The Infotext Strategi Letter is the foundation of a monthly subscription service, including the newsletter privileges and website privileges. This is a major expansion project for us. It will provide many benefits to our company:
Validate your expertise.
Increase visibility, leads and additional consulting clients.
You can also offer additional revenue sources.
The newsletter is treated as an entity separate from the business plan. It is confidential, and may be used internally as a guide for expanding the business within our existing company.
1.1 Objectives
300 subscribers at the end the first year and 1,000 at the end the third year.
65% renewals.
Cancellations not exceeding 10%
1.2 Keys to Success
Excellence in fulfilling the promise – completely confidential, reliable, trustworthy expertise and information.
Develop visibility to generate new business leads
A single pool of expertise can be leveraged into multiple revenue-generating opportunities  the newsletter and subscription site, retainer consulting and project consulting, as well as market research published reports.
1.3 Mission
The Infotext Strategy Bulletin provides high tech marketers with information, insights, advance warning of trends, case study and practical real-world advice regarding developments in the global marketing of high technology products. It includes an electronic monthly newsletter as well as an information archive which is sent electronically via a secure password-protected site to the World Wide Web.
Business Cashflow Solutions, Inc., provides small- to medium-sized business services that lower invoicing expenses, speed the receipt of money, and allow authorization of and recovery of paper drafts.
1.1 Objectives
Total receivables in Year 1: $38,000
Monthly receivables up to $3,000 in the sixth month.
Minimum 10% monthly increase in receivables
Receiveables up to $10,000 per month in the eighteenth year of operation.
1.2 Mission
Business Cashflow Solutions, Inc., offers small- and medium-sized businesses access to services that increase available operating funds by automating accounts receivable for more timely payment, and allowing merchants to accept paper checks with confidence.
As a service-oriented company, we offer the following promise to our customers
All services are exceptional in value
Respond promptly to questions and concerns
Total honesty.
1.3 Keys to Success
Direct, person-to-person marketing.
Participation at professional business organizations
Hands On! Children’s Art Museum of Chicago. Hands On! ) is not-for-profit 501 (c)(3) organization. Hands on! was created to offer unique and meaningful arts programming to all children, to teach children about the arts and to create a lifetime audience for the arts. We intend to provide a dynamic, constantly evolving program. Even though we will have programs that include all forms of fine art, our emphasis is on visual arts. Most activities will be accessible to the public on a walk-in basis. The Museum will be staffed with working artists. All structured activities will be led and directed by master artist-teachers.
The President’s Committee on the Arts and Humanities and the Arts Education Partnership initiated a study last January to examine the effect of arts experiences on young children and to discover how and why they changed. Studies show that children with higher levels of participation in the arts outperform those with lower levels. Champions of Change found that arts education can help students at high risk reach other disciplines. Arts education offers young people authentic learning experiences that challenge their brains, hearts, and bodies. Arts education helps students learn; it can enhance creativity, self-discipline, and the skills and confidence necessary to meet the challenges encountered during their lives.
Three of the founding board members are mothers of young children and are uniquely qualified to help bring this project to fruition. Karolyn Kuehner is the Executive Director. She holds a Bachelor of Music in Piano Pedagogy as well as a Master of Music in Piano Performance and Pedagogy with highest honors from Chicago Musical College of Roosevelt University. Over the past 10 years she was a Roosevelt University lecturer in piano and served on the Elmhurst College and Concordia University piano faculties. Ms. Kuehner, who was recognized for her contributions to piano pedagogy, received the D.H. Baldwin Fellowship. Ms. Kuehner, a Girl Scouts of Chicago Brownie Troop leader, is a strong advocate for homeschooling. She was a guest on Educate! Channel 20 and Medill Reports, Northwestern University. Interviews featuring Ms. Kuehner can be found in Chicago Parent or the Homeschooling Link.
Sheri Jendra (Operations Director) holds a Bachelor of Arts Degree in Public Administration as well as a Master of Public Administration degree at Governors State University. Formerly, she was the Beverly Area Planning Association’s Housing Director. This is a non-profit community organization. She has also served as Assistant Planner for the Northeastern Illinois Planning Commission. Ms. Jendra serves as a volunteer in numerous capacities at St. Barnabas Catholic Church. She also participates in youth sports activities.
