House of Projectors (HOP) is an Ohio based Limited Liability Corporation (L.L.C.) Start-up that rents Liquid Crystal Display (LCD), computer projectors. John Laaklytte will lead the company, an industry veteran who has also founded it. HOP has identified three distinct market segments that they will target. Entrepreneurs are the first segment. Entrepreneurs often require projectors for presentations to angel or venture capital investors. Projectors are a standard in professional presentations. Most presentations these days are PowerPoint-based. This customer segment is experiencing a 9% increase in sales with 33,243 potential clients. The second segment is small size companies which can be defined as companies with less than 15 employees. These companies have the need for a projector, but do not use it frequently enough to justify the high capital expense. With 5,423 potential clients, the group enjoys a 7% rate of growth. Medium-sized businesses that employ 15-50 people and share a similar passion for renting projectors are the last group. This group can rent projectors to 3,433 customers and has a growth rate of 6%.
Industry
The $745million industry of computer-based office equipment rental is the largest in the world. Many players in the sector rent a variety of equipment rather than focusing on one particular type. This creates a greater customer base but reduces their ability and quality of service for each type of technology. Because the industry is organized primarily as comprehensive service providers, House of Projectors will be able to excel within their niche of just offering projector rentals. They will be capable of providing technical and customer support that is hard to find in the vast array of comprehensive service providers. This is House of Projectors’#8217; unique competitive advantage and industry-standard customer care. House of Projectors believes it has the ability to maintain this competitive advantage for two reasons.
HOP can excel in their chosen niche due to its concentration on projectors.
It is expected that all employees of HOP have this high level support.
Management
John Laaklytte is going to lead House of Projectors in the early stages of market penetration. John received a Bachelor of Science, Business major from Case Western Reserve University. John worked as an assistant manager in a CompUSA local retail store while he was in school. John’s business skills were developed during this time, which will be crucial for the success of his own company. John also held the position of computer lab director at the University. John worked at (name withheld), a national computer rental company. John quickly rose to the position of Regional Manager at this company.
John will use his experience and knowledge to transform House of Projectors into a well-established player in the computer hardware industry. John will create exceptional revenues in year 2 and 3, with a well-planned and tested business model. HOP will become profitable in the second year.
1.1 Objectives
To be the top source for LCD computer projections rentals.
To develop a significant base of long-term customers.
To reach profitability by the end of year two.
1.2 Keys to Success
Use strict financial controls. This will be used as a way to analyze all aspects the business.
Treat each customer like the most important HOP customer.
Always evaluate the market and the customer’s needs. HOP does not always know what the customer wants. An interactive feedback mechanism will be just one method used to gain insight into the customers’ preferences.
1.3 Mission
House of Projectors aims to be the most trusted source of computer projectsors for the Cleveland area business community. House of Projectors will soon be regarded as the best store in its field, thanks to their fair pricing and outstanding service.
AgaMatrix (a Boston-based venture in development) offers digital signal processing (DSP), technology that significantly improves the performance and functionality of biosensors. AgaMatrix core DSP algorithms are able to solve many immediate problems in medical devices by dramatically increasing the performance biosensors with minimal specialized hardware and other chemicals. AgaMatrix’s initial sales will be to medical device companies, specifically home glucose monitors as well as hospital point-of care blood analyzers. AgaMatrix anticipates achieving positive cash flow by year three with future target healthcare segments to include the large immunoassay and implantable biosensor sectors; as well as other vertical industries that heavily rely on biosensors, such as the military chemical agent detection, environmental air/water quality monitoring, and industrial processing sectors.
Problem. Glucose Monitoring Systems Are Heavy and Painful To Use
Because the home glucose monitoring is too painful or burdensome, many diabetic patients don’t use it as prescribed. Patient must insert the glucose biosensor into the glucose test strip four to seven time per day. The average testing compliance rate for diabetes is less than 1.5 per day. This causes complications like blindness or stroke and can accelerate the progression of these conditions, including heart and kidney disease. Diabetes is the most common cause of blindness for people aged 20 to 74. Therefore, better glucose monitoring compliance could be the biggest step towards prevention. Device manufacturers have identified that non-compliance stems from the physical pain experienced when using their devices. Therefore, they are looking for ways to decrease the size of the samples required by their devices. AgaMatrix technology provides less-invasive drawing tools to meet the growing demand for painful alternatives.
