Velocipede/Snowpede Borrow Bank can be found in Eugene, OR and specializes in renting snowshoes. VS will offer road, mountain, and tandem bicycles for rent as well as a variety of sizes of snowshoes. From April through November, revenue will come primarily from bicycles. The revenue source for snowshoes is changed to bicycles once the rains start to fall in the Willamette area. Velocipede/Snowpede can provide each customer with a detailed trip log/map, which will allow them to see amazing biking and hiking trails. Eugene is the ideal location for these activities due to its friendly cycling population and its proximity to Cascade Mt. range.
While Eugene has several rental stores for bicycles and snowshoes, their primary line of businesses is retail, with rentals as an ancillary distraction. VS will make use of their exceptional customer service and gain market share. They expect to be profitable by month nine and earn $150,000 in revenues in year two.
1.1 Objectives
The following objectives are set for the initial three years of operation
To create a service-based firm whose primary goal will be to exceed customers’’s expectations.
To increase the number client served by 20% annually through superior performance.
To develop a sustainable start-up business surviving off of its own cash flow.
1.2 Mission
Velocipede/Snowpede Borrow Bank’s mission it to provide snowshoe rental and suggested travels for customers. Our goal is to keep customers happy. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.
Jerseys R Us (Jerseys) is a Massachusetts-based collectible sports jersey store. Jerseys offers famous player jerseys for football, baseball, and cycling. Phil Garment is buying Jerseys. Jerseys will reach profitability by the end of year one and will modestly generate profits for future years.
The market for sports collectibles, especially jerseys, is vast. From young children to mature adults, collectors come in all ages. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys have divided the market into two segments, children and adult. The children are more interested in football and baseball jerseys, while the adults are more interested in all three.
Jerseys R Us identifies three key factors that will ensure success. A comprehensive inventory is the first. This will serve as an attraction to get many people browsing the store for what is for sale. The second key is to listen to customers. Jerseys must have a feedback loop in order to meet customer expectations. To be successful, you must implement and follow strict financial controls.
Jerseys‘ competitive edge of inventory will be leveraged to quickly grow sales. It is advantageous for two reasons. It is comprehensive and far more extensive than other competitors. It will increase the likelihood that a customer will return to Jerseys every time there is a new product.
Phil Garment, the owner and director of Jerseys R Us, is the founder. Phil is an avid sports fan. His passion for sports is evident from just speaking to him. Phil completed his undergrad degree at the University of Pennsylvania. He then went to work in sports marketing, where he created a vast network of connections. These connections are crucial in obtaining rare and hard-to-find jerseys. Phil gained great project management skills through the experience. Phil obtained an MBA to complement his work experience. He has the required skills to manage a business.
1.1 Mission
Jerseys R Us’ mission is to be the best jersey collectors store. We will achieve this by providing a wide range of jerseys at fair prices and customer satisfaction.
1.2 Keys to Success
A comprehensive and valuable inventory is essential.
Listening to customer feedback.
You must observe strict financial controls
1.3 Objectives
To be the best sports jersey collection store in Mapleton.
You should ensure that inventory is constantly changing to encourage customers and keep them coming back.
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’ 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:
Brand recognition. KSG will be a recognized sporting goods and fitness store in Eugene.
To have a profit at the end of the first full year.
In years one and two, achieve a 15% sales growth rate and maintain a constant 11.5% thereafter.
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.
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’ 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.
Professional Athletic Equipment, Inc., will manufacture and sell a protective device designed for young athletes. The brand name and identity for the product will be Body Armor. The product is designed to protect the abdomen, chest, and side from injury caused by blunt trauma. The device may also prevent sudden death by commotio Cordis (heart stoppage caused external trauma). This injury can occur in many sports, including baseball. The United States has filed a patent application for the device.
This business plan is part our regular business planning process. This plan is reviewed semi-annually.
In the next full-year, we will produce and market the initial product. To date, no sales have been made.
We expect to sell 750 units per months on average during year one of our marketing campaigns. This will bring the total year’s sales volume to $242,550. Management predicts sales exceeding $4 million and profitability in year three. Before taxes, the expected year three profit is $593570.
In order of importance, these are our keys to success for next year.
Initial product production for the first three sizes.
Basic research and testing marketing are key to product acceptance.
Multi-channel distribution is being tested.
Test marketing of media, PR, pricing, and product endorsement plans.
Goal of recouping production start-up costs and first year depreciation on initial three molds in year one.
Then, there’s the rest:
Limiting loss to less that $200K for the second year
Reaching limited retail distribution in the third year (2nd sales year).