Nancy McGourty, Marketing director, has a Bachelor of Science (Commerce) degree from DePaul University, with a major of Marketing. Previous employment includes the position of Assistant Vice President/Marketing at Founders Bank, Economic Development Director for the Beverly Area Planning Association, and Marketing Officer in the Corporate and Institutional Banking group at First Chicago Bank. As a director of Southwest Beverly Improvement Association, as well a volunteer for Sutherland Elementary School and St. Barnabas Catholic Church as well the AYSO, Ms. McGourty remains active in Beverly/Morgan Park.
Our Board of Director members include the founder board members. They are joined by James Lindsey and Paul Tuminaro who are both Chicago-based artists advocates and members of the NewGroup Board of the Museum of Contemporary Art.
We are looking for funds to finance the initial start up costs. This includes legal costs as well leasehold improvements, rent and similar expenses.
We estimate that approximately 60% hands on!’s annual revenue comes from a combination of admissions, programming, memberships, and other related activities. The rest of our funding will come from:
Writing proposals for grants
foundations.
Solicitation of individuals, corporations, or small businesses.
An annual benefit concert with large scale benefits for families, as well as special events.
There are many small-scale fundraising opportunities.
Objectives
Hands-On!‘#8216’s objectives in the first year of business were:
To generate earned revenue from a combination of membership and admission fees, programming, outreach, retail sales, and special events.
To secure new funding sources like foundation grants, grants from the government, and private or corporate donations.
To have 375 total paid members.
To serve 1,500 children through our outreach programs.
Mission
Hands on!‘s mission is to inspire children of all ages through the performing and visual arts. Hands-On! seeks to create an environment where children of all ages, abilities and experiences can freely imagine, create and welcome the arts to their lives through the fine arts. hands on! is a professional environment that encourages creativity, innovation, and respects individuals.
Keys to Success
This topic is not included in the original company plan. It is only included here to be a placeholder for anyone using this plan as an example. Remember that the default outline is flexible because every business plan differs. There are many great plans that omit certain topics and add other topics. The outline is a suggestion, not a checklist. You can easily modify and delete topics. It is your plan, not the software’s.
Sammy’s is a Family Entertainment Center with a world class, natural looking miniature golf course acting as the initial anchor for other attractions to be added later. Family Entertainment is a very profitable industry and has grown rapidly in the past few years. This is due to the national trend to return to family values. The first profit centers will include the mini golf course, video arcade and climbing wall as well as food service.
Firefly County’s site is within 15 miles of 150,000 homes. One of many fascinating facts about miniature-golf is the wide range of customers. Families with kids can act as an anchor. However, seniors and teens are key customers that add significant income. Fun promotions ensure that the business remains profitable throughout the year. Our marketing plan is based on successful industry plans, but we will be adding some elements as the company grows. Mulligan-Bogey Leisure Builders is our construction company. We offer a marketing plan that includes the completion of golf courses. This plan is based on input from more than 200 course owners. It also shows the most successful marketing strategies being used across the country.
Michelle and John Putteer are successful in managing small businesses, staff management, and financial administration. The miniature golf course operates with only one person during the day and two or three people during peak hours. Because of this, management is simple and employee costs are kept to a minimum.
Financial
The low inventory and low operational cost of a miniature golf course allow owners to reap profits early. If conservatively forecasted, this business should be profitable in its first year.
Investment Objectives
Sammy’’s will go into operation with an initial investment of John and Michelle Putteer as well as a long-term mortgage. One local commercial bank has expressed an interest in the idea. John has also received interest from local investors in the chance to invest in it.
1.1 Keys To Success
It is located in the middle of our service area and is highly visible.
Friendly, happy employees providing superior customer service.
A safe, clean environment that the community will be proud of.
Enjoy having fun while providing a high-quality product.
1.2 Objectives
Sammy’s main goal is to create a safe and relaxing environment for friends and family to spend quality time together while enjoying exciting outdoor activities.
The following objectives are possible:
Open for business from April 15.
Be financially successful in the first year.
First year sales over par
After three years of operation, add a Go-Kart track.
1.3 Mission
Sammy’s Mission Is to Provide FUN, Affordable, Family Entertainment Center for Firefly County Residents.
