This plan contains detailed information for investors and basic business plan information that is required to establish and operate JTB’’s Industrial Sales Division. The Industrial Sales Division is described in detail in the following sub-plan. JTB Industrial Sales, Inc. is one of three sub-corporations of JTB Technologies, Inc., a holding company. It will be established in Richfield, Louisiana in February as a corporation according to the Laws of the Commonwealth of Louisiana.
JTB’, Industrial Sales Division, will distribute premium Industrial-related products and related services to local and nationwide clients in the Automotive and Aerospace Industries. Primary Metals and Machining Industries. Mining and Contractor Industries. Military and Governmental procuring sectors. JTB Industrial will be partnering with many U.S. producers to offer additional support services and special products to our clients to meet their ongoing manufacturing or buying needs. JTB Industrial Sales will join the other JTB divisions to maximize profitability. They will have access to our industrial Products and Services Division’s equipment and personnel to assist our clients.
The management team responsible for the Industrial Sales Divisions development and hands-on-management of the daily operations are Mitchell and Rachel Jeremy. In addition, a team-oriented and customer-focused staff of 3 will support the management team. JTB, Industrial Sales, Inc. has retained the services a CPA firm in order to prepare tax returns and payrolls, as well as to serve as a business consultant for setting long-term strategic goals.
JTB Industrial Sales is expected to earn $325,000 in the first 18 months of its operations based upon current prices within the industrial distribution market. Good management will result in a 24% increase in revenue. The projected ratios at Fiscal Year 2 are solid.
Based on each investor’s investment, the equity calculation will be different. The Financial Plan section below provides a more detailed look at Ratios.
JTB’’s Industrial Sales Division is at risk. Here are some ways you can minimize these risks:
The ability to raise sufficient capital to finance the project through completion.
Lower overhead than expected will increase the bottom line profit. As customer satisfaction is the highest priority, managers will offer ongoing training programs to employees.
Building a sufficient customer base. A great location can be determined using demographics. A full-time staff member will implement a marketing plan to achieve desired results.
It is essential to engage the community in order to demonstrate how business will benefit our quality of lives. Companies will provide facilities for community groups to help them reach their financial goals. School, church, and other groups will be welcomed to reach out to the company and its employees for fundraiser and other activities.
1.1 Mission
JTB Industrial Sales will distribute and support only the highest quality services and products. This is our primary goal. We will work closely with clients to build solid business relationships in the local Louisiana market and the national market. Today’s market requires new approaches to marketing and client satisfaction.
Today’s client demands the best prices and quality from its vendors. JTB’ will provide all the above for the Automotive, Industrial, and Aerospace markets.
1.2 Objectives
The primary objectives for our target markets are as follows:
Integrate your distributed products and/or services into the industrial distributor market
As an industrial distributor, sell products and other services offered by our manufacturing partner.
Gain market share by using technology software and web sites
For many years, we have
A niche has been identified in the assistance of businesses with their production processes and external job costs. These services are to be delivered in a one on one manner. After reviewing the client’s criteria, we make recommendations and provide a quotation.
JTBՉ۪s Industrial Sales Division, will also be a JTB base partner. They will also use the network to promote their products and service throughout our industrial partners. Our compatibility with order processing and information processing will be significantly improved by our custom marketing and order-processing systems.
This technology will allow us to simultaneously place orders to vendors and receive customer requests. JTB will allow larger corporations to use EDI for purchases. JTB will also be able extend the inventory of larger clients, track orders and provide engineering information. JTB Industrial Sales can promote its products and services to all customers in Louisiana and nationwide.
Success Keys 1.3
Experienced in management, with more than twenty-five years of business experience within the Industrial Distribution and Tooling sectors.
Focused and well defined long range goals for longevity. A plan is designed to allow for flexibility and growth.
With extensive Engineering experience, strong project management skills are available to provide product and support services in an industrial setting for clients.
Marketing goals that are strong with niche products and targeted services, products and services with unique marketing strategies and products.
