Tag: shop

Franchise Sandwich Shop Business Plan

This business plan is designed to raise additional long-term financing to open a QSR (Quick Service Retail), franchise in Ashland. To fund inventory and operations, the company’s owners are willing and able to invest $30,000 as well as take over $110,000 in short-term risk. We are seeking a SBA 504 loan in the amount $200,000 and, if approved, it will be amortized for 10 years.

The fastest-growing franchise in North America, “The Sub Shop Corp 8221”, is the franchiser. Sales reached $800,000,000 last year. The chain is somewhere between traditional fast-food restaurants and sit down restaurants. This segment of the market is attuned to the health benefits of their eating habits, are more conscious of their buying habits than the general population, and more importantly, they have higher incomes and are willing to pay more for a better fast food choice. Our goal is to make Ashland Metro the best in fast food.

To help us achieve our goals and promote a healthy lifestyle, local sporting events will be sponsored and 3% profit will go to local charities. We will become a part of the community. We will market our products in local businesses, including the Shakespearean Festival.

Our primary goal for this plan is that it help us secure this $200,000 SBA loan. Once we’ve done that, the next step will be to increase value for our constituents, employees, customers and the community. We see these goals as being consistent with the goals the SBA expects of itself and its guarantors.

1.1 Objectives

Our first objective is opening the Franchise restaurant in four months after our site has been confirmed by the realtor. Our site was approved in April. We aim to have the restaurant open by August. Our P&L, Balance Sheet and Balance Sheet all start in August. You can find out more about start-up costs in the Startup Summary Section.

At the start of our second fiscal years of operation, The Sub Shop will make a profit.

We will pay down our $200,000 SBA loan to $180,000 by the end of year one.

Repeat customers will constitute 70% of our overall business by the end of year one. We will collect data from a local marketing agency to determine customer loyalty, and then publish the results to our employees every quarter.

The net profit for the first year will be 21%.

1.2 Mission

Our mission is bring Ashland’s best fast food to the public at a fraction of the cost of other restaurants. Our reputation as the best fast food restaurant in Ashland will be established by our high standards for quality and cleanliness.

Profits are just as important as our community. We will dedicate 2% of our profits towards a local women&#8217’s shelter, while 1% will go to a local environment conservation fund. The company was founded on the belief that good works and good deeds will not only help the community but also ensure the company’s health and success.

1.3 Keys of Success

Your location is crucial to your success. It is very important that our location live up to our expectations, and is convenient to as many potential customers as possible. As stipulated by the franchise agreement, our “Type A – Profile 1” location must contain a minimum of 6,000 customers within a four block radius (or five minute walk time). The pedestrian traffic must be adequate and the lunch habits of the customers must be conducive to eating out.

We must be able to execute our plan. This is the key to our success. If we neglect one or more aspects of our plan, whether that is our numbers, our employees, our cleaning and food standards, or our commitment to customers, we will not succeed and thrive.

Frozen Custard Shop Business Plan

Bauman’s Frozen Custard, and Italian Ice will be located on a busy street downtown Eugene. Bauman’s is a start-up shop and has long-term presence plans in the Eugene/Springfield market. Bauman’s Frozen Custard has received a $15,000 funding investment from Matthew Bauman. This will allow them to start a successful venture to secure start-up financing via a combination of debt and investment.

Bauman&#8217â€™s is looking to introduce Frozen Custard & Italian Ice to Eugene’s market. The company&#8217’s initial offering will consist of rich, creamy Frozen Custard mixed with bright, sweet Italian Ice. It will offer different sizes. Through selective marketing we intend to create a loyal customer base that will see Bauman’s Frozen Custard and Italian Ice as a high-class, yet affordable scoop shop with a prestigious product offering.

Our first year sales will be approximately $66,000. We expect to increase our sales to over $90,000. The second year will see an increase of more than $90,000. Despite a first-year loss, we expect to become financially sound by year two. These sales should be possible for any start-up scoop shop, according to our marketing research. Our overall financial model emphasizes long-term potential in the local marketplace over short-term returns favored in hip new restaurants with shorter life spans in larger cities.

1.1 Mission

To make the finest quality frozen custard and Italian Ice with the highest quality ingredients. We are committed to using the finest, creamiest and most natural ingredients in order to produce a product that is world-class.

To provide the best service possible in a relaxed, friendly and relaxing environment.

To actively seek and respond the customer’s needs.

