PrintingSolutions.com is being designed as a global Internet printing services/print shop who is focused on reducing the overall printing price structure, in addition to enabling business-to-business transactions for printing presses and the graphic art design industry. PrintingSolutions.com will also attain a competitive edge by offering services such as website development and e-commerce, which have become essential for any business presence.
PrintingSolutions.com intends to establish and operate an Internet print shop with services costing significantly less than the prices of its competitors, while supplying superior quality. Printing Solutions will offer graphic services and its website to help start-ups as well as established businesses reduce their printing costs and e-commerce costs.
Highlights of PrintingSolutions.com
Breakthrough services. PrintingSolutions.com will develop a unique website that provides customers various ways to create business stationery, including business cards, envelopes, notepads, and door hangers. A graphic design center will be available to customers, allowing them to create company logos as well as other designs necessary to the company’s identity.
Trademarks. The company plans to register a corporation under the name of PrintingSolutions.com and operate under the same name.
Large markets. Recent studies by Forrester Research Inc. reveal that business-to-business (B2B) commerce will total $2.7 trillion in revenue by Year 5. The data indicate that 53% (or more) of all online business transactions will be made through emarketplaces.
Qualified and experienced management.
Customers. This company will primarily target start-up and small businesses across the country. The company will also work with large companies to make deals.
The biggest competitive threat for PrintingSolutions.com will come from iPrint.com. However, we will have a competitive disadvantage over iPrint.com because we offer lower prices on all our products and services. Customers in this industry are sensitive to both quality and price, and at PrintingSolutions.com they will benefit from both offerings.
PrintingSolutions.com has a world-class management team with direct knowledge of the industry, extensive research experience, and unique administration skills. Mr. Dalton Grant leads the team.
The company projects that during the second half of Year 1 it will generate revenues of $250,000. It projects revenues of $2.91 million for Year 2 & $5.82 million for Year 3. PrintingSolutions.com is seeking $830,000 in venture capital to be used for:
Establishing an office and organization presence in the United States and abroad.
Complete development of the Internet printing shop.
Promotion of the website and its products and services.
1.1 Mission
The mission of PrintingSolutions.com is to become a global company, utilizing the power of the Internet to become the market leader in providing online printing, website designs, graphic art designs, and a B2B portal for the untapped printing press and graphic art design industries. This will be achieved by combining high-quality craftsmanship with low costs.
Wright’s Dental Laboratory is being established with the goal of providing dentists with restorations of superior quality and value. We offer all the state-of-the-art esthetic materials. We are known for our excellent products and exceptional services.
Wright’8217;s Dental Laboratory knows that every dentist is an individual and every practice is unique. We will take the time necessary to understand your casework. Examine each doctor’s situation. To summarize, we take the time to get to know our patients before we suggest a solution. As their partner we then put our many resources to work.
The end result is practical, creative solutions to patients’ casework problems on a consistent basis. These techniques are backed up by more than twenty-five years’ experience and investment in the best implant systems. Wright’’s Dental Laboratory believes that our products and services add value to existing restorative treatment plans. These plans promote aesthetics and tooth reinforcement as well as conservative preparation techniques.
*Registered Trademark brands and product names were disguised in this sample plan.
Keys to Success
The keys to success for Wright’s Dental Laboratory are:
Our dental laboratory must continually adjust its methods to meet the constantly evolving challenges of dentistry and aspirations of the dental professional.
Your dental laboratory should be dedicated to providing consistent quality products.
Our dental laboratory’s only dynamic resource is people. It must develop opportunities for each person to use his/her abilities to the utmost of their potential.
Pegasus International is the leading manufacturer of inline skate accessories for the inline skating industry. Pegasus developed three useful and innovative accessories for skaters. Pegasus is able to produce worthwhile products because the company is composed of skaters making products for skaters. Pegasus will quickly become a market leader and be recognized as an innovative company in line skating products.
Pegasus Limited Partnership is located in Venice CA. Venice was strategically chosen because it is the international capital of inline skaters and Pegasus can get credible feedback.