Problems in the hospital blood analyzer market are more related to the lack of the comprehensiveness and accuracy of the devices, which results in reduced adoption levels. AgaMatrix’s value proposition for this market is very clear. Devices that are more sensitive and accurate will have a greater chance of being adopted more quickly.
A Software Solutions for a Hardware Issue
The biosensor device industry has tried to overcome issues such as accuracy, robustness, and sensitivity by improving the hardware (or chemical) aspects of its devices. For example, their chemical and biological design. By contrast, AgaMatrix is pioneering a software approach based on digital signal processing (DSP) algorithms that has a number of distinct practical advantages, including lower cost, easier/faster upgrade capability, and complementarity with respect to a wide variety of chemistry/hardware-based biosensor technologies.
AgaMatrix’#8217;s solution consists of a series of software modules. This allows for new functionality, and dramatically improves performance of biosensors. You can leverage increased signal-to-noise ratios to lower blood sample requirements. For the professional healthcare market, AgaMatrix offers the ability to improve the overall accuracy and sensitivity of hospital point-of-care analyzers. This improves accuracy and is a key factor in the widespread adoption of portable lab equipment as a replacement for conventional laboratory equipment.
Software DSP solutions have been vital to the success of many other industries where physical limitations would have impaired their growth. CD players, for example, relied on error-correction algorithms and oversampling in the 1980s to compensate low quality hardware filters. AgaMatrix’s algorithms provide analogous solutions in the biosensor space.
Business Model: Software Licensing from Device Makers and Royalty Fees
AgaMatrix, initially, will operate as technology licensing company. It will derive royalty revenue streams from device makers’′ consumables sales. The technology will be sold to makers of home and hospital blood glucose analyzers as well as implantable and minimally invasive blood glucose biosensor developers.
Therasense — An Illustration Of How Disruptive TheGlucose Marketplace Is
Four major players dominated the blood sugar market a few decades ago (numbers are annual test strips revenue). Roche ($1.
27B), J & J (1.09B), Bayer (650M), Abbot (545M) These companies have existed since the 1980’s. In the span of less than two years since their product roll-out, they have achieved $200 million in annual revenues, gone public, and now have a market capitalization of over $800 million. This is a market open to new technology, especially when it reduces pain.
Competitive advantageThere is no direct competitor to our proprietary and highly innovative approach, which has been refined over the past seven year by our top-notch scientific team. AgaMatrix will complement any indirect competition that may be created by the major medical device manufacturer’s in-house laboratories. AgaMatrix holds the following competitive advantages.
Superior software paradigm complements the chemical (hardware), and technological advances in biosensors.
Over seven years of biosensor research, we have accumulated expertise.
Monopolization by the scientific team that invented the original paradigm.
Development lead time at least 2 years longer than the potential competition
Intellectual property strategy that includes two core utility patents (filed), and three defensive utility Patents.
Customer Traction
As potential customer targets, we have already spoken to two manufacturers who make blood glucose monitors as well as one manufacturer of hospital points-of-care devices. We have yet to approach more than 20 potential target companies. Here is a summary listing of all the companies we have reached.
Two blood glucose monitor companies expressed strong interest in becoming partners (discussions held with Presidents). Details are not disclosed at this time, but we expect to be able close a deal before June 2002.
A leading manufacturer of blood glucose monitors (J & J –, discussions with Director-level personnel) and a leading manufacturer of hospital point-of care devices (i-STAT – discussions with Vice President and Director level staff).
The Team
A current team composed of:
The three leading scientists pioneering the use of digital signal processing to improve biosensor technology, with an aggregate of over 40 years of direct DSP/biosensor research experience.
Entrepreneurs who founded, built, and managed a software company for enterprise use.
An expanding group of veteran advisors consisting of doctors with healthcare business experience.
Three additional technical staff members have committed to the company’s success after seed financing. They are engineers from MIT or Tufts with more than 25 years of combined commercial engineering experience.