1.2 Objectives

Bauman&#8217’s Frozen Custard (and Italian Ice) have two objectives.

In the first year, you will have more than $65,000 of sales.
Increase annual sales in the second year by 30% or more over the initial year.
Make sure at least one out of every five people within 10 blocks of our store is aware of the unique flavor benefits Frozen Custard has over traditional ice cream within our first six (6) months of operations.
Established the business as Eugene’s premier Frozen Custard retailer.

1.3 Keys to Success

Bauman will reveal the keys to his success.

Presenting a high level of quality in its product line.
To develop and maintain strong relationships with customers and generate repeat and new business,
Significant investment in grass root marketing
Innovation of new products that will distinguish us from our competition

custard frozen shop

Coffee Shop Business Plan

Opportunity

Problem

Not only do people living near the University of Oregon want coffee, tea, pastries or snacks, they also need a place to relax, have a group discussion or just sit and read. It is now available near the University of Oregon campus. However, it is too crowded and does not provide the right combination of factors.

Solution

Java Culture coffee bar is determined to become a daily necessity for local coffee addicts, a place to dream of as you try to escape the daily stresses of life and just a comfortable place to meet your friends or to read a book, all in one.

Market

Java Culture will target university students and faculty, as well as people working in coffee bars near their offices. According to our market research, these are the most likely customer groups to buy gourmet coffee products. Since gourmet coffee consumption is universal across different income categories and mostly depends on the level of higher education, proximity to the University of Oregon campus will provide access to the targeted customer audience.

Competition

Java Culture’s direct competitors will be other coffee bars located near the University of Oregon campus. These include Starbucks, Cafe Roma and The UO Bookstore.

Why Us?

Good coffee, pastries, additional tea options, very welcoming atmosphere.

Expectations

Forecast

As shown below, we plan to grow as derived from our sales forecast. We aim to maintain an industry-standard 60% gross profit margin and reasonable operating expenses, and to produce reasonable profits in the second and third year.

Financial Highlights by Year

You will need financing

The owners will invest $140,000 and take out a bank loan for $30,000 to cover the start-up expenses and assets needed plus deficient spending in the early months.

$27,000 is the start-up cost.

Legal costs for obtaining licenses, permits, and accounting services total $1,300
Marketing promotion expenses for Java Culture’s grand open were $3,500. Flyer printing (2,040 copies at $0.04 each) was also included in the total of $3,580.
ABC Espresso Services paid $3,000 to consultants for their assistance with setting up the coffee shop.
The total premium for insurance (general liability, workers&#8217’s compensation and property accident) is $2,400
Pre-paid rent expenses for one month at $1.76 per square feet in the total amount of $4,400.
Renovation of the premises in the amount $10,000
Other expenses include stationery (500 USD) and phone/utility deposits (2500 USD).

These expenses will be incurred before launch, so they take their place in our financial projections as negative retained earnings of $27,680 at the end of the month before we begin. The balance sheet shows this number.

The necessary start-up assets, which are $143,000

Cash in the bank totaling $67,000. This includes enough cash to pay employees and owners salaries of $23,900 in the first two months, and cash reserves for three months (approximately $14,400 per month).
Initial inventory of $16,000 which includes:
- Coffee beans (12 regular brands, five decaffeinated ones) #8211 $6,000
- Coffee filters, baked goods, salads, sandwiches, tea, beverages, etc. – $7,900
- Retail supplies (napkins, coffee bags, cleaning, etc.) – $1,840
- Supplies for office &#8211: $287
Equipment for the total amount of $60,000:
- Espresso machine – $6,000
- Coffee maker &#8211, $900
- Coffee grinder #8211 $200
- Food service equipment (microwave, toasters, dishwasher, refrigerator, blender, etc.) – $18,000
- Storage hardware (bins. utensil rack. shelves. food case.) #8211 $3,720
- Counter area equipment (counter top, sink, ice machine, etc.) – $9,500
- Servier area equipment (plates and glasses, flatware, etc.) – 8211; $3,000
- Store equipment (cash registers and security systems, signage, ventilation, etc.) #8211; $13,750
- Office equipment (PC, fax/printer, phone, furniture, file cabinets) – $3,600
- Other miscellaneous expenses – $500

Funding for the company comes from two major sources–owners’ investments and bank loans. Arthur Garfield & James Polk have contributed $70,000 & $30,00, respectively. All other investors have contributed $40,000, which brings the total investments to $140,000. The two bank loans of $30,000 each were used to pay the remaining start-up expenses and assets. A $10,000 loan for one year and a $20,000.00 loan for five years provided the rest. Both loans were secured with the Bank of America. Thus, total start-up loss is assumed in the amount of $27,000.