The Products
Pegasus currently stocks three products or is soon to release them. BladeBootsTM ™, which is a fabric wheel cover, allows skaters to go into retail stores or travel with their skates while also protecting them and the surface on which they walk. Pegasus’’s second product, SkateSail is an innovative product that has created a new category in line skating and windsurfing. Pegasus has released this innovative product and they are also supporting and growing the new niche sport. SkateAid was their last product.
Market
Pegasus will supply the rapidly growing inline skating market with useful accessories. The market has grown to 31 million with more than 31,000,000 pairs of skates already. 26 million of these skates have been sold to fitness and recreational skaters. This is the primary target market for Pegasus. Pegasus’ market can be divided into five segments: speed, recreational, speed, hockey and extreme skaters.
Management Team
Key to Pegasus’ success is the fact that the entire basis of the company is skaters, not only are the products for skaters but the entire company lives and breathes inline skating. Sal Chavez, the CEO, has 23 years’ experience in skating. Sal is so passionate about skating, he doesn’t own an automobile and commutes by inline skates. Sal has worked for three different companies in the design department. Sal has also spent years in retail environments giving him first hand knowledge of skater’s preference.
Sandi Arnold is Pegasus’ Vice President and is also a true enthusiast. Sandi is a product expert with Rollerblade, a leader in the industry. She has seven years’ experience. Pegasus is supported by Beth Laird as Administrator and Web Master. Pegasus will benefit greatly from Beth’s computer skills. Beth was a member of Inline Skating Today, an industry newsletter that is highly regarded on the Internet.
Pegasus can be described as an exciting business. It uses employees’ passions and promotes the sport by inline skating. Pegasus is expected to reach profitability in the third month. Year one sales are expected be stable and will rise several fold by year three. Pegasus will earn respectable net profit for the years one through three.
1.1 Objectives
We are committed to meeting the skate accessory market demand by providing high quality products.
To develop and manufacture SkateAids by month three.
Skate tours will be created by spring of next year.
To reach profitability by the end the first year.
To inspire our customers to live healthier lives by making it more fun and easy for them to skate.
We offer support to skaters through our website, including interviews with Doctor Kaye (Podiatrist) and answers for specific foot problems.
To build a strong e-commerce market, and maximize our profit margin. Through e-commerce, we make 100% retail profit.
1.2 Mission
Pegasus is looking to fill the market for after-market items, which we have identified from the large amount of skates sold during the past five year.
Pegasus Sports International will establish a service network for in-line skaters by providing products that help people incorporate more skating into their daily lifestyles. Our goal is:
You can use skateboarding to complete local tasks.
You can form a skating community with a strong emphasis on health.
To encourage SkateSailing as a new international sport.
To develop SkateAids and other new products now on the drawing table.
1.3 Keys to Success
Use feedback from skaters to improve the quality of in-line skating accessories
Develop a niche market for our unique skating accessories.
Maximize profits by selling via the Internet at retail prices.
By scheduling and monitoring production, overhead costs can be kept low.
Through interviews published on the website, Dr. Kaye and Podiatrist have developed a network.
Grassroots Wireless a new start-up company that offers wireless broadband Internet connections to many Chicago neighborhoods. Grassroots’ broadband Internet connection will allow them to reach large areas using Wi-fi technology.
Steve Teche is the founder of Grassroots. Steve has an MBA and a Computer Science undergraduate degree. He can execute this well-researched, detailed business plan. Steve served two-years in the Peace Corps. He gained not only a reasonable boost in his confidence to launch a business venture but also solid project management skills.
The market for wireless broadband Internet connections is wide open. Traditional broadband connections are still in demand. This is far beyond conservative forecasts. The significantly lower costs of delivering infrastructure makes the wireless market even more exciting. As Grassroots’ customer base grows, costs decrease through scales of economy, creating an even more compelling argument for Grassroots’ existence.
Grassroots focuses on three groups. The first target group is students. Students are the largest market segment and have high expectations regarding speed. The second group are professionals. They have disposable income and not much time to spare. Professionals use the Internet a lot, both personally, as well as professionally. Techies will be the final group targeted. This group are early adopters of all types of technology and spend an incredible amount of time using Internet technology.
