sports Clothing Retail Shop Business Plan


    Sports Clothing Retail Shop Business Plan


    Male Gear Wear (Gear Wear), is an online retailer for men’s aerobic sports. It is located in Ashland Oregon. Gear Wear offers the largest selection in town as well as arguably the best on the Internet/mailorder.

    Gear Wear will quickly expand its market share through offering the most comprehensive selection and knowledgeable support personnel.

    Ashland was selected for its active, diverse culture. It is not uncommon for people to make a job sacrifices in exchange for quality of life gains, and the active, outdoor lifestyle is the majority in Ashland. Gear Wear is an Oregon-based L.L.C. Stan Gearboy is the main owner.

    Keys to Success

    Gear Wear has identified three keys to success that they believe will be instrumental in reaching sustainable profitable. The first key to success is the need for customers to be satisfied with the products and services they receive. This requires a wide selection of staff who are knowledgeable. A second key to success is monitoring the competitive environment to ensure differentiation. This is related to the organization’s accounting systems. Gear Wear has recognized the need for strict financial controls.

    Competitive Edge

    Gear Wear’s competitive advantage lies in the unsurpassed selection and expertise of its sales staff. Gear Wear has the most comprehensive selection of multi-sport items. A variety of aerobic sports is a way of life for many athletes. It is an integral part of their daily lives. They enjoy it and look forward. While it may seem painful when you do them, depending on your intensity, it is overall quite enjoyable. This is one reason why they choose to participate in so many. While some sports are only available during the season, it is impossible to get enough of all of them.

    Management

    Stan Gearboy, an industry veteran in the outdoor sports industry, is leading Gear Wear. Stan was involved in two different sports while in undergraduate school. This was his first exposure to aerobically challenging sports.

    Following his degree, Stan went to work for R.E.I., a successful outdoor retailer (both brick and mortar as well as mail order). Stan spent years at R.E.I. Stan learned from the best. Stan was comfortable working in retail, but he knew he needed to learn more if he wanted the opportunity to run a store. Stan pursued his Masters with the ambition of opening his store in the outdoor sector. Stan is the right person for leading Gear Wear to success through his passion, education, as well as experience.

    Gear Wear expects to see explosive sales in the second half of this year and an even greater increase in the third. In year two, the net profit margin will be very low and modestly increase in year three. Gear Wear’s net profit margin appears low for a retail business. However, Gear Wear has enough cash to survive the first few years and build a solid foundation, with loyal customers.

    1.1 Objectives

    • You can be the leading retailer of men’s aerobic clothing in Ashland.
    • By year three, increase market penetration to 10%
    • Within the second year, reach profitability

    1.2 Mission

    Gear Wear’s goal to be Ashland&#8217 the best men’s sport clothing retailer is to achieve this mission. The company will offer fair prices, the finest selection, and knowledgeable staff to assist customers in every way possible. Gear Wear will do everything possible to meet all their customers’ expectations.

    1.3 Keys to Success

    • Meet the customer’s needs by offering a comprehensive selection and knowledgeable staff.
    • You can monitor the competitive landscape to ensure differentiation.
    • Employ strict financial controls.


    Retail Bicycle Shop Business Plan


    Retail Bicycle Shop Business Plan


    University Cycle Works is an established bicycle specialty store, offering retail sales of new bicycles, parts and accessories, clothing, and maintenance and repair service. It is in a high-traffic area with a focus on universities.

    University Cycle Works’ primary target market is the university student community. They typically have a turnover/growth of about 25% each year. The secondary market for University Cycle Works is the university faculty staff. The tertiary market includes the greater Metroburg area.

    Hubert “Hub” Freewheeler, who has been assistant manager at University Cycle Works for five year, has seven years of experience in the bicycle retail and service industry. Hub explored the possibility of owning his bike business when he was just two years old. However, the Metroburg area seemed overcrowded with bicycle shops. Hub approached his boss to discuss the possibility of buying an existing store. Two years of negotiations culminated in the sale of University Cycle Works to Hub, effective July 1, 2001. It will result in a seamless transfer, leaving behind all staff, bikes, locations, and operations.

    Metroburg Business Bank has requested that this business plan be prepared. It will also be presented to major suppliers of bicycles, accessories, parts and other products. A substantial part of the past year’s planning has been negotiations with these suppliers to maintain the current financial agreements as the business changed hands. Hub’s close working relationship with the representatives of the different suppliers was an asset to these negotiations. These sales reps lobbied for Hub. The suppliers have approved continuation of the existing terms and dating programmes, subject to review of the business plan.

    This sample plan does not include names, proprietary information or financials.

    1.1 Objectives

    The objectives for University Cycle Works are:

    1. University Cycle Works continues to deliver the highest quality sales and services.
    2. Facilitate a smooth transfer of ownership
    3. Maintain a financially strong business. Validate the trust and advocacy of others for this business purchase.
    4. Within one year, repay the family members’ start-up loans.
    5. Monthly and yearly sales equal or better than those of the previous owner.
    6. The goal is to increase sales of rainwear and garments that are bicycle-specific over the next year.
    7. To maintain growth in service and sales, focus marketing on the new student influx.