Startups experience very low internal development expenses.
There are over twenty years worth of industry contacts that can be used to assist us in purchasing quality products and marketing our products.
Outdoor activities are enjoyed by women just as much as they do by men. They can hunt, hike, fish and so on. Why should men be denied all the joy? Women don’t like ugly clothes, corsets and tools that rely on men’s strength. Women are equal to their male counterparts. They do not need be identical to men.
Solution
Liquid Culture offers women’s outdoor clothing that is both functionally designed and beautifully made online. Larry Wilson and Maggie Granger are co-owners and operators of Liquid Culture. This operation will reduce inventory costs by having Magic Clothing Company handle manufacturing and shipping. Liquid Culture will handle the order and take payment online. Magic Clothing Company will take the order, fill it and ship it. Liquid Culture will be focusing on the design and marketing its products.
Market
Women’s outdoor wear is now a $1.2 billion market. Online shopping has made it easy to find a variety of outdoor wear for women. But, there is no online store that only sells women’s apparel. Yet.
Social media can amplify word of mouth, especially when it comes to outdoor fashion or women’s health and fitness.
Our messaging will focus on the eliminating the compromises others make and stepping up to the distinctive style of Liquid Culture. Of course, social media will play an important role in marketing our website to customers.
Competition
These are the major online outdoor brands for women, such as Columbia, Patagonia or LLBean.
Amazon.com and major online retailers of generalized apparel offer outdoor clothing for women.
We have also a women-specific competition, titlenine.com.
Why Us
Liquid Culture’s mission is provide clothing that can be used to energize any outdoor activity. Liquid Culture provides comfortable, durable clothing that is both stylish and practical.
Expectations
Forecast
Liquid Culture’s Year 1 line consists of the best fabric, designs and styling on the market. Larry Wilson and Maggie Granger, co-owners of Liquid Culture, have fifteen years of experience between them in the outdoor garment industry. Maggie has been a Senior Clothing Designer for Manic Woman Clothing over the past seven year. Larry has been South Face’s website administrator for eight years.
Our projections here indicate we are generating unrealistically high cash balances. For now, we will leave this out. But we know that the actual results will come using much higher expenses than what is projected here. It will happen, we know that. We therefore leave the estimated costs as-is and create a substantial cushion for more realistic expenses.
Financial Highlights Year-by-Year
Need to Finance
$460K funding includes $260K starting at $130K each, plus a $200K loan.
We estimate $58.5K startup expenses and $401.5K cash reserve to support deficit spending over the first few weeks.
First impressions count. A great haircut is crucial to making a good first impression. Not everyone can afford to spend a few hundred dollars and a few hours to get a good haircut. Budget constraints are a common problem for many families. These people need to have a place to go for this stuff.
Solution
Cranium Filament Reductions will stand out by providing superior customer attention. Cranium is known for its “quick Salon” model, which has lower margins and is focused on delivering high-quality customer service.
Market
The hairstyling market is highly fragmented. Regis Corporation owns a number of franchises and caters to all market segments. Regis Corporation also operates thousands of small-scale salons with very limited scope and limited services. This makes for a highly competitive market that has low barriers to entry and exit. The low switching costs mean that hair styling clients have a significant advantage. Many companies have tried to achieve market share through one strategy. Cranium believes it’s possible to offer a differentiated customer service with improved customer service for no significant cost if you provide the right incentives to employees.
Competition
The buying patterns of men and women are quite different. Men tend to be more concerned about convenience and cost. Men usually care less about the task involved in getting their hair done. They prefer the easiest way. Women, on their other hand, get more involved in hairstyles and are more likely to form close relationships with their stylists. They are also more loyal to their salon because they feel closer to them. When a stylist earns their trust, they are more inclined to trust them with their hair.
Why Us
Cranium Filament Reduces’#8217’s mission is to provide affordable and convenient hair styling. We are here to serve our customers. Everything else will follow this principle. Our services will exceed the expectations of our customers.