Grassroots can be a great business idea that uses advances in technology and its proprietary tools to provide a market opportunity at below-market prices. In addition to earning great margins with low infrastructure costs, margins increase as the customer base increases. With Steve Teche handling execution, this exciting business plan has high potential for success. The business will see modest profits in year one, and then grow exponentially in years two and three. The net profit in years two through three is expected to be proportional.
1.1 Mission
Grassroots Wireless’#8217’s mission is to offer fast and affordable wireless Internet access. The most important thing to remember is that every customer must be satisfied with our services.
1.2 Keys to Success
Practice disciplined growth.
In the second year, reach profitability
Achieve a 90% customer retention rate and ensure customers are satisfied.
1.3 Objectives
Provide, fast, reliable, wireless Internet access.
Show respect to your customers.
In less than two years, become financially successful.
PRfect Greens, an environmental PR firm based in Eugene, Ore. PRfect Greens’s areas of focus include crisis management. Image creation and management of publicity events. Companies that aren’t typically environmentally-friendly can be assured that sensitive environmental issues are being managed by these companies.
Typical clients will include mining companies, natural gas extraction companies, and lumber companies. These clients are seeking professional assistance to improve their perception of the environment. PRfect Greens can quickly increase market share using innovative, specialized customer attention.
PRfect Greens will quickly expand its customer base through the use of its competitive advantage. PRfect Greens has unique insight and skills that no other PR firm can offer. Additionally, PRfect Greens prides themselves on offering unmatched flexibility which will allow PRfect Greens to seamlessly meet any need a client may have.
PRfect Greens is a partnership made up of two industry professionals who have years of experience and insights. PRfect Greens will leverage their skills, experience, and innovative approach to reach profitability by month 10, generating noteworthy revenues by year three.
1.1 Mission
PRfect Greens’ mission is to provide the customer the highest quality of environmental PR consultancy. Our mission is to maintain and attract customers. If we follow this maxim, all else will follow. Our services will meet or exceed customer expectations.
1.2 Keys to Success
These are the keys to your success:
Attention to detail.
Think outside the box.
Professionalism.
Results.
1.3 Objectives
The following are the goals for the first 3 years:
To build a start up company with the primary goal of exceeding customer expectations.
Superior performance and referrals can increase the number or clients served at least 20 percent per year
To build a profitable business that can survive without external cash flow.
It is a group activity to watch sports. It becomes tedious to go to each other’s homes. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After a night of entertainment, they return home to their families happy.
Solution
Take Five Sports Bar and Grill is determined to be the top sports-themed restaurant in the Southeast Region. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions featuring more sporting events than anyone else in the region. The tabletop audio control system at every table allows the customer to enjoy the program of their choice without being interrupted by background noise. To achieve our overall goal of providing entertainment/dining experiences that are both enjoyable and value-added, we combine the elements of menu selection, atmosphere, ambiance, service, and ambience.
Market
Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Bars and taverns have historically been places that were able to establish a relationship with specific suppliers or vendors in order to market or increase awareness of particular brands. Bars and pubs have tables and barstools. There can be entertainment which includes; music, bands, comedy shows and dancing.
To increase attendance or attract certain audiences, specials might be offered. There are cocktail bars which generally serve light h’orderves or snacks. It can be attached to a restaurant or hotel. Wine bars cater to individuals that like upscale wines. Martini bars are for those who love martinis. There are many bars: biker bars; gay bars; lesbian bars; alternate bars; singles bars; college bars. The type of person attending the bar is generally described by the specific adjective. Minors can have restricted access based on time of day or individual the person is accompanied by. Most municipalities regulate hours of operation and zoning laws.
Competiton
Technomic’s BarTAB report (Trends in Adult Beverage), revealed that the Top 100 Nightclub & Bar venues in 2013 generated $1.5 billion in total revenues. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Encore again, the top nightclubs outperformed the overall industry. Bar and nightclub revenue grew 3.9% between 2012 and 2013. The industry will continue to face competition from other industries, such as restaurants and people who prefer to drink at home through 2023.