In the third year, achieve profitability.
1.1 Objectives
Professional Athletic Equipment, Inc. has set a modest goal for year one sales. These minimums will help us reach an over-all breakeven in year one. In year two, this will give us a platform for business expansion.
Here are the sales targets for each size
Units as small as 4500
Medium’#82112250 units
Large–2250 units
These targets will result in year-one sales volume of $242.550, which will confirm that the test was successful.
The costs will be controlled in order to keep margins at these modest sales levels. To achieve growth, additional production and increased marketing activity may be necessary if sales exceed this goal. On the safe side, some sales may be missed in order to gear up for year two.
1.2 Mission
Professional Athletic Equipment, Inc., an American manufacturing and marketing company, is dedicated to protecting young athletes against tragic injury and death. We aim to produce quality products that have been tested and to earn a fair return on our investments. Our initial product, “/Body Armor ”, will be sold to youth baseball players’ parents via targeted direct marketing. The #8220Body Armor aims to both prevent injury and enhance athletic performance through its confidence-enhancing qualities among youth sports participants. The #8220Body Armor#8221 is designed to encourage youth sports participation. We plan to expand the business and establish ourselves as an innovator and product leader in our niche. After our marketing platform is established, we will continue to finance internal and external growth. Once that happens, we will develop and acquire additional products. We will be a business that adheres to Christian values.
1.3 Keys To Success
Professional Athletic Equipment, Inc.’s success keys are:
High Quality Products. The new molds need to be created and production must begin. Initial orders must be placed and suppliers of all components identified. You must ensure that all components are delivered on time and assembled with minimal waste.
Marketing. Professional Athletic Equipment, Inc. can only be successful if the product is quality. The “Body Armor” is a brand new product. Consumers must be informed about its availability and purpose. The control of media costs is crucial to generating sales.
Management.
While there is a temptation to grow a business exponentially, it is critical that Professional Athletic Equipment, Inc. management concentrate first on proving product salability within certain price points, margin requirements, distribution channels, and establish consumer acceptance. After these answers have been found, controlled expansion (which involves increased production and investments in inventory) can then be achieved with confidence.
It is a group activity to watch sports. It becomes tedious to go to each other’s homes. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After a night of entertainment, they return home to their families happy.
Solution
Take Five Sports Bar and Grill is determined to be the top sports-themed restaurant in the Southeast Region. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions featuring more sporting events than anyone else in the region. The tabletop audio control system at every table allows the customer to enjoy the program of their choice without being interrupted by background noise. To achieve our overall goal of providing entertainment/dining experiences that are both enjoyable and value-added, we combine the elements of menu selection, atmosphere, ambiance, service, and ambience.
Market
Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Bars and taverns have historically been places that were able to establish a relationship with specific suppliers or vendors in order to market or increase awareness of particular brands. Bars and pubs have tables and barstools. There can be entertainment which includes; music, bands, comedy shows and dancing.
To increase attendance or attract certain audiences, specials might be offered. There are cocktail bars which generally serve light h’orderves or snacks. It can be attached to a restaurant or hotel. Wine bars cater to individuals that like upscale wines. Martini bars are for those who love martinis. There are many bars: biker bars; gay bars; lesbian bars; alternate bars; singles bars; college bars. The type of person attending the bar is generally described by the specific adjective. Minors can have restricted access based on time of day or individual the person is accompanied by. Most municipalities regulate hours of operation and zoning laws.
Competiton
Technomic’s BarTAB report (Trends in Adult Beverage), revealed that the Top 100 Nightclub & Bar venues in 2013 generated $1.5 billion in total revenues. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Encore again, the top nightclubs outperformed the overall industry. Bar and nightclub revenue grew 3.9% between 2012 and 2013. The industry will continue to face competition from other industries, such as restaurants and people who prefer to drink at home through 2023.
The distilled spirits industry is very lucrative. But, both federal and state taxes play a major role in the industry. In 2005, The National Center for Policy Analysis (NCPA) reported that thirteen states sought increases in taxes and related fees on alcoholic beverages. Taxes on distilled spirits came to $0.21 an ounce. According to the Distilled Spirits Council in the United States, “distilled spirit is one of most heavily taxed products in the United States.” A typical bottle of distilled spirits costs more than half the amount that it costs to purchase. This is due to some tax. The resulting effect on the entire hospitality industry is wide-reaching, as the DSC goes on to say “When beverage alcohol taxes are increased, it creates a devastating ripple effect on jobs throughout the entire hospitality industry.”