Expectations
Forecast
This is a service company so it doesn’t generate high profitability. The people who work in it make a decent living.
Financial Highlights by Year
Financing Needed
The required financing is $105,000 This includes a $45,000 loan as well as owner investment (Susan), which is $60,000.
Cigar World is a company that aims to sell ‘#8216’ the ‘The Fine Cigar,’ a cigar with high quality at a very affordable price. This flagship product will be introduced at the Retailers Tobacco Dealers of America’s (RTDA) Las Vegas. It will be offered in three forms: short filler, premium bundle, and boxed premium. Cigar World is a Raleigh-based company. We aim to revolutionize the industry and produce high-quality products with affordable prices.
Cigar World, like any business, is open to taking risks. The company is working to determine trends in the industry, the needs of the customer, and how best to address the needs of the customer. Customers should expect exceptional service and products so they come back for more.
Our products target a high end market of males between 25-65, mostly professionals earning medium to high income. We will focus our efforts on retailers, wholesalers and catalog companies.
We believe that after the necessary funding is obtained, the company can capture 5-10% of the bundle premium market in the United States and Canada and up to 5% of the world premium boxed market in an 18 to 24 month period. This market share represents revenue growth of $2,000,000 in Year 1. It rises to $8,000,000 in Year 2 & $13,050,000 Year 3.
1.1 Mission
At Cigar World our mission is to revolutionize the industry by producing high-quality products at affordable prices.
1.2 Keys of Success
Provide unmatched customer service. We take pride in addressing customer needs beyond their expectations, and in a timely manner.
Our industry-leading quality control system will allow us to launch the company and compete with other companies on the market.
We believe we have the fastest turnaround times. This coupled with our production flexibility will allow us to accommodate any customer regardless of size.
The #8216Fine Cigar#8217 premium cigar is the most elegant in its class.
Cigar World is part of the American Wholesaler Marketers Association and the Raleigh Chamber of Commerce and has been listed with Dunn and Bradstreet.
Paintball games are the next big thing within the sporting industries. As the #1 sport for growth, paintball is up more than 84% to 9.4 million U.S. players within the past five years according to the National Sporting Goods Association. Harquebus Paintball, Inc., (HPI), will be a small retail company that focuses on paintball in Bombarde County, Ourstate. The prime location of HPI is ideal because it has only two other paintball shops that are not as good as HPI, creating very little competition.
HPI will focus on the sale of quality paintball equipment like guns, parts/accessories and apparel. They also host local tournaments and provide quality services such repair and upgrade of products. To serve the customers needs, all employees must be knowledgeable in the various types of paintball. HPI will have an extreme advantage over the little competition that does exist, as it will have an online store, very competitive pricing, carry a much greater selection, host sales and promotions, gift cards, and membership benefits.
Harquebus Paintball’’s current opportunity to get into the unique paintball industry is unbeatable. This market is relatively new and expanding quickly.
Future Goals and Expectations – HPI’s future goals include a significant expansion through physical storefronts as well as unique high-quality paintball field locations. They also plan to dominate the national retail paintball market. Harquebus Paintball will be the “Best Buy” in the retail paintball market.
Keys to Success. HPI believes that there are certain key factors to success. For example, you must have a product selection, be able to sell products, and have a strong knowledge of your industry.
Ownership. HPI is owned by its CEO Padraich Peard and COO Geoffrey Gunnar. The CFO Petra Pistolero is responsible for day-today operations like inventory upkeep, accounting and financials. Dolores Derringer is responsible for HPI’’s advertising. Claude Carabinerie is responsible for HPI’s service section.
Requirements : HPI will need start-up funds to purchase start-up assets. This includes expenses such as advertising, corporate identity/forms and remodeling. expenses/assets.
Products: HPI will sell a wide variety of quality paintball products such as guns/markers, paintballs, upgrades/accessories, apparel, magazines, paintballs, and hoppers via its physical and online store. You can only get repairs or upgrades to your equipment in the physical shop.