The distilled spirits industry is very lucrative. But, both federal and state taxes play a major role in the industry. In 2005, The National Center for Policy Analysis (NCPA) reported that thirteen states sought increases in taxes and related fees on alcoholic beverages. Taxes on distilled spirits came to $0.21 an ounce. According to the Distilled Spirits Council in the United States, “distilled spirit is one of most heavily taxed products in the United States.” A typical bottle of distilled spirits costs more than half the amount that it costs to purchase. This is due to some tax. The resulting effect on the entire hospitality industry is wide-reaching, as the DSC goes on to say “When beverage alcohol taxes are increased, it creates a devastating ripple effect on jobs throughout the entire hospitality industry.”
Distilled Spirits Council reported supplier sales rose 4 percentage points to $23.1 million in 2014 and U.S. total volume growth increased 2.2%, to 210 millions cases. The U.S. market’s total retail sales of distilled spirits are estimated at nearly $70B. This represents hundreds of thousands jobs in the hospitality and more than $20 billion in tax revenues to all levels of government.
The U.S. Department of Commerce reported a 5.2 percent increase in adjusted alcohol sales to nearly $9.2Bn in June 2008, compared to the same time last year. According to the NCPA for 2006, the Federal excise duty collected from distilled spirits was $4.4Billion. The beer category received $3.6Billion and the wine category $800M. Additionally, state taxes during that same time reached nearly $5 billion.
From the total of 58.829 establishments in 2009 there was 20.2 percent that were broadly classified as drinking spots. This accounted to 11,502 establishments.
2009 revenues were 1 billion. The general classification included 6.2 percent with 3,523 companies and $858.9m 2009 revenues. 20.4 per cent were considered bars with 11,569 establishments. 31.2 percent were considered taverns. Smaller portions of this segment were made up of saloons, beer gardens, and wine bars. The market share of night clubs, discotheques, and cabarets was 8 percent. This equated to 4,541 establishments that generated $1.89B in 2009 combined.
Why Us
Take Five Sports Bar and Grill strives for the title of Southeast Region’s premier sports restaurant. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions with sporting events than any other region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of “place” in order to reach our goal of over-all value in a dining/entertainment experience.
Expectations
Forecast
In the first year, we will make a net profit in excess of $445,000. As 10 months of operations have been completed, the confidence level regarding final first year numbers has increased. Actual figures are available for the first ten months of start-up expenses, sales revenues, operating expenses, and other costs.
Human Capital Maximizers in Portland, Oregon is a human resources consulting company. HCM is a specialist in many HR areas and is targeting emerging companies. HCM will allow this market to provide stock options for clients’ employees in return for compensation. This is especially attractive to start-ups that are short of capital.
Major Adversity, the founder and owner will be leveraging his past and current personal/professional relationships to generate business for Human Capital Maximizers. Major will continue to be the only employee, until the sixth month when he will be employing a human resource specialist/manager for the consulting. Human Capital Maximizers is expected to see an increase in profitability over the next three-years.
1.1 Keys for Success
Your success is dependent on your ability to provide a necessary service and offer flexible compensation.
1.2 Mission
Human Capital Maximizers’ mission is human resource consulting to emerging companies. We are here to help customers attract and retain. This maxim will guide everything else. Our services will surpass the expectations of customers.
1.3 Objectives
The objectives for the first three years of operation include:
To create a service-based company whose primary goal is to exceed customer’s expectations.
Superior performance and word-of mouth referrals are key to increasing our client count by 20% annually
To develop a sustainable start-up consultancy firm that can survive off its own cash flow and has significant equity holdings in emerging companies.
Double Decker Tours of Washington, LLC, located in Washington, DC, is a young sightseeing company. The company was established to fill a need in the local sightseeing tourism market. This gap exists in high-quality, reasonably-priced sightseeing tours in the nation’s capital far from the city center. It suggests that a new company could capture a substantial portion of the existing sightseeing tour market.