AuctionShipper, a new packaging and shipping company, caters to online auctions like eBay. They also offer regular shipping services for walk-in customers. AuctionShipper is a service provider that provides affordable, environmentally friendly, and convenient services.
AuctionShipper is focusing on three keys that will help it achieve sustainable success. It will provide a service that is needed by the market. This it will do by providing affordable packaging and shipping services. The second will ensure that its services are as simple as possible. It will not be a long-term customer if it isn’t the most convenient. The last thing is strict financial control.
AuctionShipper targets three segments of customers: new eBay users, advanced eBay users, and intermediate eBay users. Each group will have their own compelling reasons for using AuctionShipper. Because these two distinct groups exist, they will be targeted in different ways. New eBay users have 11,216 possible users and a 15% annual growth rate. Advanced users, on the other hand, have 8,097 customers and a 9.9% annual growth rate. All other potential customers will make up the last group with a growth rate between 7% and 23,221 customers.
AuctionShipper has to contend with two types of competition. Mom and pop shops offering shipping and packing as an added service to their core offerings are the first type of competition. These shops offer shipping services as an extra service. Franchises, which are primarily focused on shipping and packaging services, are the second source of competition. There are many competitors in this market and they generally offer high-priced shipping options. These service providers are appealing to those who value convenience and are willing to pay more.
AuctionShipper’s leader is Jack Paacker. He is a veteran entrepreneur who founded his first business in college. Jack will succeed in using his MBA skills and his business experience to run his own business. AuctionShipper’s success will depend on Jack’s experience and education. AuctionShipper’s second year of revenue will bring in $185,000, and then rise to $285,000 year three.
1.1 Objectives
Become the premier auction shipping service.
Reach profitability in the first two year.
In three years, achieve market penetration of 15%
1.2 Mission
AuctionShipper strives to be the top auction shipping company. This will happen by offering competitive prices, speedy and environmentally responsible service, and maintaining 100% client satisfaction.
Twin Brothers Construction plans to be the leading provider of local renovation and construction services. The company’s strategy will continue to improve through the setting of objectives, measuring results and providing feedback that can be used to support growth and improvement.
TBC is a company that has its principal offices in the local region. Management at TBC is highly qualified and experienced. The brothers who will be leading the team are each more than twenty-five years old in the construction industry.
Products/Services
Through their years of experience, TBC’s owners have developed sophisticated bidding, scheduling and materials solutions for some of the most complex construction projects being done today. The company can adapt to a variety building configurations using flexible and flexible methods.
Utilizing the company’s construction methods, systems, and tools, developers, owners, builders, general contractors, sub-contractors, and construction managers can make substantial savings on labor and material. These applications can be used for residential and commercial structures.
The Market
For several years, the housing industry has experienced rapid growth. 1998 was a record year for the number of single-family homes sold on site. This represents a 10% rise from the solid total of 804,000 houses sold in 1997. Although there was a slight drop in the number from 2003, this makes for an excellent opportunity for future expansion of the industry.
Twin Brothers Construction hopes to quickly establish marketing alliances among industry leaders and increase its sales to residential and commercial builders. This marketing strategy will be focused on securing contracts with the federal, state, and local governments.
TBC intends to use direct sales force and relationship selling to reach its target markets. These channels are the most suitable because they offer a faster time to market, lower capital requirements, and easy access to established distribution channels.
Financial Considerations
In the second year’s first half, we anticipate passing the break-even mark. Although the initial cash expenditures were significant to promote sales, the cash account of the company is expected to be healthy. The company anticipates a sales revenue of approximately $772,000 and reasonable net profits for Year 3.
1.1 Mission
Our goal is be the best partner to our customers, suppliers, and employees. To realize our vision, it is important to strive for profitable growth and operational excellence.
1.2 Objectives
Up to three construction projects can be established in the first year.
To have at least two building renovations in progress by the end the first year.
To locate and purchase our first rental building by the end of the first year.
To achieve at least 7% profit by the second year.
1.3 Keys for Success
We believe the key to success is:
To use the most up-to-date materials and equipment to build quality projects for customers and us.
Educating customers and offering valuable advice during construction planning.
Helping to confirm customer’s research about targeting markets and specific sectors.
Supervise the logistics of a project. This can include booking local transportation, scheduling meetings, and so on.