Financing
Since its inception, AgaMatrix was self-funded entirely by its principals. The company recently closed a seed round of $500K from a number of healthcare angel investors and IncTANK, an early stage venture capital fund. A Series A round in four to six months is expected, with an estimated $1 million.
These funding rounds are designed to help you complete version 1.0 and acquire at least one customer during a period of thirteen months. We believe these milestones are reasonable, given current customer traction and product developments. The company is targeting to raise about $4million in institutional and private rounds by the end year one, which will be cashflow positive. Current valuation drivers include:
An elite scientific team including Dr. SridharIyengar, Dr. Justin Gooding, Dr. Ian Harding, and Dr. Sridhar Iyengar (CTO), as well as an aggressive business group with start-up or management experience.
Technology that is useful in a variety other vertical markets. It is protected by an IP strategy.
External validation through existing customer relationships and advancement in the final rounds of several national business planning competitions.
1.1 Mission
AgaMatrix designs solutions that power next-generation chemical and biological sensor systems. AgaMatrix provides a market-leading solution that dramatically increases the accuracy, sensibility, and robustness a range sensors. This is to help medical diagnostic devices be more effective.
AgaMatrix’s technology is able to create devices that are painless and will satisfy the need for greater accuracy in medical diagnosis. It is committed to developing software solutions for a critical problem in hardware that affects millions upon millions of hospital patients and diabetics worldwide.
1.2 Objectives
Design technology solutions that will increase adoption and compliance rates of diagnostic medical equipment by improving functionality and performance of biosensors.
By year three, you can achieve positive cash flow
In four years, you can reach $50,000,000 in annual revenues
Expand into other industries that heavily rely on biosensors, including industrial processing, environmental monitoring, and military sectors.
Willow Lake Village, which is a new retirement resort, is just half a mile from Willow Park Golf Course. This 18-hole course is located in the Crest Canyon area. It offers beautiful views and a challenging layout. The property has a Pro Shop, driving line, cart barn, maintenance structures, and a pavilion which can seat up to 50. The course is easily accessible by the free shuttle that runs to all the retirement communities in the area. Willow Park Golf Course will have a snack-bar on site.
Crest Canyon is visited by over 200k retirees each year. These visitors spend an average of $250 million annually for lodging, food, or recreational activities in the Crest Canyon area.
Marty Snyderman (with Palmer St. Andrews) and Luke Roth (co-owners of Willow Park Golf Course) have signed a 10-year lease for $250,000 each with Claremont Properties.
1.1 Objectives
For its first three year of operation, Willow Park Golf Course had these objectives:
Revivify the old course, and you will attract loyal clients.
Willow Park is a destination course that vacationers and avid golfers can enjoy by forming strategic alliances or using players’ word of mouth recommendations.
Exceeding customer’s expectations.
Be sure to have an experienced, competent staff.
1.2 Mission
Willow Park Golf Course has one mission: to become a popular golf course among residents and visitors in the Crest Canyon region.
Jan Primak discovered stained-glass art more than ten years ago. In six months, Jan Primak was teaching the art and running a successful Richmond stained glass retail shop. She also developed her own artistic style. Jan returned to Montclair to continue her work in stained glass. Glass Dreams was later established, which is a successful gallery and art studio.
Glass Dreams in Montclair is not only an art studio but also a small retail store for tools, glass and supplies.
Glass Dreams is expanding the retail outlet to provide a second storefront that offers the best selection of supplies, tools, and glass in Montclair. The new storefront will be located adjacent to the studio. The original shopfront will serve as a reference center with over 610 glass books, and as a training facility for novice and expert artists.
Glass Dreams will be able to secure a $50,000, long-term loan for the establishment of a second storefront.
1.1 Mission
Glass Dreams’ mission is to offer consumers one of a kind stained glass art as well as provide tools and training to both serious and recreational artists.
1.2 Keys to Success
Friendly staff who can answer customers’ questions quickly
Excellent instruction in stainedglass making
Customers will be drawn to the store’s comfortable environment.