These amounts appear in the balance sheet one month prior to opening. Paid in Capital is what the $140,000 investment looks like. The $27,000 expenses show up as negative retained earnings. Assets and liabilities are both there. Financial standards dictate that this happens.

business coffee shop

Gift Shop Business Plan

Regali Luxuri is run by Kaethe and Bensai Villanova. Regali Luxuri is an exclusive gift boutique that can be found in Treschicburg’s warehouse district. We offer a wide range of high-quality merchandise, including personalized business cards, greeting cards, and apparel. Regali Luxuri targets middle-to high-income clients. Our company image is representative of what customers seek in home accessories and gifts. We are a modern, urban lifestyle brand. Our printing services, unique product lines, and exclusive products are what distinguish our company from specialty retail shops.

We will have a site for Regali Luxuri before the Grand Opening. Regali Luxuri will break-even within the first year, while in year two we expect to turn a moderate profit. Regali Luxuri plans to grow in the future by expanding its location to include the second level of our living/work unit; creating new product lines; hiring design professionals to design our products; adding e-commerce functionality to our website in year 3; and creating a mailing list.

We formed our business as a “S” corporation. Bensai Kaethe and Kaethe have worked for many years to develop and expand our home-based retail business. Each of us contributed an equity investment to the retail location’s opening. Kaethe, a seasoned retail accountant and entrepreneur, has five years experience. Kaethe also took classes through the University SBDC. Continuous education and our years of experience help us to manage daily operations and train future employees.

1.1 Objectives

Total sales revenue must be generated to make a profit by the end of the first year.
In year three, add e-commerce capabilities on existing company websites.
In the third year, you should aim for a 20% annual growth rate.
You should aim for a sales cost of less than 45%.
In year two, establish 50% of our merchandise in proprietary products.
Our company will be a leading &#8220Brand Recognized#8221 name in the community by year 1.

1.2 Mission

Regali Luxuri is an exclusive boutique for specialty cards, gifts, and apparel that specializes exclusively in unique merchandise that is not often found in larger retail markets. We are dedicated to providing customers exceptional customer service in a visibly relaxing and engaging shopping environment. Our mission it to offer unique and high-quality merchandise for affordable prices to customers.

1.3 Keys for Success

Create a product line that is unique and one-of-a-kind by purchasing and designing it yourself
Provide customized products and services that are “tailor-made” to each customer’s personal style.
Establish a loyal customer network by offering seasonal promotions / discount, direct mail postcards, high quality merchandise at reasonable prices, and creating a comfortable and inviting shopping environment.
Establish a “Brand Identity”, which embodies quality gift-giving merchandise and outstanding customer service.

business gift shop

Fishing Shop Business Plan

The McKenzie Tackle and Bait Shop is located off Highway 126 near the new Oakridge Plaza. It will be a convenient one-stop shop for all your fishing needs. Highway 126 leads to more than 130 fishing locations. Oakridge Plaza, which is the last shopping and dining area before entering McKenzie National Parks System, is located at the Oakridge Plaza. McKenzie Tackle and Bait Shop will capitalize on its location to pull in customers. It will provide information and fishing tips as well as a wide range of fishing products.

Brad West, who owns McKenzie Tackle and Bait Shop in McKenzie Tackle, has been an avid angler for over 25 year. He knows all of the area’s top fishing spots and has managed two bait shops and fishing tackle stores over the past seven year.

1.1 Objectives

To become a favorite and essential shopping destination for those who travel to the area for fishing.
Develop a customer base which will grow each year.
Provide exceptional service and products for both novice and experienced fishermen.

Success Keys 1.2

The following keys are key to McKenzie Tackle and Bait Shopâ€™s success:

Location The McKenzie Tackle and Bait Shop can be found off Highway 126 near the Oakridge Plaza. Highway 126 connects you to over 130 public fishing opportunities in McKenzie National Park System. Oakridge Plaza is the last place to shop and eat before you enter the McKenzie National Park System. The plaza is frequented by many tourists who stop by it at the beginning or end of their day in the parks.
SERVICE: Brad West from McKenzie Tackle and Bait Shop realizes that customers aren’t there to just browse. They need the right product, or the best information on how to fish. McKenzie Tackle and Bait Shop provide outstanding service and help customers get on their way to fishing.