Mission
Double Decker Tours Washington’s mission is provide fun, safe and reliable sightseeing tours for visitors to Washington, DC. They use double-decker buses in London style. Nine of the buses will be open top for sunny warm and beautiful days and three will be closed for cold and inclement weather.
Product and Services
DDTOW offers charter and sightseeing services throughout Washington, DC. We will tour the White House, Capitol Buildings (Supreme Court), Senate Office Buildings (House Office Buildings), Museums and Library of Congress, Adams Morgan, Catholic University, among other places that make up Washington, DC.
Marketing and Sales Strategy
DDTOW will spread the message that touring with them is fun. Comcast Cable System, Washington will be our platform to promote our message. We also host parties and events for key decision makers in tour associations and media. A $80,000 pre-opening marketing budget has been set up. As we earn, we will spend 1% of our gross revenues on marketing and advertising. We will also distribute survey cards to assess what we are doing right and identify what we are doing wrong.
Competition
We are the main competitor in Washington’s sightseeing market.
Tourmobile: Tourmobile’s headquarters is at East Potomac Park. The National Park Service has granted Tourmobile permission to take tourists on sightseeing tours in Arlington National Cemetary and along the National Mall. Tourmobile uses a shuttle service employing 85-passenger trams along the Mall and 120-passenger trams in Arlington. They have been in business for over 25 years. In 1969, Tourmobile began as a subsidiary to Universal Studios. It was established to provide interpretive services on the National Mall. Tourmobile, Inc., was founded by Tom Mack and became a Washington DC owned company. Tourmobile is home to over 42 vehicles, and it serves close to 2 million riders annually.
Historic Tours of America: HTA operates in Washington as the Old Town Trolley and DC Ducks. HTA operates in all 50 states. HTA, like Tourmobile, uses a shuttle system for its passengers and they use 35- to 60-passenger trolleys.
Grayline International: Grayline International, a global company with offices around the globe, is Grayline International. Grayline runs several tours and contracts its services with local bus lines. Grayline has the Washington Lil Red Trolley.
Zohery Tours: Zohery Tours is a local company that runs 15-passenger vans and 45-passenger coach buses. Zohery tours take approximately three hours.
Target Market
Recent Washington Convention and Tourism Corporation statistics showed that 17.6 Million people visited Washington, DC and spent over $10 Billion dollars. $4 billion of this was on sightseeing and other tourism-related activities. Although overnight leisure travel increased significantly while day-trip volume was down, the good news was that average trip expenditures increased to levels of $480 per day per trip. A lot of trips to the capital were focused on shopping and visiting historical sites and museums (36%). In leisure travel, 36% of visitors were solo travelers as compared to 80% of business travelers and 23% of leisure travelers came with children as compared to 6% of business travelers. Many of our visitors were over 75K in income, married, had no kids, and held advanced degrees. The number of foreign tourists visiting Washington fell by 19% in 2003 and 14% in 2002, respectively. However, Washington is now ranked 8th among US destinations for foreign tourists.
Management
Michael Frank Coleman* is the member manager. He is the member manager.
Extensive experience working in Washington, as well as Tourmobile and walking tours. Coleman has a natural ability to recognize opportunities and develop staff members to maximize those opportunities. Coleman will hire a team consisting of experienced professionals to run operations and market the services.
Paul F. Williams* brings over 30 years’ experience in business development, both private and international. He will serve as DDTOW’s business manager.
This sample plan excludes confidential and proprietary data.
Operations
Tickets sales and boarding of the buses will take place at the MCI Center at 601 F Street in Northwest Washington. This location provides great foot traffic right in the middle of the entertainment district. There is ample parking and access to public transport. The buses will be stored and serviced by Peter Pan Bus Service in Tuxedo, Maryland thereby reducing staff cost and insuring top notch services for our customers. Administration offices will be provided by a small office in Northeast Washington at Third Street.