MedNexis, Inc., which is the company, is a medical-device development company that has created and patented medical products it plans to market. With the assistance of biomedical and medical experts, a magnetic stimulator/field generator was created. One patent was initially filed.
Allopathic Medicine
One market addresses the unmet need for atrophy prevention/treatment in conditions that result in patient immobilization lasting more than two weeks. After two weeks, an average muscle has lost over 30% of its weight, which can lead to a longer time for complete recovery. MedStim, a novel and innovative design, was developed to meet this need. As further research into the benefits of pulsed electromagnetic fields becomes available, this device will likely be used in more ways. Pulsed field magnetism, for example, has been demonstrated in controlled trials to be an effective treatment to speed up the healing process of skeletal fractures.
There is an existing market for magnetic stimulation devices in allopathic medical. However, this market is still embryonic and will continue to expand once the technology becomes cost-effective. This potential market has reached an estimated 4.2 million patients in the United States. MedStim, an innovative new device to target this market, has been created.
Alternative Medicine
Another market addresses the unmet need for a device with a stronger, more consistent therapeutic magnet field. The treatment of soft tissues with magnetic pulses using dynamic magnetic field therapy is believed to have positive effects on circulation and immune system function. These effects are proportional to the strength the magnetic field generates. TheraMag, a novel design to meet this demand for an enhanced therapeutic magnetic field in alternative medical treatment, has been created. This market exists today and has the potential to serve approximately 40,000,000 people in the United States at our beginning date.
Technology
Patent applications on the company’s first market entries have been filed using a patent agent specializing in biomedical device patents. MedNexis’#8217TM technology uses the principle that a magnet in a coil generates a magnetic fields which, in turn creates a current through any conductive materials within this field. This model has been used in diagnostic studies. Only single nerves have been stimulated with magnetism. MedNexis developed an electromagnetic device that will painlessly stimulate the muscles of humans to contract using this model. This technology has many uses. The following devices are the ones that were initially released:
MedNexis’#8217’s patented device will be able to stimulate muscle effectively. This device will need higher electrical currents, more functionality and a wider range settings. This device will not be sold in the mainstream of allopathic medicine.
TheraMag MedNexis’#8217’s patented device will heat tissue with a magnetic field. This will not cause contraction. This device will be used in other applications.
Strategy
MedNexis will target the following two markets: allopathic and alternative medicine. The devices will be named separately in order to distinguish them from possible negative connotations associated allopathic medicine.
MedStim distribution will be through large distributors. This will make it easier to gain acceptance in this market. MedNexis’, which is focusing on the market’s first efforts, will focus heavily on the production of controlled, randomized study data.
TheraMag can be distributed to alternative medicine centres that are less centralized and direct sales will also possible. This market will not require any scientific proof. Entry to the market is possible as soon as the FDA issues an Investigational Device Exemption.
Regulatory Issues
You can get an Investigational Device Exemption for your product and clearly label it.
FDA regulations will be followed and market entry will be made quickly. These products will be accepted based on the successful research results. This will greatly increase demand and open up new markets.
Major Milestones
Research and Development at the animal stage is ongoing, in the first year of one.
In the middle year one, extend patent coverage to Australia (Europe) and Canada (Canada).
Human clinical trials underway, middle Year Two.
Published research studies, year two
TheraMag available for purchase, year one
MagnaStim is available for purchase, marked ‘For Investigational Purpose Only’ at the end of Year 2.
Year Four sees the establishment of profitability.
Competitive advantage
While the MagnaStim and TheraMag devices are effective and user-friendly, with multiple home healthcare applications, all the competing devices currently on the market are only partially effective or difficult and awkward to use for the recommended therapeutic treatment. MedNexis will use its patented designs to fill the need in the market for an easier to use, more effective magnetic stimulator/field generator.
Financial
According to financial projections, the company will be profitable by year 3 if it receives $750,000 in funding. The company projects $23.5million in sales with a remarkable net profit in Year 3. These projections are based on penetration of less that 3% in each market segment.
City Dojo has been a part of its community since 1964. Since 1975, the Shihan (head instructor) has owned and operated the dojo. This has witnessed many changes at the city level as well as in the Martial Arts sector.
