Paintball Products Retail Business Plan


Paintball Products Retail Business Plan


Paintball games are the next big thing within the sporting industries. As the #1 sport for growth, paintball is up more than 84% to 9.4 million U.S. players within the past five years according to the National Sporting Goods Association. Harquebus Paintball, Inc., (HPI), will be a small retail company that focuses on paintball in Bombarde County, Ourstate. The prime location of HPI is ideal because it has only two other paintball shops that are not as good as HPI, creating very little competition.

HPI will focus on the sale of quality paintball equipment like guns, parts/accessories and apparel. They also host local tournaments and provide quality services such repair and upgrade of products. To serve the customers needs, all employees must be knowledgeable in the various types of paintball. HPI will have an extreme advantage over the little competition that does exist, as it will have an online store, very competitive pricing, carry a much greater selection, host sales and promotions, gift cards, and membership benefits.

Harquebus Paintball&#8217’s current opportunity to get into the unique paintball industry is unbeatable. This market is relatively new and expanding quickly.

Future Goals and Expectations – HPI’s future goals include a significant expansion through physical storefronts as well as unique high-quality paintball field locations. They also plan to dominate the national retail paintball market. Harquebus Paintball will be the “Best Buy” in the retail paintball market.

Keys to Success. HPI believes that there are certain key factors to success. For example, you must have a product selection, be able to sell products, and have a strong knowledge of your industry.

Ownership. HPI is owned by its CEO Padraich Peard and COO Geoffrey Gunnar. The CFO Petra Pistolero is responsible for day-today operations like inventory upkeep, accounting and financials. Dolores Derringer is responsible for HPI&#8217’s advertising. Claude Carabinerie is responsible for HPI’s service section.

Requirements : HPI will need start-up funds to purchase start-up assets. This includes expenses such as advertising, corporate identity/forms and remodeling. expenses/assets.

Products: HPI will sell a wide variety of quality paintball products such as guns/markers, paintballs, upgrades/accessories, apparel, magazines, paintballs, and hoppers via its physical and online store. You can only get repairs or upgrades to your equipment in the physical shop.

Market: HPI’s market audience will be males, ages 12-24 that actively (actively = plays at least once a month) play paintball in Bombarde County, Ourstate. HPI’s market research revealed that about 3.9% of Bombarde County men aged 12-24 play paintball. 2,144 players. According to the NSGA National Sporting Goods Association, paintball has increased an average of 16.8% per yr over the last five years. HPI believes this is not a fad. They expect paintball to continue to grow in strength and stability throughout the nation. HPI&#8217s marketing strategy includes a strong and rapid approach to its local market. They will be able to dominate it from the beginning and compete with other players through local advertising, giveaways at grand openings, sales, contests, and local advertising.

Industry – The industry of retail paintball includes both online and physical dealers (HPI). Online and physical dealers have their pros and disadvantages. The cons of being a physical dealer include a low product concentration and limited pricing competition. HPI will take the cons of physical/online paintball dealers and turn them into pros, in which Harquebus Paintball will become a dominant paintball retailer.

Retail paintball has many factors that can influence purchase decisions. These include product features and reputations, word of mouth, availability, pricing as well as up-sales, cross sales, and impulse purchases. HPI will make use of all these factors to increase sales, and improve profit margins.

Advantages: HPI will have many advantages over the competition such as hosting sales and promotions, gift cards, membership discount cards, product servicing, online store, larger product selection, an attractive clean store, team sponsorship, and tournament hostings. These advantages will increase Harquebus Paintball’s chances of winning customers.

Marketing Strategy: HPI’s sales strategy will help it gain and maintain customers. It will include sales, promotion, gift cards, membership cards and product selection, all which are not available to the local competitors. HPI projects explosive first year’s sales, and a corresponding net profit.

Web Plans: HPI will have an online home at HarquebusPaintball.com, where potential customers can view and purchase in-store products all from home. Customers will also have the option to buy online and pick up their merchandise from the store, which will eliminate their shipping charges and waiting period on their products. HarquebusPaintball.com will host community paintball news, and have an employee login so that employees may check online for certain duties they may have, and their work schedule. Advertisement for HarquebusPaintball.com will be through in-store banners, TV and radio, web banners, and search engines.

