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.
Markam Driving School (MDS) offers a wide range of driver services. The ultimate goal of the company is to provide a single-stop service for all driver needs including licensing and registration. However, Markam currently offers private and commercial driving education in the Seattle, WA region. MDS is an affordable facility that offers excellent service.
1.1 Objectives
The following are Markam Driving School’s goals for the next three years:
Achieve sales revenues of approximately $2.1 million by year three.
You can expand by opening two additional facilities in Portland, OR or Tacoma.
You can become the low-cost provider for comprehensive driving instruction services in the Pacific Northwest.
1.2 Mission
Markam Driving school’s mission is simple: to provide driver education courses that are convenient, comprehensive, and high-quality at a reasonable price. The most important aspect of driver education is SAFETY. Markam Driving School’s goal is to ensure that our graduates have the best driving records in the Pacific Northwest. This reputation will help us gain more market share.
1.3 Keys to Success
Markam Driving School has reached a significant point in its history. The company has a great track record of offering affordable driver education services at a comparable price for the greater Seattle region. Now, it is looking to expand its reach into the Pacific Northwest. The firm intends to open two additional facilities, one in Portland OR and the second in Tacoma WA.
When the company was established six years ago, the owners saw a huge untapped market. No company was providing what the customers truly demanded, high quality driver education at the lowest possible cost. Larger companies were charging too high for their services, and local companies weren’t providing sufficient programs or services. The opportunity rested in creating synergy with other organizations that were either buyers or suppliers. A company could cut costs, avoid competition and gain market share by doing so. This has been MDS’’s driving strategy since its inception. The company’s successful growth in mature markets has been a testament to its management strategy. The company is now ready and willing to expand. These are the keys for success over the next 3 years.
Lower costs so that the company’s gross margin increases to 66%.
Name a cost controller for each of these new facilities, who will report to both the president/general manager.
For every employee, implement a cost-reduction plan.
So as to further reduce costs, strengthen your relationships with suppliers and seek strategic alliances.
Strive for contracts with organizations who require our services.
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.
There is a need for a fashion boutique that caters to the busy female professional woman who lives in Los Angeles with a household income over $250K. She loves boutique fashions and is looking for a place to shop for services that fit her busy lifestyle. She has money to spend and a job where it is impossible to look good without being successful.
Solution
De Kliek provides services such as Style Assessments (alterations), personal shopping and special ordering to customers by appointment or during store hours.
Market
Research shows that women are busy, often have little time and don’t know what to buy and they need assistance in choosing clothes. With over 61 million U.S. women between the ages of 25-54 spending over $34 billion in apparel each year, there are sure to be some mistakes made in clothing choices.
Competition
Direct Competition
Fish
Fred Segal
Girl and her dog
Margaret O’Leary
Dress
Rabat
Riki
Susan of Burlingame
Grocery Store
Direct Competition:
Abigail Morgan
Ambiance
eLuxury.com
Her
The Designer’s club
Yoya Boutique
Other LA Boutique Retailers
Why Us
De Kliek provides unique services, including style assessments, alterations as well as personal shopping. Special ordering can be made for customers by appointment or during store hours. Customers can have style consultations with stylists who are professionals in the industry. The boutique’s unique style assessment and emphasis on education in helping women create their own styles will make it stand out.
Expectations
Forecast
Start-up costs include inventory for the first month, and are estimated at $117K. Finance including working capital includes the owner’s $40K, family members $45K, an SBA loan for $90K and a family investor $45K.
The annual gross sales are expected to increase from $650K+ the first year to more than $1M by year 3, with 10% coming from customer special orders. These forecasts represent three quarters of average sales for Los Angeles boutiques. Net profits are expected in the range of 6% to 2007, with a maximum of 5% being reinvested for growth initiatives.
Financial Highlights Year-by-Year
Financing Required
We will need 175000 in order to begin. The owner will lend 45000, the investor will give it 15,000 and there will be a SBA loan of 90,000. The investor will get the loan, and the owner will return it in year 4.
There is an increasing demand for auto parts and repair services due to the high commuter traffic. The convenience of travel is important to middle and upper-class people and travellers. They want to be able to find what they need.