Over five million Americans currently participate in Martial Arts training. While the boom years of 1960’s have passed, there is still a steady stream of students exploring the industry.
The location of City Dojo and its surrounding area (a market of over 250,000 potential members) has traditionally been a hot bed for Martial Arts training. The competition is fierce. The dojo is currently at a pivotal point in its history. It could be expanded or closed. City Dojo, currently operating on a part time basis (for love of art), provides little income or even no income for its owners. The following business plan (the dojo’s first) was developed as a vehicle to identify potential. There is a lot of opportunity in Martial Arts, and the dojo has the potential to survive and thrive in the Martial Arts sector.
The following plan will illustrate how the dojo can grow from its current breakeven point of 65 members to 200 (80% of capacity), in just three years. Sales growth, based on an expanded membership would increase from $65,000 in 2001, to $198,000 by year-end 2004. If the dojo is managed full-time, the plan shows that it could generate significant cashflow. Investors and owners would be able to enjoy a healthy income.
In order to accomplish this growth, the dojo requires a $20,000 loan to be repaid over eight years, secured by the owner’s collateral in the form of a house.
1.1 Objectives
Remodel and update dojo by year end 2002.
Pay your dues to 200 people by the year-end 2004. This is equivalent to 80% of your dojo capacity.
To reduce membership turnover of 30% by the year-end 2004, measure by number students taking belt testing, from white to bleu.
You should create a cash flow that allows you to make investments in the future.
1.2 Mission
City Dojo was created to teach karate and have fun. It also aims to help people improve their self-esteem, community, and family. The students will leave the dojo with a lasting memory.
1.3 Keys to Success
A unique, safe and modern dojo environment is possible.
Establishment, implementation, and tracking of a business and budget plan.
Establishing a strong Board of Advisors that will be able to assist with business and karate issues.
Bees’ Circus is a children’s play and music program that offers a series of parent/child programs devoted to the physical, emotional and social development of children. For children from birth to four years old, we offer eight weekly classes. The activities will help improve coordination, balance, and other sensory stimuli. Bees’ Circus also offers music classes. Children aged 16 months to four years will have fun singing and dancing, and learn new musical rhythms. Each week, new musical styles such as jazz, classical, and contemporary will be introduced. Activities such as instrument exploration, songs and movement to music are designed to provide a positive musical experience for both parents and young children.
In Monroe, Bees’#8217’ Circus offers an exclusive service that is unlike any other. The city does offer classes for children through the parks and recreation department but they are not part in a comprehensive growth plan for pre-schoolers.
The new commercial center serves Monroe’s affluent northwest. Bees’’ Circus is centrally situated. The northwest corner of the city has seen a tremendous increase in housing over the last five years. To support the rapid growth of the population, more than 3,500 housing units have been constructed in the region. Many of these units are being rented or bought by young families. There is no current park program serving the area. The area’s 10,000 families will benefit from a new park in the coming three years.
Barbara Miller, coowner at Bees’s Circus, is an educator who has worked for over 20 years. Her involvement in the development and implementation of Monroe’’s preschool programs has been invaluable. Bees’ is her first venture to create a space for parents and their children to have fun and spend time together.
1.1 Mission
Bees’′ Circus mission is to encourage the social, emotional, and physical development of children. Bees’’s Circus activities include the participation of parents.
If parents can enter their child’s world, they help them grow in confidence and ability to learn. Spending time with your child and mom/dad can contribute to emotional growth and build trust.
1.2 Objectives
The following are the goals of Bees’′ Circus:
Fill classes up to 70% capacity by the end of the first year.
Keep at least half of the children from moving between classes.
Increase the number of families participating in classes by 15% during the second year of operation.
UPer Crust Pies is a specialty in meat, vegetable, and fruit pies. They use old-country family recipes from the Upper Peninsula of the UP. Our pies will be baked fresh everyday and sold hot directly to customers through our retail stores. We will also sell frozen pies in lunch and family sizes that can be cooked at home in an oven or microwave. Our products are low fat and free of genetically modified ingredients and will be complemented by an assortment of fresh premium salads and desserts.