Financial
Double Decker Tours of Washington, LLC, generated revenues of over 14 million dollars in its first year of operation. This includes 15 double-decker London-style tour buses, and selected routes through the city. These sales figures were based on 453,000 customers from a potential customer base that could reach 22 million. Over 500,000 customers will be served by DDTOW in its second year. Additional advertising and expanded tours are expected increase revenues to $17million. DDTOW’s plan could see a faster growth, partly due to the opening of new memorials and other venues in Washington. DDTOW’’s market share will increase by more than the demand for tours in the target market. These sales numbers will lead to net profits in excess of $13million in its first operational year and $15million in its second. In year one net profits will exceed 60%. Year two will see the same. As part of the due-diligence package, the company has a long-term plan. Cash will burn in the initial few months of forming operation. See the Start-up Table later in this document to see how revenue can be started. This is due in part to the regulatory and organizational requirements of new tour operators, but aggressive marketing can make up for it.
Long-Term Development & Exit Plan
Goals
The use of double-decker busses and our tours will enable us to grow in the next five years as a major player in this region. Our goal is to create a reputation of quality, fun and safety that will make us the leader in the Washington area sightseeing/tour market.
Milestones
We will closely monitor sales and profit after our service begins. If we are on target at the end of year two, we will look to expand into a new market.
Risk Evaluation
Risk is inherent in any new venture. The success of the project depends on the acceptance of our new tours or buses. We expect to face a lot of opposition from established tour operators after year one.
Exit plan
DDTOW would prefer to expand into the Baltimore Richmond, Atlanta, Miami and Atlanta markets in the next ten years. We may look into the possibility that a larger Sightseeing/Tour operator might buy us out or sell our business to another owner.
Funds – Sought and Utilization
DDTOW is looking for financing in the amount of $800,000. This will be in the form of five-year loans. The following areas are in declining value for most of the start-up expenses:
You can purchase twelve double-decker London-style, 70-passenger sightseeing buses. Nine of the open-top sightseeing buses are for sunny days or nights. Three of them are for cold weather.
Provisions of a sufficient cash reserve to assure timely payment of operating costs of the buses for the first three months.
Costs related to recruiting, training, or paying operational crews.
Marketing, advertising, public relations, including costs for setting up a website that can offer tour information, make online sales, and reserve tours, as well conventional print and broadcast advertising and public relations activities.
Administrative and legal costs involved in the creation of the company and operations.
A reserve is a fund that covers all operating costs (except bus operating costs) for the minimum three months of operation.
This chart shows the highlights of our business plan for the first three years.
1.1 Objectives
Double Decker Tours of Washington will have as it primary objectives the following elements:
To establish and operate a new tour company aiming specifically at touring the monuments, memorials, museums, and government buildings of the capital city as well as touring the historic neighborhoods away from the city center.
To establish an organizational marketing strategy and marketing strategy that will enable bus operators to achieve an average load of 65-85% depending on season. It will then increase to 75-100%. This will allow them to maximize their revenues and return of investment while decreasing risk.
Our first year of operation saw revenues of approximately $14 million. By our third year, we have exceeded $20 million. Expanding into new markets within the Baltimore-Washington corridor.
To achieve net operating profit of 60-70% within the first 12 month of tour operation and steady growth which allows rational expansion.
The following steps will be taken to achieve the desired results: Purchase twelve double-decker buses in London-style, 70-passenger configurations for the Washington touring public. Continue expanding the fleet incrementally as the demand increases.
To gear operations and present professionalism, serenity, and growth-oriented images from the outset. This will set up the conditions for a rational, planned expansion.
The DC Chamber of Commerce, Greater Washington Board of Trade and other Washington tourism associations are key elements in achieving DDTOWՉ۪s other goals.
1.2 Keys to Success
In decreasing order of importance the following five key factors are crucial to Double Decker Tours’ success in Washington:
Employing an experienced, highly professional management team that combines vision; realism; financial ability; solid knowledge of the Washington tour/sightseeing market; familiarity with, and belief in, the utilization and benefits of the latest computer informational technologies; realization of the crucial importance of an organization personnel to its success; and a total commitment to the overall mission and goals of Double Decker Tours of Washington.
The company is known for its innovative, forward-thinking, and aggressive marketing. It is seen as an alternative player. One that is more sharp and smarter than the rest in Washington. One that has a higher standard of professionalism and operations. The marketing strategy will be based on safety. It will have highly-trained, dedicated and professional staff, care for customers and their needs, and clear, understandable pricing.