Break even. HPI estimates what HPI needs to sell each month in order to make ends meet with all its liabilities and expenses. HPI does not expect any trouble with meeting this obligation as long as the “keys to success,” and certain goals and objectives listed throughout this plan are achieved. Rent, utilities, insurance and payroll taxes are the current expenses and liabilities.

The purpose of this plan is to provide in-depth detail on how HPI will achieve everything stated above, from its marketing plans to its projected revenues all the way to its web plans.

1.1 Mission

Harquebus Paintball will work hard to ensure its customers are satisfied with their purchases, promotions, sales, excellent services, and, in the future with beautiful tournament-like fields and friendly staff who are highly qualified in the field.

HPI will always be responsive to customers’ needs. Our research department will constantly be providing the store with updated inventory, current trends, improving on areas our competition has already advanced on, and providing what the competition does not.

1.2 Objectives

Harquebus Paintball has two sets of objectives, “short-term” which will be the main focus for the first three years of operation, and “long-term” which will mainly be ideas for the next four years, or until the short-term objectives have been met. The new HPI’s primary objectives will be the longer-term &#8220ideas once the short term objectives have been met.

Short-term:

  1. Your goal is to be the top Bombarde County paintball retailer, servicing at least half of the area’s paintballers.
  2. Host the best promotions, sales, selection, tournaments, servicing (repairs/upgrades) of any paintball store in Bombarde County.
  3. Sell product/service the first year at a rapid-fire rate, sufficient to meet HPI’s approximate break-even revenue.
  4. Sales will increase by 10% every fiscal year
  5. Open a high-quality paintball facility and another HPI retail location in southern Bombarde County.

Long-term:

  1. You can open three additional Harquebus Paintball retail and field stores and shops, one in northern Bombarde County; one in Howitzer County; and one in Cannonade County.
  2. Franchise Harquebus Paintball stores are located throughout Ourstate. From there, you can access the entire U.S.

1.3 Keys to Success

Harquebus Paintball’s success will be determined by the following seven factors:

  1. Sales and Promotions – HPI will offer weekly and monthly sales and promotions to attract customers and outperform the competition. A ‘#8220’ grand opening sale will also take place to attract potential customers.
  • Selection HPI will offer a broad range of products, ranging from expensive brand names to affordable generic-name brands. HPI will have an 80% larger selection than its current competition.
  • Service HPI will offer all kinds of popular service in a prompt fashion, such as gun repairing and gun upgrading.
  • Knowledge HPI’s staff will have a comprehensive knowledge in all areas of paintball. Gun-tech’s and servicemen will be extremely skilled in the field of repairing or upgrading any type product. All staff members need to be available and able answer any question about retail paintball, as well giving wise advice.
  • Position: The HPI’s location is within a three-mile radius of OPC and Musketeer Paintball, two of the three most popular paintball courts in Bombarde County.
  • Reputation The HPI must have credibility, integrity, as well as a good name by completing all five of the factors.
  • Advertising – Each quarter, HPI will use radio and television to advertise the HPI brand and bring in new customers.
  • Gifts and Collectibles Retail Shop Business Plan


    Gifts and Collectibles Retail Shop Business Plan


    Classique Gifts Etc. is a start-up retail store offering fine gifts, collectible dolls and doll accessories. The store will be located in Lexington, Kentucky, catering to the middle- and upper-class consumers who look beyond the congested retail malls for the special shopping experience. A wide selection of high-quality products will be available. The customer will also enjoy knowledgeable and friendly service in an uncongested area.

    This business plan is prepared to obtain financing in the amount of $50,000 to purchase inventory and to help cover expenses in the first year of operations. We are also asking for a credit line of $10,000 to be used as necessary in low cash flow periods. Brenda and Charles Gajdik will jointly own and manage the store. They will contribute $40,000 to equity as an investment. This money can be used to finance start-up and equipment purchases as well operating capital.

    The Lexington business is similar to the one in this plan, so the sales forecasts were very conservative. Brenda has evaluated the strengths of this store and believes it could be improved.

    1.1 Objectives

    • To develop Classique Gifts Etc. Central Kentucky’s leading gift retail store.
    • For the first year, to maintain and increase your gross profit margin of at least 40%.
    • Personal customer service and marketing will help you to reach 4,000 customers within the second calendar year.
    • To earn a substantial profit by Year 3.