Our products are imported directly from a private-label bakery in the UP to save on labor costs, investment in production equipment and additional warehousing. Our principal costs will be limited only to product procurement, shipping, and cold storage.
We are looking to grow the company by opening additional retail outlets. In addition, we plan to create a business structure that makes it attractive for franchise opportunities. UPer Crust Pies has an exclusive import license which could be used to sell frozen products through wholesale food chains and supermarkets. This could allow it to quickly establish itself as a market leader.
Our success is based on four key factors. The first is to locate stores in highly visible areas. The second is our unique value-for–money product line. The third will be a focus on superior customer service and education, and the fourth key will be employee retention through training and internal promotion.
Yubetchatown will be the location of the first UPer Crust Pies business. Three areas are currently being considered for five potential locations. UPer Crust Pies targets three market segments in the core metro area. Our biggest market is young adults (42%) and businesspeople (42%). Our next largest market, and the one with the greatest growth potential, is families with children (36%), and our final target market will be 15-24 year olds which includes students (22%).
Our marketing strategy aims to educate customers, attract new customers and build loyal customer bases. The marketing strategy for UPer Crust Pies is to attract customers through high-visibility signage, flyers, media advertising, flyers entertainment book coupons, word of mouth advertising and strategic alliances.
Our sales strategy includes hiring employees who genuinely enjoy their jobs. We will constantly assess the business and interact personally with customers. This includes assessing food preferences and keeping favorite dishes on the menu, as well as evaluating seasonal and weekly specials.
UPer Crust Pies Limited Liability Company. Lina Mackinac Gogebic is currently the owner of all membership shares. She plans to use a part of the shares in order to raise capital. UPer Crust Pies currently seeks a bank loan along with a private investment contribution from outside investors. Three months prior to the opening, the majority will be used for corporate remodeling, lease payments and corporate design.
Included in the start-up costs are initial inventory, cold storage fees and shipping costs. It is necessary to purchase equipment such as pie warmers, ambient display case, fridges, freezers, miscellaneous furnishings, and a commercial oven. UPer Crust Pies expects to need liquid cash to pay operating expenses, unexpected expenses, and wages during the first three months.
UPer Crust Pies expects a modest increase in sales for its first year. In the second year, the company will add two more stores and in the third year, an additional two stores. These stores will add to the gross revenue of the company in the second, third and fourth years. We have projected a very conservative growth rate in the first three years, compared to industry standards.
1.1 Objectives
Achieve first year sales above $120,000.
Maintain a healthy average gross margin.
Plan for expansion.
Establish five stores by the third anniversary.
1.2 Mission
Education and customer satisfaction are our top priorities. We will endeavor to meet the highest standards of excellence through superb customer service and consistent product delivery in a friendly and comforting environment.
We seek fair and responsible profit, enough to keep the company financially healthy and ensure continued growth and development. Responsible profit will fairly pay investors and owners as well as reward employees and their loyalty.
Equally important to our success are employee welfare, participation and training. All employees will be treated with dignity and respect. It is our duty to provide an environment for employees that is friendly, challenging, and offers opportunities for growth.
1.3 Keys to Success
Locations: visibility, high traffic patterns, convenient access.
Store design: visually attractive, relaxed atmosphere, fast and efficient operations.
Unique products: differentiation, competitive pricing, no direct competition.
Quality Controls: Genetically modified free policy, consistency and clean presentation.
Service: cheerful, professional, articulate and informative.
Marketing: Positive image, educational, word of mouth advertising
The Shipping Centre provides full-service shipping, fax transmission, and private Mail Box companies. It is an Oregon corporation, privately held and lead by Steve Freighter. The competition is fierce in the current business of package shipping centers. The competition acts like their services are a commodity, just simple shipping services.
The Shipping Centre will increase market share by leveraging their two competitive advantages of customer service and convenience. Superior customer service can be a significant way to differentiate yourself in an industry that is increasingly becoming commodity-like. Convenience is another benefit. The Shipping Centre’s hours of operation are extended to accommodate full-time customers who work, which is what The Shipping Centre prefers.