Solution
Quick and Dirty Auto Repair strives to provide high-quality auto repairs and a wide range of auto parts. QDAR strives to provide personalized service for its customers through convenience and fast service. Additionally, QDAR is technologically savvy with computerized monitoring of all parts inventory, to ensure that parts are always in stock while keeping a balanced level of inventory to maximize inventory turnover. QDAR has excellent vendor relationships with highly service-oriented vendors who can ship major parts quickly (most cases within 24 hours).
Market
There is a lot of competition in the market for parts and auto repair services. A majority of shops provide either parts inventory or repair services. QDAR stands out in the niche of auto shops that offer both repair and parts services. QDAR caters to upper and middle class customers. These customers are less concerned about the price of their services as they value the convenience of a quick turnaround (on any make/model of car) and the high quality of its services.
CompetitionWhy Us?
Quick and Dirty Auto Repair is committed to providing high-quality services and a wide variety of auto parts. QDAR focuses on personalized service to its customers by offering convenience and rapid service. QDAR is also technologically proficient with computerized monitoring all parts inventory. This ensures that parts are always in stock while maintaining a balanced inventory level to maximize inventory turnover. QDAR maintains strong relationships with vendors who are service-conscious and capable of expediting major parts (in most cases, in an overnight period).
Locally, there are more then 400 auto repair and automotive parts companies. Only a quarter of these competitors offer both auto repair services and auto parts inventories. Among these, only a few are major national chains. The remainder are privately-owned small businesses. QDAR will stand out by offering convenience and high levels of customer service. QDAR’s honesty and reputation will play an important role in repeat customers and building loyal customers.
Why Us?
Quick and Dirty Auto Repair is committed to providing high-quality services and a full line of auto parts. QDAR is committed to providing personalized service and quick service to all its customers. QDAR also has the technology to ensure parts are always on hand. It can also monitor inventory levels electronically to keep an inventory balance and maximize inventory turnover. QDAR maintains strong relationships with vendors who are service conscious and capable of expediting major parts (in most cases, within 24 hours).
Expectations
Forecast
QDAR’s analysis uses the averages of first-year total sales by units and operating expenses. These conservative assumptions provide a more accurate estimation of real risk.
The modern world brings knowledge about the human body and the convenience of having things sent to one’s home. Why should this be limited to those who have more money? We will make it possible for everyone to have the choice of convenience and health.
Solution
Nature’s Candy’s mission is to provide the finest in natural supplements using the Internet to lower the consumer’s cost. We exist to attract and maintain customers. This maxim will guide everything else. Our services will exceed the expectations of our customers.
Market
The nutritional supplement market is a semi-mature market characterized by high-growth rates, medium barriers to entry, and a few large competitors. Many companies have reported an average 30% annual growth despite fierce competition. The market leaders are as follows:
GNC (General Nutritional Companies, Inc.): This company is a nationwide specialty retailer of vitamins, minerals, and sports nutrition supplements. GNC had over 3,000 stores in 2000 and generated $1.19 million.
Nature’s Sunshine Products, Inc., manufactures and sells a variety of supplements. The multi-level marketing company generated approximately $370 million in 2000 revenues.
Rexall Sundown, Inc., develops, manufactures, market and sells vitamins, nutritional supplement, and consumer health products through retail, independent distributors, or mail order. Rexall reported 2000 revenues of around $370 million.
International Vitamin Company, Inc. IVC is a manufacturer, packager, distributor, and retailer of private label vitamins, nutritional supplements, and pharmaceutical products to retail stores, pharmacies, and health food outlets. IVC’s revenues reached $107 million in 2000.
This market has three primary distribution channels:
Mass Market Retailers (Fred Meyer, Rite Aide).
Direct Sales Organizations
Health Food Stores (GNC).
Mail order catalogs and the Internet.
Competiton
The main three major vitamin and supplements product categories within the mass market retailer channel are the broad-line, national, and private labels brands. The 60% of domestic market is dominated by broadline and national brands. The remainder 40% of the market is occupied by private label brands.
Why Us
Nature’s Candy’s mission it to provide the highest quality natural supplement using the Internet to lower consumer’s costs. Our goal is to keep customers happy. This maxim will guide everything else. Our services will meet or exceed customer expectations.
Expectations
Forecast
Nature’s Candy will become an icon ecommerce brand over the next three year through laser-focused advertising. The company hopes to grow and eventually make a profit within the second and third years.
The population in Richmond is growing. With more people come the need for more apartments and stores, in other words, new construction. Electricians are required to be skilled in order to wire everything.