Through careful market research, we identify routes that are not well-served in the city. This allows us to provide high load factors and profitable operations.
Use of a fleet of London-style doubledecker buses that offer an unobstructed view of the city from the top deck and offers a high level of comfort, safety, and fuel and operational efficiency.
Use of information technology to reduce staffing and other operational cost; expand the potential market base; readily capture sales opportunities; and enhance customer convenience and satisfaction.
1.3 Mission
Double Decker Tours of Washington, LLC was established with the mission of providing affordable, safe, and professional sightseeing services to its customers. We plan to fill a need in Washington by introducing tourists to places that aren’t currently being shown. We will operate and maintain the best fleet of buses available and we will never skimp on safety or customer service. We will continue to promote and offer fun tours
So that our customer remembers the experience they had with us and can recommend us to their friends and family. From the moment they meet us, to the moment they leave, we provide courteous and friendly service.
DDTOW is committed to leading the way in customer service and will continue to be a leader among other companies by providing clean buses and friendly, informative, and helpful driver guides.
This plan details the creation and operation of CabinFever Child Fun Center. This plan details the plans for growth and procedures, as well as how to operate, and what infrastructure is needed.
Cabin Fever will offer young families in Bemidji, MN and the surrounding area a quality family recreation center, with jungle gyms, soft contained play structures, slides, and imagination-inspiring play areas for children ages 2 to 5. All equipment is tested and approved. The employees are trained in first-aid and child safety. Parents will have access the special seating areas to observe their children playing safely and actively, even in winter’s coldest and darkest months.
Derek Giesbrecht and Brian Solum are responsible respectively for the design, development, and construction of the daily operations. Soft Play, LLC, is the president of Soft Play, LLC, an indoor playground manufacturer. He has been in Active Play for many decades. Soft Play has become a leader in the Family Entertainment Industry. Brian is a former realtor and father of four. He has more seven years of experience working in the child care sector. Brian will be supported by a team-oriented and customer-focused staff. Cabin Fever will retain a CPA firm for professional company audits, preparation of taxes and payroll, as well as to serve as a business consultant in order to help with setting achievable long-term strategic goals.
CabinFever is projected to achieve $158,000 in first year sales based on current child recreation market prices. If we manage well, we can expect to see a five percent increase in revenue each year. The following ratios are for the first-year:
Gross Margin > 95%
Margin net profit above 12%
Pre-tax Returns on Assets More Than 20%
Net Worth over $76,000 by year three
We will make Cabin FeverՉ۪s success more manageable by:
Funding the construction and operation of the initial operation. All investor capital is held in escrow, until the project has been fully funded.
By reducing overhead costs, you can increase your bottom line profit.
Building a loyal customer base. We have chosen the ideal location using demographics. Our aggressive advertising program will help us achieve our goals.
Establishing community involvement to demonstrate how the business will contribute to a better quality of life.
All payments will come in cash or checks, eliminating the need to invoice or collect.
1.1 Mission
To provide safe, entertaining, fun, and profitable child entertainment facilities for children 2-5 years old in the greater Bemidji, Minnesota area. The facility will encourage children’s growth through interactive play with their parents and peers as well as the facility itself.
To listen to and respond to the needs of customers regarding entertainment, activities, facilities, safety, environment, services and other aspects.
Develop a system of safety, security and accountability on the property between the staff, paying clientele and the general public.
1.2 Keys for Success
Localization
Service
Safety
Cash
1.3 Objectives
In the first year, I aim to attract 30% of my target market for ‘#8220’Cabin Fever 1.5 times per month. Based on demographic and census statistics, this objective would allow me to bring 3,600 children and 1,080 adults into my office in the 1st-year.
Kouros Brothers Ltd. is an importer and reseller of agriculture machinery and implements. We sell A-Z series heavy machinery and systems that are suitable for potato, vegetable, cereal, and sand cleaning. We have also patented and piloted four innovative machinery and systems the last 6 years for Vegetable and Cereal productions. It is also the exclusive dealer and agent for 10 major European agriculture producers. It has been able to establish communication links and export its machinery to the Middle East and Syria over the past three years.