Innovative software allows The Shipping Centre to charge slightly lower shipping fees and make better margins than its competitors. The Shipping Centre will enjoy market share because of its innovative work flow efficiency combined with competitive advantages.
The Shipping Centre will reach profitability in 12 months and make a small profit by the end of 2013.
1.1 Objectives
The following objectives are set for the initial three years of operation
To build a service-oriented company that exceeds customers’ expectations.
To increase the number of transactions served by 20% per year through superior performance.
To be a viable service-based company that can survive without external cash flow.
1.2 Mission
The Shipping Centre’s mission is to provide the customer with whatever type of shipping needs they may have. We exist to attract and maintain customers. Everything else will follow this principle. Our services will exceed the expectations of our customers.
EquineAcres is a recreational property development project. It is not a horse business. However, it is a horse business.
It is hard to believe that anyone working in business doesn’t love the story about Levi Strauss, the poor migrant man. It bears such striking similarities to EquineAcres’ story that it is worth a quick summary.
Levi Strauss arrived California as part of the great California gold rush. Along with many others, he had his sights set on the ‘#8220’ big strike and making a fortune for the rest of his life. But Levi was an observant man. He was unable to help but notice the 1000 who came back without gold for every 1 of the people who were drawn to the gold fields. He noticed that there was a shortage and that many of those who were providing supplies for those heading to the golden fields did not leave the city. One of the commodities in particularly short supply was canvas. Levi wired the grub stake to his East relatives, giving them instructions to purchase as many canvas as possible and have it shipped back to San Francisco. He received his canvas and sold it in a matter of days at an amazing margin. He ordered more, sold even more and ordered more. Soon he was supplying all sorts of supplies to those headed for the “gold.” Levi never did seek his fortune in the gold fields. He made his fortune in supplying the people who were going. The rest, as they say, is history with the Levi Strauss Company now a member of the global Fortune 1000 with more than 100 years of profitable and successful business.
EquineAcres follows the same simple business model. The American equine market is multi-billionaire. Oklahoma ranks fourth in activity. The writer of this business plan has already “gone to the gold fields,” and come up wanting, i.e., already participated in the typical form of equine business and found it (as so many have) without financial reward. It is a well-known fact that blessings can come in many forms, and so it is with this business proposal. EquineAcres presents a business plan that was developed from experience in the equine sector. EquineAcres fulfills the desires and needs of those who need it. Thank you, Mr. Strauss.
EquineAcres will leverage the business skills and experience acquired over a twenty-year career. It will also use existing business contacts, market knowledge, relationships, and relationships to penetrate an extremely lucrative market. EquineAcres is expected to offer a range of attractive products and services in an untapped format. This will create a profitable, expandable business entity that is well-suited for exponential growth.
The reviewer of the business plan is invited and encouraged by this document to examine its content in full detail. Once you have identified the potential, contact the originator to continue discussions about establishing a mutually beneficial and rewarding business relationship.
1.1 Mission
EquineAcres provides a safe, clean and attractive resort community for horses and their owners. Primary focus for horses is placed upon exceptional care and 24-hour monitoring, health, safety, and security. The owners are responsible for providing a stable environment, reliable and trustworthy business operations, competitive pricing and a facility that is able to handle all their equestrian concerns. Customer service, professionalism, business operations, as well as the good of the entire community will always be the top priorities.
1.2 Keys to Success
The primary keys to the success of EquineAcres are as follows:
A 100% lease rate.
Aiming to achieve a minimum 75% level of sales for all products and services.
For the lessors, providing a fun, unique and satisfying retreat community environment.
We offer a full range of equestrian products to help lessors capture maximum revenue.
A substantial return on investment was achieved, which allowed the establishment of two EquineAcres facilities serving both the Tulsa- and Oklahoma City markets.
1.3 Objectives
EquineAcres’ success will be measured by five main objectives:
Ten available leases with a percentage of leased lots: 80% = minimum; 90% = acceptable medium; 100% = primary goal.
Percentage of maximum occupancy in 30 equine residencies available: 80% = minimum; 90% = acceptable medium; 100% = primary goal.
EquineAcres.com: Minimum, 90%, acceptable medium, 100% as primary goal.