Solution
Premiere Electric was founded by Robin to service the old Gardner and Miller customers and expand her services in the tri-county areas.
Market
The market is highly fragmented and crowded for commercial electrical contracting. Among these, only a few are large firms with 20 or more electricians on staff. The rest are small businesses with fewer than three full-time electricians. Premiere Electric’’s current niche lies in its strong relationship with Gardner and Miller’s customers. But, this is not enough for growth within a competitive market.
Robin’s focus on data and communication reduces her competition to the two largest electrical firms that bid for the largest projects in the local area. Premiere Electric is aiming to be a force in the most important projects in the region one day. But, Premiere Electric sees an opportunity for small projects that aren’t being pursued aggressively.
Competition
There are several electric contractors in Richmond: Above Code Electric. Frazier Electrical. H.O. Prism Industries, Langhorne Electric, and Feild Electric Company are just a few.
They all boast years of experience, training, and customers who trust them. They enter the homes of their customers as electricians. They should be able and willing to do great work, as well as being able to enter a person’s home without causing privacy invasion.
Why Us?
Premiere Electric is committed to providing the best electrical services possible for its customers. Robin emphasizes personal service and provides quick and easy service. Premiere Electric’s technological expertise allows us to install voice and data wireless systems as well as intelligence systems at any size facility. Finally, Robin has strong vendor relationships with the most service conscious vendors who are capable of shipping major parts rapidly (on an overnight timeline in most cases) minimizing the system down time for Premiere Electric customers.
Expectations
Forecast
Currently, there is $100,000 worth of business with former Gardner and Miller customers. Robin believes she is able to grab the lion’s share of that and build upon it. As her sales increase, she will be the sole employee of the company.
Financial Highlights by Year
Financing Needed
We will receive $62,000. Robin will invest $40,000, and we will receive a $22,000 loan over the long-term.
The disposable nappy, an invention that revolutionized the baby care industry, exists today as a practical solution to the problem of dirty, smelly, wet baby bottoms throughout the world.
We are poised for a lucrative entry into a rapidly growing market. The current population fertility rate estimated at 4.2 children1, and increased admissions in hospitals and clinics presents an opportunity for Baby Nappies World to enter and penetrate the baby nappies and sanitary pads market. Baby Nappies World is poised to take advantage of this growth rate and minimal local competition, with a dedicated and experienced staff, excellent order procurement, and effective management and marketing. The initial intention will be to provide nappies and sanitary pads to institutions and organisations including hospitals and wholesalers throughout Botswana.
Initial plans call to produce approximately 300 diapers each hour 5 days a weeks, using an 8 hour day. This would allow us to produce a total 48,000 diapers every month. As we improve our production efficiency, this number should increase to around 56,000 per month. This is for diapers only. However, we plan to make sanitary pads in an order-based manner.
We know that to be successful in this highly untapped market, it is necessary to be flexible, responsive, and to delight customers by providing what they desire, at the right time, in the exact quantities. Our main goal is to build and strengthen our market presence, which will be made possible by the environment in which it operates.
Our marketing strategy is based on ensuring customers know about us and the products we offer. Hence our intention is to make the right information available to the right target customers. This will be achieved by implementing market penetration strategies that will ensure we are well-known, respected and valued in the market. We will ensure our products are priced at a competitive rate to those in South Africa and that all potential customers are satisfied with the quality of our products. However, the prices we charge will also take into consideration the cost of production and distribution so as to ensure that we remain viable and operational. We appreciate the fact that the majority of wholesalers and intermediaries that order our products perceive South African products to be of higher quality and reliability. This will force us to market our products aggressively and to provide excellent customer service to our clients to ensure a long-term relationship.
Our target markets include wholesalers, institutions, and other intermediaries that frequently order in bulk for their clients, as well concerned individuals. Hence there will be need to network with the various decision-makers/order-makers to ensure we receive orders for our products.
We will pay our employees well to preserve their valuable expertise, to provide job satisfaction, and to allow them to delegate authority. We aim to maximise productivity while realizing each individual’s full potential by providing excellent health care and generous profit sharing. Awards will be given out to outstanding individuals for hard work and production so as to not only show our appreciation, but to instill a sense of fun into the work and promote the maintenance of high standards.
We predict that sales will rise from more then P748,800 in their first year to more over P1,075,200 in their second and third years, respectively.