    1.2 Mission

    Classique Gifts Etc. will operate a gift store that sells high-end gifts, collectible dolls and accessories. We will provide quality products from trusted suppliers, and offer friendly customer service.

    1.3 Keys for Success

    To succeed in this business we must:

    • Get the best products for the customer and sell them at the highest quality.
    • Offer friendly customer service
    • Good vendor/supplier relationships will allow for quick shipment.
    • Advertising and promotion of our store are essential to capitalize on the current Christmas shopping season.
    • Continuously review our inventory and sales and adjust our inventory levels based on detailed records.


    Lingerie Retail Clothing Store Business Plan


    Lingerie Retail Clothing Store Business Plan



    Introduction

    This plan describes the financial and promotional strategies of Bravo intimates, which will be located downtown Royal Oak, Michigan. This exciting venture will bring an intimate apparel shop for women to the metro area. The second year will include products for mastectomy. No major mastectomy store is available in the metro to serve this customer. Bravo Intimates can be expected to gain the highest market share by supporting local women’s clubs and organizations. This will allow Bravo Intimates to link events with in-store promotions. Our ultimate goal to be Michigan’s best swimwear and intimate apparel shop is to fit every customer in the most flattering bra or swimsuit.

    A portion of our profits will go to a fund that we use to purchase our own building. This is tentatively planned for year four.


    The Company

    Bra~vo has a very strong, experienced and professional management team, with over 35 years of combined experience. Every member is a specialist in their field, and we can cover all aspects of the company.

    Rebecca Autumn will become: Owner/Operator, with 55% ownership. They will be responsible to buy, customer sales and fit-outs.

    Lucille winters (Co-owner) will be: Part-owner with 26% equity and will act merchandising consulting, employee training, sales and part-time.

    Deborah Summers will be: Co-owner with 19% ownership and will act as Operation Manager responsible for payable and receivables, inventory control, in store promotions, billing and sales.

    The store is located in Royal Oak, Michigan’s downtown Shopping District. South Washington street is the most upscale street in town. The space is 2,000 (10 x 200) square feet.


    The Products

    Only brands we believe meet our quality and fit requirements will be sold in our shop. We will be introducing new brands to our customers.

    Bravo will stock quality American and European products such as Rigby & Peller and Prima Donna. Our specialty is bra fitting for full-figured women. Bras and intimate apparel will comprise the bulk of our merchandise. Next, swimwear, nightwear/At home-wear, and accessories will be included.

    As Bra~vo achieves its sales and profitability goals, upon our first year anniversary, we will expand in the following categories; bra/intimate apparel, swimwear and accessories, nightwear and at home-wear, and hosiery.


    The Market

    During the last three years the total women’s intimate apparel, or innerwear, market grew by 10%, to $11.8 billion. All product categories saw strong growth during this time, with the most notable growth being Bras (17%) or Bottoms (12%) For the past eight years, consumer awareness has increased about the importance of bra fitting. Over the last five-years, there have been double-digit sales growth in many independent stores. This is due to two reasons. The clothing industry has featured more skin-exposing fashions that need speciality foundation garments. Fashion column writers have also stressed the importance bra fitting and referred to the speciality shops in the area.

    Bravo Intimates was able to capture $304 million from the $10,702m market. This is in addition to $341 million of $11,797 millions that Bravo Intimates had accumulated over the past two years. Direct mail merchants have dominated the market with a 914 million share last year. Internet sales were the main reason for this rise.

    We have estimated that the Royal Oak area has 94,201 potential customers. Knowing the missed opportunities of competitors, this strongly suggests that there is still a market for prospective customers. This is why we believe there is a market niche for an intimate apparel shop that can cater to the needs and wants of all Tri-county ladies.


    Projections Financial

    Bra~vo Intimates’ financial goals are the following:

    • To achieve a net margin of 15% or more in the third year.
    • To earn a net profit over $100,000 the second year, and $41,000 the third.

    These figures are possible because we have start-up needs of approximately $196,000. This includes $80,000 in initial stock.

    We will work with National City Bank Royal Oak to obtain a five year loan. This will allow us to make the first-year’s payments as flexible as we can.