Distilled Spirits Council reported supplier sales rose 4 percentage points to $23.1 million in 2014 and U.S. total volume growth increased 2.2%, to 210 millions cases. The U.S. market’s total retail sales of distilled spirits are estimated at nearly $70B. This represents hundreds of thousands jobs in the hospitality and more than $20 billion in tax revenues to all levels of government.
The U.S. Department of Commerce reported a 5.2 percent increase in adjusted alcohol sales to nearly $9.2Bn in June 2008, compared to the same time last year. According to the NCPA for 2006, the Federal excise duty collected from distilled spirits was $4.4Billion. The beer category received $3.6Billion and the wine category $800M. Additionally, state taxes during that same time reached nearly $5 billion.
From the total of 58.829 establishments in 2009 there was 20.2 percent that were broadly classified as drinking spots. This accounted to 11,502 establishments.
2009 revenues were 1 billion. The general classification included 6.2 percent with 3,523 companies and $858.9m 2009 revenues. 20.4 per cent were considered bars with 11,569 establishments. 31.2 percent were considered taverns. Smaller portions of this segment were made up of saloons, beer gardens, and wine bars. The market share of night clubs, discotheques, and cabarets was 8 percent. This equated to 4,541 establishments that generated $1.89B in 2009 combined.
Why Us
Take Five Sports Bar and Grill strives for the title of Southeast Region’s premier sports restaurant. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions with sporting events than any other region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of “place” in order to reach our goal of over-all value in a dining/entertainment experience.
Expectations
Forecast
In the first year, we will make a net profit in excess of $445,000. As 10 months of operations have been completed, the confidence level regarding final first year numbers has increased. Actual figures are available for the first ten months of start-up expenses, sales revenues, operating expenses, and other costs.
The Boulder, Colorado-based Cyclist Repair Center is a clinic that specializes in cycling. Arthur Mendosa–Cadiz is the founder of Cyclist Repair Center. Arthur created the center in January 2004 by registering it as a Colorado corporation. Cyclist Repair Center expects to rapidly gain market penetration thanks to a focused strategy that focuses on what they do best, which is serving cyclists.
The Market
Cyclist Repair Center is targeting two distinct segments of customers. The first segment is the competitive cyclist. There are two groups within this segment. They are professionals and experts. There are 4,500 potential competitors, and the annual growth rate is 4%. This group is in search of services for rehabilitation and training that will make them more competitive in their races.
The second group consists of recreational cyclists. This group has 32.090 potential customers and a 5-percent growth rate. These cyclists may be competitive, but they are mostly passionate and enjoy riding. The demographics of recreational cyclists indicate that they are more financially secure than competitive cyclists. Cycling is not an economically rewarding profession.
Cyclist Repair Center has chosen to locate their center in Boulder, CO. Boulder is renowned as a high mountain sports town and cycling is one of its favorite sports. Boulder offers hundreds of miles of road cycling directly out of town. There are too many trails for mountain biking within a few minutes of town. The United States Cycling Federation located their olympic training centre here, acknowledging Boulder’s importance to cycling.
Services
Cyclist Repair Center offers an extensive range of specialist training and medical services to cyclists. These services range from the proactive through the reactive. The following services are offered:
Sports massage: for more comfort and quicker recovery
Personal training for weight loss and speed or endurance.
Bike fit – For greater comfort, power or speed
Fitness assessment: Includes such tests as VO2 max (or lactate threshold), aerobic threshold, and anaerobic hurdle.
Doctors and physical therapists can diagnose and treat cycling injuries.
The Cyclist Repair Center will employ a USCF category I or II racer who has been turned personal coach/trainer. There will also be a sports medicine physician and massage therapists.
Management
Arthur Mendosa–Cadiz will lead the Cyclist Repair Center. Arthur has been riding for many years. Arthur became a competitive bicyclist after his undergraduate studies. He continued to work in the bicycle sector for several more years. These years racing gave Arthur a great deal of insight into cycling and its effects on the body. Arthur received a master’s in Sports Physical Therapy, and he practiced physical therapy for several more years. Arthur will be able leverage his passion for bikes and his experience as a physical therapist in order to provide Boulder with a great cycling service.
Cyclist Repair Center’s Boulder location will allow it to quickly generate customers as well as revenue. Year three revenue was $443,000 and $369,000, respectively.
1.1 Objectives
To achieve profitability by year two.
Three years later, you will generate more than $400,000 in revenue.