The appeal of our venture is based on the fact that customers will prefer our products to those of other competitors due to their low prices and high quality. Hence Baby Nappies World’s ongoing initiatives will be to drive sales, market share and productivity so as to provide additional impetus towards attainment of the corporate goals and objectives.
1 Courtesy Central Statistic Office
NOTE: This plan uses Botswanan Pula (P) currency.
1.1 Keys to Success
Quick response to customers’#8217’s requests: We can’t afford to delay clients for any reason. This will negatively impact our reputation and our image, as well as our future business. We must communicate with our clients constantly to ensure products are delivered on-time and to their specifications.
This will go a long way towards instilling a sense of trust in our ability and establishing long-term relationships.
Delivering the promise of excellence: Our goal is to provide uncompromising quality products and exceptional service to all our customers. This is to satisfy their standards and requirements. We understand that the company’s success will depend on prompt response to customer orders. Therefore, our goal is to set high standards of work and procedures.
Assembly Technology In order to ensure high quality diapers and sanitary pad, it is important to use the most advanced production machines. We will also keep up with technological advancements, which will allow us to maintain and gain a competitive edge by using the most recent production techniques.
Networking: As the majority of our customers will be wholesalers and intermediaries there is need to effectively network with the various decision-makers and order-makers to ensure a ready market.
1.2 Objectives
Our business strategy is based on the need to provide high-quality disposable baby nappies, geriatric/adult pads, and sanitary pads for all those institutions and wholesalers that require them. This shall be achieved by providing adequate training and recruiting a professional team to cater for the customer’s needs.
Our marketing campaign will increase awareness of our products and services in the market segments that we intend to target. This is particularly so with organisations increasingly looking at obtaining quality products at the lowest prices as they strive to increase profitability.
We intend to send out well-written promotional materials and introductory letters to clients. This will give them a clear understanding of our products and the benefits they offer. A well-designed company profile and business card can also be very helpful in influencing clients to order our products. This will result in increased sales of our products.
In short, we aim to attain these objectives:
To provide high quality diapers or sanitary pads that are on-time and within budget.
Develop happy customers all the time.
Ensure economical use of resources from capacity utilization, minimising inventory/stock and low cost, and high quality materials.
Contribute positively in our communities and to the protection of our environment.
Establishing a market presence in your market will guarantee you short-term and longer-term profitability, growth, and market shares, which will ultimately translate to business success.
1.3 Mission
We are 100% committed to the production and distribution of high quality disposable baby nappies and adult diapers. We are committed to creating and maintaining a safe, productive, enjoyable, and satisfying work environment. This includes ensuring that our employees are paid fairly and encourage them to be respectful of customers’ requests and the quality and quantity of the products they produce. We aim for fair and responsible profits, sufficient to keep the company financially strong for both the short and the long term, and to fairly pay employees for their effort and work.
This business plan was designed to attract investors. La Salsa Fresh Mexican Grill has tremendous potential and is one the most popular franchises to partner with. Currently, La Salsa is in all of the neighboring states of Oregon and is still expanding. Santa Barbara Restaurant Group franchises La Salsa.
La Salsa will be a success in Eugene for two reasons. First, there isn’t any direct competition in Eugene. Second, Eugene has a high demand. Eugene is ready for large population growth. The current population in the Greater Eugene/ Springfield Metro area is more than 300,000. According to Census 2000, this number is growing.
Limited Liability Corporations (LLCs) are created to shield investors and owners from personal responsibility. Benjamin D. Strock will expand La Salsa Oregon over the next three-years, creating between 3 and 10 restaurants under the LLC. This business plan does not include the first store plans. These will be used to help set more concrete goals. La Salsa’s per-store revenues range from $400,000 to $1,000,000, depending on where they are located. Estimated start-up costs from SBRG are between $300,000 and $400,000, and require an initial investment of around $600,000. Half of this money will be funded by small business loans, the rest will come from private investors. High net profits are possible, yielding $85,000 per store annually (possibly even more).
In exchange for 8%-10% of gross sales, SBRG, the franchisor will take control of pricing, advertising, building, and training. Assuming that an agreement has been reached between franchisors and investors regarding the location, it is possible for the first La Salsa to be built and operating in Oregon within three months.