    1.1 Objectives

    • To create a point of destination shop for premier lingerie, swimwear and personalized fitting service.

    • To attain the largest market share possible in the region for speciality garments foundation clothes.

    • To be active in supporting women’s and community organizations, connecting events to in-store promotions.

    • To achieve a net profit margin of over 7% the second year of operation and 15% the third.

    • For the second and third years, to achieve a net profit exceeding $41,000 and over $100,000 respectively.

    1.2 Mission

    To be Michigan’s best intimate apparel and swimwear shop, fitting every customer in a trendy bra or swimsuit, giving her exceptional support and shaping, thus enhancing her entire figure!

    1.3 Keys of Success

    To succeed in the intimate apparel business we know we must:

    • We carry a wide range of foundations in quality brands, in different sizes, styles, colors and colors.

    • Carry fashion and basic brands that are a point of difference from our competitors.

    • Assist customers in fitting and building a wardrobe for all fashion needs.

    • Continuously monitor our sales and adjust inventories accordingly.

    • Customer service excellence in a positive environment for body image.

    • Advertise in areas where our potential customers are likely to learn about us.

    • Keep updated about the latest technology and brand news.

    • Consider a variety price points because women come from all walks of life.

    Retail Discount Store Business Plan


    Retail Discount Store Business Plan


    Opportunity

    Solution

    We are the solution. The dollar shop.

    Market

    As more people discover they can buy quality goods at a bargain price, we expect sales will increase steadily. We want to tap into retail markets with pricing that will encourage quantity shopping, and our pricing plans will attract consumers on fixed incomes.

    Our target market is those with lower incomes in Bend and Redmond. This includes people of all classes, students and the elderly. They are often price conscious and seeking to find value for their money.

    Concurrence

    Consumers are looking for quality customer care, fair pricing, and a convenient place.

    The competition is fierce, with location and customer service being key components. The selection of merchandise a store provides is also very important.

    Why Us

    The Dollar Store offers an assortment of exciting merchandise options at low prices. Dollar Store is dedicated to providing prompt and courteous customer service. Dollar Store employees will also receive professional treatment. They will enjoy a stimulating work environment and fair pay. Dollar Store wants customers to feel that they have received Fifth Avenue treatment at a discount price.

    Expectations

    Forecast

    The Dollar Store will be able to successfully open and maintain operations through year one. The large capital investments of the owners will provide the public with a unique and innovative store that will cater to the needs of those on fixed incomes such as low income families, the elderly, and the large student population in the Bend area. The Dollar Store will have a loyal customer base, which will make it self-sufficient.

    Financial Highlights by Year

    Financing Required

    We will receive $120,000, broken down as follows.

    Ted Brinkman $60,000

    Jim Spencer $40,000

    Additional $20,000


    Tobacco Retail Business Plan


    Tobacco Retail Business Plan


    Introduction

    Kiowa Smoke Shops LLC has been in business as a family company since the early 1960’s.

    The tobacco industry has been in serious decline for the past ten-years due to increasingly hostile regulation, judicial decisions and tobacco opposition groups. Kiowa has suffered a falling client base and increased costs. It also faces increasing difficulties in distributing its products. The first time in history, management was forced to lower staffing levels and implement pay cuts. This is why the company is trying to develop a future revitalization plan. This plan includes reducing costs, improving efficiencies, new distribution and marketing channels and a new venture into a combined cafe and tobacco store.

    The Company

    Kiowa Smoke Shops Limited Liability Company is a class-C Limited Liability Company that has been officially registered in Kansas. Kiowa is exclusively owned by Mr. Fernando Renaldo and his wife, Elizabeth. The company does not expect to hire new owners in foreseeable future.

    Carlos Armando Renaldo with his family fled Cuba for America in 1960. They had been tobacco growers in Cuba for many generations. But the communist revolution there had limited opportunities for growers to escape from government-controlled areas. Once in America, Mr. Renaldo leveraged his family connections there to create Santiago Cigar Store in Orlando, Florida. Santiago&#8217, which was catering to the rapidly growing Cuban population, opened his shop in Orlando, Florida. It grew over the next 18years. Fernando Renaldo bought the business from his father in 1979 and relocated it to Kansas City. To conform to the image of the midwest, the younger Renaldo changed the name to Kiowa Smoke Shop. Since then, the company is thriving enough for Renaldo’s purchase of two other tobacco shops.