In year three, make a profit of at minimum 10%
1.2 Mission
The Cyclist Repair Center’s mission it to provide individual, cycling-specific assessment, diagnosis, treatment and training program for clients. With a focus on education and empowerment, clients will receive top-notch service.
Success Keys 1.3
Keep our focus on cycling injuries and training.
Offer a wide range of services meeting all of the cyclist’s needs.
An essential requirement for an efficiently managed organization is to establish and enforce strict financial controls.
A recent report by the State University entitled Richmond’s Youth Sport Assessment found that 25 percent of Richmond Metro youth participated last year in organized sport, as compared to 85-90 percent in suburbs. Current estimates show that there are approximately 40,000 children living in Richmond Metro between the ages 6 and 14. Contrary the metro area, there are many options for youth sports in the suburbs. These include strong financial support and a wide variety. Urban girls are less likely to get involved in organized sports because they have not had the chance to be physically active, coach, or part of a team. They also don’t have access to ‘#8220 negative recreation (drugs, violence, or sexual activities) until a later time.
Clinical studies also show that sports and recreation programs can help youth establish lifelong, healthy, physical activity patterns. According to President’s Council on Physical Fitness and Prevention, regular physical activity can help with life-threatening illnesses, anxiety, weight control, and building and maintaining healthy bones, muscles and joints.
No matter their race, gender, income, income, or age, the children of the city’s core need to have an opportunity to succeed in education and sport. YouthSports is being created to help Richmond children have the same opportunity to play organized sports.
YouthSports was awarded a three year matching grant from the John Ford Stevenson Foundation (JFSF) to help them and their corporate partners use organized sports and exercise programs to promote healthy growth in youth.
JFSF is the largest philanthropy in America devoted to health and care. It is based in San Francisco. Its grantmaking is focused on three goals: to ensure that all Americans have access at affordable cost to basic health care; to improve care for those with chronic illnesses; and to reduce the economic, personal and social harm that substance abuse, including tobacco, alcohol and illicit drugs, causes.
Schools and health care centers will host sport registration. The JFSF renewable matching grant is based on the concept that local funding sources have the clearest understanding of their communities’ needs. With the help of local partners, substantial funding will be available for the project.
Collaboration partners include:
BlueCross/BlueShield.
Mayor Linda Hargrove, City of Richmond
Parks & Recreation Department.
Richmond Unified School District.
Templex Corporation.
A.I. Kaufman and Sons.
PriceRight Supermarkets.
Avion Computers.
The Richmond Mall
Richmond Bank.
Rider Corporation
YouthSports will continue to grow its support base by securing additional funding from program sponsors.
1.1 Objectives
To increase participation in youth sports and recreation programs in the Richmond Metro area.
To increase youth access and healthy development.
1.2 Mission
YouthSports’ mission it to create a youth program in Richmond Metro that increases both the number of people who participate in sport and the healthy development of the youth.
Success keys 1.3
To promote and recruit team coaches, use the school system.
Reduce costs associated with maintenance of the field and facilities by using the school or city park system.
Supporting the City Council in providing scholarship funds for those youth who are financially disadvantaged and want to engage in sport.
Recruiting more corporate support for the sports program.
Maintaining a high rate of approval from the area’s parents and youth.
Nine Lives – An Outdoor Clothing & Gear Consignment Store in Eugene, Oregon is a brand new business. Nine Lives will be run by Jim Gearboy, a veteran of the outdoor industry. Jim is familiar with Eugene’s outdoors community and has developed his industry knowledge into a niche business that has no direct competitor.
Nine Lives will take advantage of this amazing opportunity by offering a wide range of used goods that are not available elsewhere, excellent customer service and affordable prices. Jim Gearboy is the owner and has secured a location which offers good foot traffic as well as easy accessibility. Jim will be able to efficiently set up the store in order to increase sales, and give customers the highest level of attention. The store will be profitable quickly thanks to Jim’s passion for the outdoors and his knowledge.
Nine Lives has a steady growth rate, with profitability in month six and revenue of $45,000 in year three.
1.1 Mission
Nine Lives’#8217 goal is to provide customers with high quality gear and outdoor clothing at affordable rates. We are here for customers to be attracted and kept. When we adhere to this maxim, everything else will fall into place. Our services will meet or exceed customer expectations.
1.2 Objectives
The following are the goals for the first 3 years of operation:
To establish a retail shop whose main goal is to exceed customers’ expectations.
To increase the number of clients served by at least 20% per year through superior performance and selection.
To decrease dependence on nonrenewable resources through the use of reused goods.