1.1 Mission
La Salsa Fresh Mexican Grill will establish itself as the premier casual Mexican dining restaurant in Eugene while maintaining uncompromising principles as we grow to more than three restaurants. These six guiding principles will help you judge whether your decisions are appropriate.
Provide a great work environment and treat employees with dignity and respect.
Accept diversity as an integral part of the way we do business.
Apply the highest standards of excellence to the food production, preparation, and service to our customers.
Building lasting relationships between guests.
Contribute to our environment and communities.
Recognize that profitability will be essential for our future success.
1.2 Objectives
You can establish a LLC to limit your personal and investor liability.
Three months to complete construction after financing.
Reach positive net profit in first quarter.
Be a market leader for Eugene
Average $60,000 plus in revenues monthly.
Increase annual sales by 3-7%
1.3 Keys for Success
Location, Location, Location.
Obtaining bank financing at reasonable interest rates, and securing individual investors.
Hiring motivated and qualified employees is key.
Controlling how marketing dollars are used to stimulate sales
We offer extraordinary food with exceptional taste
You can find many types of coffees and caffeinated specialty drink that match the snacks we serve. Some prefer black and some prefer sweet, weak coffee. Some prefer green tea. Many people have traveled around the world and sampled many different cuisines. This makes it easy to determine what they like and don’t.
Solution
The Daily Perc serves the highest quality hot and cold beverages. They specialize in specialty coffees, blended drinks, and other custom-made beverages. TDP will also be selling soft drinks and fresh-baked pastries as well as confections. TDP will also offer beverages like hot apple cider and hot chocolate as well as frozen coffees.
Market
The United States of America is a very mobile country. The invention of the automobile allowed us to be more mobile and thrived. It has only gotten worse. America has over 250 million citizens, half of which are too poor or too old to drive an automobile. Yet, there are more licensed vehicles on the roads than people. Mobility has been a key component of our society’s existence.
Our market is made up of consumers who have busy schedules, a desire for quality, and disposable income. Even though they want to be able to relax in a luxurious coffee shop, sip on a special blended coffee beverage, and read the morning paper every day, they don’t always have the time. However, they still have the desire for the uniquely blended beverage as they hurry through their busy lives.
Concurrence
There are four general competitors in The Daily Perc’s drive-thru market. They are the national specialty beverage chains, such as Starbucks and Panera, local coffee houses–or cafes–with an established clientele and a quality product, fast food restaurants, and convenience stores. These outlets have a distinctive clientele.
The ‘#8220’ experience is what customers seek when they visit a Starbucks or local cafe. They desire to have the opportunity to “/design” the coffee they order, to smell the freshly baked pastries, to listen to the soothing Italian tunes, to read the local newspaper, or to visit with their friends. It is a tranquil, slow-paced environment.
Customers at convenience stores or fast food restaurants are quite the opposite. They don’t have time to chat and will pay a lot for any beverage that the machine makes, so long as it’s fast. They pay for their gas and they are back on the road to work. They know the value of time, despite having the ability and taste to discern good from evil.
Mobile Cafes in campuses are not able to compete with fast food places, vending machines, company cafeterias, or other nearby eateries. In this environment, consumers want a quick, inexpensive, high-quality, and convenient refreshment that allows them to return to their work, class, or other activities.
Mobile Cafes are open to all vendors licensed to sell refreshments. Attendees to such events expect to pay a premium price for a quality product.
Why Us?
The Daily Perc offers the best in hot and chilled beverages. We specialize in specialty coffees, blended and other customized drinks. TDP also offers soft drinks, freshly baked pastries, and other confections. TDP will occasionally add hot apple cider to hot chocolate and frozen coffees.
Expectations
Forecast
The Financial Picture of the Daily Perc looks very promising. TDP is a cash-based company so the initial cost of starting a business is considerably lower than many other start ups. TDP understands the process is labor-intensive and that it requires a higher level talent. TDP’s competitive advantage will be its financial investment in its employees. Facilities and equipment must be financed in order to qualify for this pro-forma. These items will be capital expenditures, and they can be funded. It will be necessary to have a minimum amount of stock in order to maintain the product’s quality and to allow for price drops if and when they occur.
The Daily Perc expects that the initial combination investment and long-term financing will be achieved.
You can carry it without needing to invest any equity or debt. While this may mean that the company will grow slower than usual, it will still achieve solid financial growth, based on customer demand and product demand.