    Products

    Kiowa Smoke Shops offers the widest variety of specialty and named brand tobacco products in the Kansas-Missouri area. These include cigars from Mexico, Spain, India, the UK, and other tobacco producing areas. We also carry cigarettes, both national and international brands, and roll-your-own tobacco products for clients who want to create their own cigarettes.

    The Market

    The United States is both the world’s largest tobacco importer and exporter, and also the second largest tobacco producer in the world, just behind China. The majority of U.S. tobacco is used to make cigarettes. But, cigarette use and exports have both fallen 16 percent in the last decade, while other tobacco products have also suffered a decline. The current market is very unfavorable for Kiowa Smoke Shops. The Master Settlement Agreement (MSA), signed in November 1998, has forced cigarette companies to raise prices due to the payments. Consumers have been less likely to smoke because of higher prices. The long-term decline in cigarette consumption due to non-economic factors continues as well, as private tobacco opposition and health care organizations continue to push for the elimination of all smoking throughout the nation.

    Kiowa offers a number competitive advantages. These include established supply chains and their various cost advantages, multiple locations throughout the Kansas City area, as well as our future combined cafe/tobacco store that will produce more volume and increase client loyalty. This facility will serve as a pilot to test the long-term economic viability of the idea. If it proves successful, we plan to expand our facilities in order to provide this unique experience to all customers.

    Kiowa can only do a limited amount of marketing. We do plan to advertise with specialty publications like Smokehouse, Cigar Connoisseur, etc. We also plan on advertising in a few local magazines, such as Kansas Highways, Midwest Life or others that target upper-income persons. To create links to our informational website, we are looking to form partnerships with other internet companies. When we launch our online ordering features we will intensify these efforts.

    Financial Considerations

    Kiowa, a company that has limited debt, intends to continue being so. We expect to see increased profits from our revitalization efforts by the end of Year 1. In the coming three years, we anticipate that a large portion of our profits will go towards our new website and café ventures. We don’t anticipate any cash problems.

    1.1 Objectives

    The overall decline of tobacco has led to lower profit margins as well as increased risks and costs. The following goals have been set for a revitalization program to help us remain a viable business.

    • Reduce costs by 15% over the next three years and ultimately by 20%, specifically concentrating on inventory overhead.
    • Expand our customer base through the launching of our new website and our online ordering distribution outlet. Select national advertising can increase market awareness of our products.
    • Create a tobacco cafe to enhance our patron’s buying experience

    1.2 Mission

    Kiowa Smoke Shops is committed to providing high-quality products and brands at a fair price. Kiowa wants to provide an exceptional experience to its patrons. The shop carries the most diverse tobacco products, and creates a cozy and relaxing environment for specialty and recreational customers. Kiowa will continue to maintain the highest standards of service in the tobacco industry.

    1.3 Keys to Success

    With the industry being increasingly pinched by declining numbers of customers and more and more hostile judicial and federal regulations, we must insure the following priorities:

    • To ensure sufficient profitability, we need to expand our customer base.
    • High-quality customer service will increase customer retention.
    • To reduce collection days, improve accounting practices and increase cost assessment, and decrease costs.

    Sporting Goods Retail Store Business Plan


    Sporting Goods Retail Store Business Plan


    This business plan aims to secure a conventional loan of seven-hundred thousands dollars ($700,000 to $880,000) from a financial institution for the purchase of assets in Sportsuchtig. Johnson Sporting Goods, LLC, John and Lisa Johnson’s limited liability company, will acquire it. Sportsuchtig will still be the name of the business.

    Sportsuchtig sells high-quality sporting goods equipment for all ages. They specialize in softball and baseball equipment as well as apparel and accessories from major brands like Easton, Louisville Slugger and Worth. The company started as a retail business in 1986. In 1996, it opened an Internet-based sports store. Ten employees currently work in the 7,400 square foot facility, which includes the combined retail, call center and office as well as the product warehouse. Over the last 3 years the company has averaged $2.5 million in sales and a gross margin of 25%, with 52% of the sales generated by the website and 48% coming from the retail store.