1.3 Mission

McKenzie Tackle and Bait Shop’s mission is to provide the best fishing products and information in the McKenzie National Parks region. Our store is an important step in any trip to fishing.

business fishing shop

Bridal Gown Shop Business Plan

Recycled dreams is an Oregon-based retail rental shop for bridal dresses and accessories. Recycled Dreams, founded by Connie Jugal and run by her, will satisfy the unmet demand for formal wedding dress rentals rather than purchasing. Traditionally, wedding party members are required by the bride to buy their dresses. They have no say in what the dress will look like. They are advised exactly what type of dress they need. The dresses end up looking awful and are often left in the closet gathering dust for years. It is therefore very practical to provide people with the option of renting a dress in light of the fact that the dress will only be used once. This makes the event far more cost effective, yet just as fashionable. Now, you can rent tuxedos for men and bridesmaids dresses for women.

The Services

Recycled Dreams rents dresses, shoes, head pieces and veils. The dresses can also be purchased by the bride or other guests if desired. However most customers will be overjoyed with the option of renting these one time pieces of clothing. Recycled Dreams provides the opportunity for the wedding party to rent all of the clothing pieces and accessories. Additionally, Recycled Dreams has developed strategic partnerships with top local vendors such as caterers, invitations and photographers. Recycled Dreams offers a one-stop shopping solution for customers, where they can rent all necessary clothing and accessories. Recycled Dreams also receives a commission for referring other people, which provides additional revenue.

The Market and Competition

Recycled Dreams aims to target two distinct market segments. These are the parents and the spouses of the bride. Couples as a market segment is growing at 9% a year with 114,584 potential customers, and the parents of the couple have a 8% growth rate with over 112,000 possible customers.

Recycled dreams faces competition from traditional bridal shops who sell the products. Recycled Dreams views these as competitors but sees them more as indirect rivals. Recycled Dreams believes the renting of dresses is an extremely valuable service. Currently, there are no other bridal rental facilities in Portland. This is a new concept. It was tested in San Francisco with great success. Recycled Dreams is now offering it in Portland.

Competitive Edge

Recycled Dreams is able to offer two unique advantages that will help them rapidly expand their customer base as well as validate their concept. The first is the concept that brides’ bridal wear can be rented. This is similar to men’s tuxedos. Because the dresses are only worn once, this makes it intuitive. Although some might feel that there is a social stigma attached with women renting clothing, there is no way for anyone other than the renting customer to know that the dress that they are wearing is rented. Their outstanding customer service is their second competitive advantage. Recycled Dreams considers their role to be the one who holds the client’s hand, guides them through the event and meets all their requirements. This philosophy has been instilled throughout the company.

Management

Recycled Dreams is an innovative idea. However, it also has a veteran founder and manager to help guide the company towards profitability. Connie brings years of retail management expertise. She was the manager of multiple stores at the Salvation Army. Connie managed stores that saw growth of up to 46% per year. Connie will draw on her extensive industry experience to make Recycled Wishes a success.

Recycled Dreams is an exciting concept that acknowledges the fact that most bridal party dresses are not the prettiest creations, are quite expensive, and almost never worn after the intended wedding. Recycled Dreams will reach profitability by month 10 with healthy sales for year one and more than doubling by the end of year three.

1.1 Objectives

The objectives for the first three years of operation include:

To create a service-based organization whose primary goal it is to exceed customer’s expectations.
Superior service and increased clientele will allow us to increase our clients’ numbers by 20% per annum.
To develop a sustainable start-up business providing cost effective bridal dresses.

1.2 Mission

Recycled Dreams’ mission is to make wedding dresses and accessories affordable.

We are able to exceed customer expectations.

bridal gown shop

Butcher Shop Business Plan

Opportunity

Problem

Meat is the staple of almost everyone’s diet. It is essential that meat be raised in a natural environment and not be contaminated with chemicals. It is clear that there is a lot of concern about the welfare of the meat industry. What can people do to ensure the safety of the meat they eat.

Solution

Parkdale Meats strives to be a leading specialty butcher in the Parkdale, and is committed to providing the highest quality meats.