    1.2 Keys for Success

    Our prime, high visibility location right next to Metroburg State University has been crucial to our success in being the bike sales and service provider of choice for the university community.

    The continuance of established accounts payable, sales programs, and co-op advertising resources by suppliers of bicycles, accessories, and parts makes the financial plan reasonable and attainable. Without this support, it would be unacceptable to take on the risk of purchasing the business.

    University Cycle Works, a trusted name, is available for purchase and continued use by the customer and employee.

    The shop’s employees are just as important as the other items. It is crucial to retain and encourage them. They are the backbone of University Cycle Works. University Cycle Works has always valued long-term relationships with its customers. We want to be part in the university experience by addressing our customers by name.


    Office Supplies Retail Business Plan


    Office Supplies Retail Business Plan


    Green Office addresses the market need of environmentally-friendly office supplies. Green Office is an Illinois Corporation. Stan Cooksey is the main shareholder. Green Office will serve a broad range of customers, including government agencies and corporations.

    Products

    Green Office will be selling eco-friendly products that recycle materials, reuse “recharged” old parts, and use nontoxic options. Green Office sells recycled paper. This includes notepads, envelopes and copier paper. It also offers a range of laser toner, cartridges for inkjet printers, as well as common office supplies like correction fluid.

    Customers

    Green Office has identified three markets. The first is corporations. They have an 8% growth rate with 12,000 potential buyers. The second is government agencies, with a 11% growth rate and 7,886 possible customers. The last category includes assorted customers. It has a 7% annual growth rate and 56.888 potential customers.

    Competitive

    Green Office will offer a complete line of office supplies. This will make Green Office a one-stop supply shop. Green Office will offer an unprecedented level of customer attention. It understands that shopping should be easy and enjoyable if it hopes to develop long-term relationships.

    Management

    Stan Cooksey, will lead Green Office. Stan graduated from the University of Chicago with his undergraduate degree. Stan was the Government Agency Unit Regional Sales Manager at Symantec Software. Stan was a Symantec employee and earned his Executive MBA.

    Green Office’s business model is well-established, with market segments carefully identified and a highly qualified management team. Green Office forecasts sales of $818,000 for year two, and $1,004,000 for year three. We will become profitable the second year.

    1.1 Objectives

    • To become the premier source of environmentally-friendly office supplies.
    • To offer green office supplies at a cost that is no more expensive than 10%. Often, these supplies are priced the same as non-green &#8221.
    • You will quickly expand your business and it will become profitable in the first two year.

    1.2 Mission

    It is Green Office’s mission to become a leading vendor of environmentally-friendly office supplies. Green Office will be a market leader, offering the best customer service and a broad price range.

    Success Keys 1.3

    • Offer environmentally-friendly office supplies at competitive prices.
    • Secure large contracts with government agencies and corporations.
    • Financial controls are essential to ensure fiscal efficiency.


    Retail Hardware Store Business Plan


    Retail Hardware Store Business Plan


    Opportunity

    Problem

    Today, 40% of the area’s homes are owned and occupied by women. Women also own 60% of the area’s rental properties. It is more often than not a woman who visits the hardware store to get repair parts or advice. The mega-store chains dominate today’s hardware store. These stores are uninviting, cold, and often require more driving.

    Solution

    Clara’s Hardware will provide quality hardware products in an easy-to-use shopping environment. Our customers will be able get help quickly and will leave the shop ready to finish the job correctly the first time. Clara&#8217, Hardware will continue to focus on meeting seasonal demands of its customers as well as providing top-quality products at fair prices. Clara&#8217s Hardware will travel an additional 15 minutes to reach a mega-hardware retailer, which can be too far and expensive to entertain.

    Market

    The South Gate area of Gilmore has seen dramatic changes in the demographics for home ownership. Today, women own more than 40% the area’s houses. In addition, 60% are women who own rentals in the region. Most often, it’s a woman who now heads to the hardware shop for parts and advice. Today’s hardware store, which more and more are dominated by the mega-store chains, are cold, uninviting and usually involve more driving time. Clara’s Hardware is uniquely positioned to take advantage of this new fact of life. Clara’s Hardware, conveniently located to service the South Gate, offers parts, material, advice, and assistance with any home-related repair. Customers are encouraged to identify the products they desire as soon as they walk into the store.

    Concurrence

    Clara’s hardware will be competing against:

    True Value Hardware chain stores: The new True Value hardware stores are designed specifically for women. In addition to better lighting and organization, there’s “an expanded assortment of decorative door knobs and drawer pulls.”

    Mom and pop owned stores like McGukin Hardware. This store stocks hardware, as well as other goods so that women need only go to one place to purchase everything they want.

    While there are many other shops in the vicinity, none of them have the same views as clara.

    Why Us?

    Clara believes a local hardware shop can offer a reasonable selection of the most essential product areas, be affordable in pricing, provide an environment that encourages repeat business, and give the customer a pleasant shopping experience.

    Expectations

    Forecast

    The store will be efficiently laid out to increase sales and give customers the best possible attention. Clara’s Hardware is expected to grow at a steady pace. The store will be profitable in six months.

    Financial Highlights per Year

    Financing Required

    Clara Johnson (founder) will donate $80,000.