    Sportsuchtig has produced verifiable pretax income in excess of $194,000 annually over the last three years. Total owner&#8217s benefit averaged more than $323,000. This is a solid business and it is well placed for rapid growth. This business plan is expected to help the business reach a revenue of more than $5 million within five years. In year 1, sales are expected to remain flat and grow by 20% through years 2-5. This growth forecast assumes the company is aware of these key opportunities and takes action.

    • Redesign, update and marketing the Internet store.
    • The relocation of the existing retail store.
    • The addition of additional product lines for games played in other seasons than softball/baseball.
    • In order to capture a significant portion of the team’s market for sales, it is necessary to create an outside team.
    • Optimization of inventory purchasing, management and tracking.

    We will plan to relocate the business near the end of year 1 which should help position us for increased retail sales beginning in year 2. The website will go through a major redesign in the first 6 month. Our Web marketing strategy will coincide with the new site’s launch. In each year 1 there will be at least one additional product participant segment. A manager for the outside sales team will be hired during year 1. However, ramp-up of this sales team is not planned before year 2.

    John Johnson will act as the president and CEO. Johnson’s background in sports and technology, combined with his entrepreneurial experience make him the ideal leader for this sporting goods retail/internet venture. He was an entrepreneur and vice president of a high tech startup. He worked for almost 20 years as a researcher and developer at high technology companies like Lucent Technologies. Johnson Enterprises, LLC, and Johnson Investments, LLC, were also started by Mr. Johnson. Johnson Enterprises, LLC designs, constructs, and sells custom game courts (basketball, volleyball, etc. ), synthetic putting greens, and sporting goods products. Mr. Johnson received a Bachelor of Science in Computer Science from Stone College in Boulder, Colorado and a Masters in Business Administration from the University of Illinois.

    1.1 Objectives

    • In year 1, maintain or exceed the two-year sales levels ($2.5 million), gross margin (25%), net margin (12%)
    • Realize an annual sales growth rate of 20% in years 2-5, reaching over $5 million in sales by the end of year 5.
    • Gross margins can be increased from 25% to 35% before the end of the year
    • To improve net margins at the end-of-year 5.
    • Upgrading and redesigning the Internet ecommerce store before the end of the first calendar year.
    • Invest in aggressive Web search optimization, marketing and to increase website traffic by 50% and sales by 20% in the years 1-5.
    • The second half of the year will be used to improve the location of the retail store by moving it from its current location and to a better location in the city.
    • For underprivileged children to gain self-esteem and confidence through youth sport programs, it is important to establish relationships with local non-profit organizations.
    • Run the business as a family-run and -oriented business with emphasis on truth, integrity, quality relationships, fun, and giving back to the community.

    1.2 Mission

    To become the sports equipment supplier of choice, based on product expertise, price, quality, and level of service, by developing a long term relationship with our customers. By treating our customers like their family and building a relationship with them, we can become the ‘family expert’ in sporting equipment.

    1.3 Keys to Success

    • The website can be upgraded to make it more professional and user-friendly, to offer incentives, features and promotions that will draw customers back to it repeatedly, and to optimize for maximum search engine results.
    • Relocate the existing retail store to a more densely populated, growing location.
    • Reaching optimal agreements with our major suppliers will allow us to increase margins and lower costs. This will also enable us to maximize inventory control and turnover.
    • In order to increase inventory turnover and track, use a state of the art inventory management software.
    • Increase the product line with equipment that is often in high demand during the current Sportsuchtig slow season.
    • Instruct schools, leagues and associations to create an outside sales force that is well-respected for their product expertise and superior service.
    • Train employees on product features as well as how to support customers and provide family-oriented service.
    • Train an employee already working, or hire an outsider to become a store manager.
    • Advertising and marketing in areas where our target audience can learn more about our online and retail stores is a smart move.
    • Establish a solid operations infrastructure to support customers. Prepare accurate billing and accounting. Follow up on orders. Manage the website. Keep an eye on expenses and collect any accounts receivables.
    • Participate in non-profit activities and sponsor local teams, leagues, or tournaments to be an active member of your community.
    • Through daily management practices, ensure that the values and mission of The Sportsuchtig are upheld.