Kouros Brothers Ltd. boasts an experienced management team that is well-versed in the industry and has extensive research experience. Mr. Kouros and Panikos Stella make up the Kouros Brothers Ltd. team. Both owners have compiled a large list of potential customers, vendors, as well as contacts for equipment consignment.
New Opportunity
Last week, it was announced by Ministry of Agriculture, Natural Resources and Environment (MANRE) that EU has made available funding of 256 Million Euro from 65% to 80 % of all units and producers intending to use technological advances to improve the quality of customers’ (Agriculture Producers’); products and to allow them to export their goods to European markets.
We have a good reputation locally, but sales are slow because local farmers cannot buy new equipment every year. This large amount of funding will allow farmers to buy newer and better equipment as a result of Cyprus’s accession to the EU. But local farmers will only consider purchasing equipment they are confident in. The best way to convince them is to show them equipment.
Kouros Brothers Ltd. has good earnings and assets, but we do not have enough cash on hand to buy the wide range of demonstration equipment we need to meet the sales potential created by the upcoming Government funds to our customers. The company will employ local workers and provide training on products and services to help promote sales. The company’s loyal customers are a key factor in expanding its business area through word-of mouth.
Already, we have identified potential customers and communities who are open to trying its new product line. The equipments of the pilot will be used to exhibit at the October International show for Livestock and Agriculture, in Nicosia. And also, the company plans to participate in the Thesalloniki state Agricultural fair that will take place on the 28th January next. The company acts as sole agent and sales representative to Cyprus, Greece, Syria and other countries for various Wheat planting systems.
Funding in excess of PS50,000 is needed by the company to expand the business. To expand the business, additional equipment will be purchased to enable the company’s products and services to be promoted and displayed. The expansion plan also includes the hiring of additional personnel. This loan will be paid back in 6 years, with principal payments of PS5,833/year, at 8.5% interest. This loan is in addition to the existing 10,000 loan that will be repaid within the same timeframe at approximately PS1,666/year.
With this new demonstration equipment and customers well-funded, our projected revenues in Year 1 are expected reach PS274,200. Year 5 will see PS400,000.
1.1 Objectives
Director of Kouros Brothers Ltd. believes that there is a market opportunity in agriculture machinery. This is because existing suppliers of agricultural machinery and implements are not sufficiently diversified to cater to the increasing specialized needs of the potato sector.
The company’s coverage area is constantly increasing, as customers are becoming aware of the company’s presence. European community offers real business opportunities for such expansion. At present, there is 256million Euro available for EU agriculture support and funding. The Cyprus Government has been left with the funds to help local farmers and growers improve their production.
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2 Mission
Kouros Brothers Ltd. mission is to become THE exclusive full-service equipment manufacturer and authorized importer, sales, and service company in agriculture machinery and implements in Cyprus and to expand its business to Middle East, with the ability to satisfy all needs of Livestock farmers and Agriculture producers.
Thus, the company’s strategy is a to create a restricted geographical niche for its products where there will not be potential competitors. Kouros Brothers Ltd. will offer high-quality machinery and equipment for crop mechanization in potato, vegetable and wheat crops at a cost that is comparable to premium-quality machinery manufacturers on the local market.
1.3 Keys to Success
Kouros Brothers Ltd.’s keys to success include:
A high level of quality in its product line.
A-Z Equipment Mechanization Series for Vegetables and Cereals, Potatoes, and Livestock.
Maintaining and expanding its referral networks to increase sales.
Significant investments in research and development of machinery with the aim to focus on precisely controlled equipment (Coriander seed, carrot machines etc. ).
Improvement of efficiency in operations and reduction of crop producer operating costs.
Connect with the Consulting offices for Agriculture and Scientific Support to its Customers.
The machinery and systems of Kouros Brothers Ltd. will help Cypriot farmers, as well as Agriculture producers, to export to Europe and comply with all European directives.