It is best to delegate the actual work of the project to qualified sub-contractors or third-party contractors.
The NALB Creative Centre (NCC), is where artists come together. NALB stands as an acronym for “No artist left behind”, with our company’s by-line being: “Live Your Arts.” NCC is specialty retail store offering a wide array of materials and supplies to artists, crafters, and educators. NCC will be a welcoming facility that will support crafters, professionals, and amateurs in the Big Island’s art community. NALB will sponsor art shows and competitions, art and craft fairs, scholarships for artists to continue their formal education, and other community events. NALB will offer creative classes and workshops in many media and techniques.
The Market
NALB is leading in an exciting, growing market. Only two stores currently exist on Hawaii offering only art and craft supplies. None of these stores can offer education or hands-on experiences. They do not support the artists in any active way. They are also not able to give the high level of customer support that NALB can. NALB is unique in that it is run by artists and is the only art supply shop on the island. NALB Creative Center will tap into the growing number of professional artists in West Hawaii. We will also cater to the growing needs of retirees (100% increase in the past three years), many of which have settled in Kona thanks to the vibrant arts community. NALB will market actively for teachers and students in the rapidly growing private and public education systems.
The Organization
NALB is operated and owned by practicing artists. The company was founded on the belief that satisfied customers are essential to its success. With this in mind, NALB Creative Center will be working hard to ensure that all of their customers’ expectations are exceeded in all transactions. NCC will continue to be active in the local art scene by participating and educating. NALB staff will get training in the most recent trends and products. NALB’8217;s owners can anticipate consumer trends and make them happen in their creative work.
Products, Services and Delivery
NALB will locate in the commercial business district between Costco and Home Depot in a store of 3,000 square feet. Many of the original tenants were cabinetmakers. NALB has the space and ability to offer many types of art and craft materials. Our size will enable us to buy directly from the manufacturer, which will reduce middle man markups. Regular customers will get discounts. For orders over $300, we will offer free delivery in North Kona. NALB will provide Artist’s Oasis holidays for travelers through the arrangement of local accommodations, renting equipment and selling supplies. We also offer maps and guides.
Financials
NCC will make modest profits in the first month. The ability to buy wholesale will result in a 50% increase in margins. Sales in the first full year will be slightly over $300,000. Although existing art supply shops are reporting growth of over 30%, we are conservatively projecting a growth rate in the first year of sales of slightly more than $300,000. We budget prudently but have great vision.
1.1 Objectives
Customer Satisfaction – To create an environment where art and crafts enthusiasts can shop by providing knowledgeable and professional support. Customer satisfaction is measured by repeat business (our goal to have 50% of our customers returning within six months to purchase additional products) and multiple sales. Our goal is for 30% of sales to be accompanied by additional purchases.
To gain 80% market share to become the most important art and craft supplier on the Island.
To reach a 50% profit margin in the first year.
To be a vocal and active member of the community. To provide ongoing reinvestment through sponsorship of community festivities and activities.
To develop, in year two and three, Artist’s Oasis of Hawaii. We would rent materials and accommodation locally for visiting artists.
1.2 Keys to Success
In order for NALB Creative Center to succeed we must:
Provide 100% satisfaction for all our customers.
Places where the target customer base is likely to learn about your store are ideal places to advertise and promote it.
Continuously evaluate sales and inventory levels, and adjust them accordingly.
Provide products that have the highest quality, reliability and quality. Our competitors must offer more premium products than we do. Offering loss leaders and other promotions that encourage customers to visit the store to make purchases, view our service line, and sign up in future events are all good ideas.
Be active member of the community.
Provide in-store classes, demonstrations, and events.
1.3 Mission
NALB Creative Center is a non-profit organization that supports and promotes the island as an artist’s destination and oasis.
We will strive, constantly, to supply what the consumer is asking for; we will continually review what is available in the marketplace. We will provide new products and services to the areas of need. NALB will be maintained as an area for artists to gather.
Our customers will define success as their trust in us and their ability to deliver on their price, service, or selection expectations.
Falls River is a small community that lost its cinema about ten years ago. Since then, residents wishing to enjoy a night out at the movies have to drive about 30 miles to a theatre. The theatre is usually a mega-plex of antiseptics, devoid of any character once they arrive.