Market

<br>The largest sector of U.S. agriculture is meat and poultry. In 2007, its total production exceeded 91 billion pounds. The U.S. consumed 55% of its red meat in 2007 (beef and veal, lamb and pork, as well as mutton and mutton), and 36.8% poultry and 8.2% fish. There are many retail outlets that sell meat. These include restaurants, grocery stores and butcher shops. Over the past ten-years, the number of independent butcher shops has decreased as more meat is sold through grocery stores and large box retailers. This opens up the possibility for specialty butcher shops to sell meat from markets that do not offer more basic options than larger retailers.

Concurrence

Parkdale Meats Competitors fall into these categories:

* Grocery shops: seven locations in the Greater Parkdale area

* Costco and Walmart are big box retailers

* Butcher shops Red’#8217â€™s Meats, Bay Avenue Butchers

Parkdale Meats will be able to capitalize on the experience of its founders Eryka Auroch and Robert Suidae. Robert has established relationships with top meat suppliers and an understanding of the art of butchering. Eryka has a solid understanding of food service management and financial acumen. The combination of the two will provide the town with an advantage over other butcher shops, grocery stores, and others in the local niche market.

Why Us?

Parkdale Meats specializes in specialty butchery. They strive to offer the highest quality meats that are cut to order and also to be the leading specialty meats provider for the greater Parkdale region.

Expectations

Forecast

After its initial launch, the business will be able to grow on its own cash flow. There is room for significant growth in the initial target markets before the shop needs to take on additional staff or move to a larger facility.

Financial Highlights by Year

You will need financing

Robert Suidae (the founder) and Eryka Aroch (the CEO) are each investing $65,000 to start the company. This totals $130,000.

business butcher shop

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:

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

retail shop tennis

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:

University Cycle Works continues to deliver the highest quality sales and services.
Facilitate a smooth transfer of ownership
Maintain a financially strong business. Validate the trust and advocacy of others for this business purchase.
Within one year, repay the family members’ start-up loans.
Monthly and yearly sales equal or better than those of the previous owner.
The goal is to increase sales of rainwear and garments that are bicycle-specific over the next year.
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.

bicycle retail shop

Print Shop Website Business Plan

PrintingSolutions.com is being designed as a global Internet printing services/print shop who is focused on reducing the overall printing price structure, in addition to enabling business-to-business transactions for printing presses and the graphic art design industry. PrintingSolutions.com will also attain a competitive edge by offering services such as website development and e-commerce, which have become essential for any business presence.

PrintingSolutions.com intends to establish and operate an Internet print shop with services costing significantly less than the prices of its competitors, while supplying superior quality. Printing Solutions will offer graphic services and its website to help start-ups as well as established businesses reduce their printing costs and e-commerce costs.

Highlights of PrintingSolutions.com

Breakthrough services. PrintingSolutions.com will develop a unique website that provides customers various ways to create business stationery, including business cards, envelopes, notepads, and door hangers. A graphic design center will be available to customers, allowing them to create company logos as well as other designs necessary to the company’s identity.
Trademarks. The company plans to register a corporation under the name of PrintingSolutions.com and operate under the same name.
Large markets. Recent studies by Forrester Research Inc. reveal that business-to-business (B2B) commerce will total $2.7 trillion in revenue by Year 5. The data indicate that 53% (or more) of all online business transactions will be made through emarketplaces.
Qualified and experienced management.
Customers. This company will primarily target start-up and small businesses across the country. The company will also work with large companies to make deals.

The biggest competitive threat for PrintingSolutions.com will come from iPrint.com. However, we will have a competitive disadvantage over iPrint.com because we offer lower prices on all our products and services. Customers in this industry are sensitive to both quality and price, and at PrintingSolutions.com they will benefit from both offerings.

PrintingSolutions.com has a world-class management team with direct knowledge of the industry, extensive research experience, and unique administration skills. Mr. Dalton Grant leads the team.

The company projects that during the second half of Year 1 it will generate revenues of $250,000. It projects revenues of $2.91 million for Year 2 & $5.82 million for Year 3. PrintingSolutions.com is seeking $830,000 in venture capital to be used for:

Establishing an office and organization presence in the United States and abroad.
Complete development of the Internet printing shop.
Promotion of the website and its products and services.

1.1 Mission

The mission of PrintingSolutions.com is to become a global company, utilizing the power of the Internet to become the market leader in providing online printing, website designs, graphic art designs, and a B2B portal for the untapped printing press and graphic art design industries. This will be achieved by combining high-quality craftsmanship with low costs.

print shop website