Falls River Theatre will be a new, local cinema that residents can enjoy. The films shown will be second run releases of the most popular movies in two target markets: families and young adults. The building that will be home to the facility is the historic theatre building. Built in 1936, it has been home for the long-running acting companies of the town. It has been used for community functions only since its closure. The owners intend to restore the building back to its former glory as a popular spot for evening entertainment.
Steve Brinksman and Samantha Farmer, the theatre’s owners, have the capital, skills and expertise to make it a success. Samantha has managed large movie houses for seven-years. She has developed skills in theatre management, movie selection, and established important relationships in the industry. Steve is able to renovate and update the building to make it comfortable and welcoming.
We see modest profits in the second year despite a large initial investment from our owners.
1.1 Keys To Success
Proper movie selection for the audience as well as the theater’s environment.
Revenues are generated from a combination of classic movie fare as well as quality snacks or beverages.
For control of costs, you need to be careful with your finances.
Great customer service.
1.2 Objectives
Sales were healthy in the first year and more than doubled by the third year.
Excellent revenues from concessions.
Year two: Moderate to stable profit margin
1.3 Mission
Falls River Theatre’s mission in life is to bring big-city entertainment to small-town residents. We offer a comfortable environment where customers can enjoy second-run movies in a relaxed atmosphere. All this is within a short drive or walk from their home. Falls River residents are accustomed to this comfort since the theatre closed 11 years ago.
We are here to please the local community. We will also be able to provide snacks and beverages for our customers at reasonable prices.
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–,20 Master franchises and 120 retail shops (Cumulative : 30 Master franchises and 180 retail outlets).
Year 3󈝶 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.
The Center for Technology and Investment (CTI) is a company devoted to bringing investment in technology within reach of rural small business owners. This company was founded on the belief that rural small businesses are in dire need of technology consulting and experience. However, they don’t have the resources to hire large multinational companies to do the job.
Through innovative funding sources, including grants and charitable contributions made by the owner’s company and by individuals who are interested in helping rural Oregon develop economically, CTI will become an innovative new force in rural Oregon.
CTI’’s management team is comprised of Bill Franklin. Over 35 years of technology development in Silicon Valley, Mr. Franklin was also one of the first Electrical Engineers at the Stanford Research Institute (SRI). Mr. Franklin is a leading expert in the general field of technological advancement, and has owned several businesses during his lifetime, including two that he sold for a profit.
CTI’s services are available in all areas of Oregon. If the company expands, they will likely expand into the rural West. Over 45,000 small, rural, mom-and-pop businesses are located in the Western United States. Many of them have very limited or no experience with high tech and don’t know how to find alternative funding sources.
The purpose of this investment business plan is to help formalize the business strategy, as well as to provide evidence that CTI is a worthy investment for a $10,000 open line of credit from X bank. This open credit is to provide cash flow management and a $10,000 loan to start with CTI.
1.1 Objectives
By the end of Year 1, approximately 500 clients will be served by the Center for Technology and Investment. At least 50% of these clients will have purchased products or services from the Center for Technology and Investment by Month 4.
Here are some financial goals.
Within the first year achieve a 25% contribution margin on books, software, academic materials, and other products.
Keep service revenue costs below 20%
From Month 1 to Month 12, net revenue increased 350%
30 % net revenue margin in year 1, 35% in year 2.
1.2 Mission
The Center for Technology and Investment (a non-profit organization) was founded to assist rural small businesses in using technology more efficiently. The company’s charter is based on evidence that many rural small business owners simply don’t have the resources or connections to use technology wisely. Our goal is to help small business owners bridge this gap by providing training and education on how to best use technology to make the most of their resources and maximize the potential for their businesses.
When all of its clients reach growth rates exceeding 20%, the organization will have fulfilled their mission.
1.3 Keys for Success
Here are some key points to success.
Focus on your target market. Go deeper into the demographics.
Intricate planning and execution. Quarterly seminars need to be thoroughly researched, with accurate costs understood and fresh content maintained.
Retainer consultation must be at a low price to rural business owners. It must also represent a small percentage of any SBA grants or other funding that the business owner gets. CTI must continue to be a consultant, not as a broker in SBA or other funding.
Financials need to be maintained at the top, due to the nonprofit status of an industry that is largely for-profit.