Market: HPI’s market audience will be males, ages 12-24 that actively (actively = plays at least once a month) play paintball in Bombarde County, Ourstate. HPI’s market research revealed that about 3.9% of Bombarde County men aged 12-24 play paintball. 2,144 players. According to the NSGA National Sporting Goods Association, paintball has increased an average of 16.8% per yr over the last five years. HPI believes this is not a fad. They expect paintball to continue to grow in strength and stability throughout the nation. HPI’s marketing strategy includes a strong and rapid approach to its local market. They will be able to dominate it from the beginning and compete with other players through local advertising, giveaways at grand openings, sales, contests, and local advertising.
Industry – The industry of retail paintball includes both online and physical dealers (HPI). Online and physical dealers have their pros and disadvantages. The cons of being a physical dealer include a low product concentration and limited pricing competition. HPI will take the cons of physical/online paintball dealers and turn them into pros, in which Harquebus Paintball will become a dominant paintball retailer.
Retail paintball has many factors that can influence purchase decisions. These include product features and reputations, word of mouth, availability, pricing as well as up-sales, cross sales, and impulse purchases. HPI will make use of all these factors to increase sales, and improve profit margins.
Advantages: HPI will have many advantages over the competition such as hosting sales and promotions, gift cards, membership discount cards, product servicing, online store, larger product selection, an attractive clean store, team sponsorship, and tournament hostings. These advantages will increase Harquebus Paintball’s chances of winning customers.
Marketing Strategy: HPI’s sales strategy will help it gain and maintain customers. It will include sales, promotion, gift cards, membership cards and product selection, all which are not available to the local competitors. HPI projects explosive first year’s sales, and a corresponding net profit.
Web Plans: HPI will have an online home at HarquebusPaintball.com, where potential customers can view and purchase in-store products all from home. Customers will also have the option to buy online and pick up their merchandise from the store, which will eliminate their shipping charges and waiting period on their products. HarquebusPaintball.com will host community paintball news, and have an employee login so that employees may check online for certain duties they may have, and their work schedule. Advertisement for HarquebusPaintball.com will be through in-store banners, TV and radio, web banners, and search engines.
Break even. HPI estimates what HPI needs to sell each month in order to make ends meet with all its liabilities and expenses. HPI does not expect any trouble with meeting this obligation as long as the “keys to success,” and certain goals and objectives listed throughout this plan are achieved. Rent, utilities, insurance and payroll taxes are the current expenses and liabilities.
The purpose of this plan is to provide in-depth detail on how HPI will achieve everything stated above, from its marketing plans to its projected revenues all the way to its web plans.
1.1 Mission
Harquebus Paintball will work hard to ensure its customers are satisfied with their purchases, promotions, sales, excellent services, and, in the future with beautiful tournament-like fields and friendly staff who are highly qualified in the field.
HPI will always be responsive to customers’ needs. Our research department will constantly be providing the store with updated inventory, current trends, improving on areas our competition has already advanced on, and providing what the competition does not.
1.2 Objectives
Harquebus Paintball has two sets of objectives, “short-term” which will be the main focus for the first three years of operation, and “long-term” which will mainly be ideas for the next four years, or until the short-term objectives have been met. The new HPI’s primary objectives will be the longer-term “ideas once the short term objectives have been met.
Short-term:
Your goal is to be the top Bombarde County paintball retailer, servicing at least half of the area’s paintballers.
Host the best promotions, sales, selection, tournaments, servicing (repairs/upgrades) of any paintball store in Bombarde County.
Sell product/service the first year at a rapid-fire rate, sufficient to meet HPI’s approximate break-even revenue.
Sales will increase by 10% every fiscal year
Open a high-quality paintball facility and another HPI retail location in southern Bombarde County.
Long-term:
You can open three additional Harquebus Paintball retail and field stores and shops, one in northern Bombarde County; one in Howitzer County; and one in Cannonade County.
Franchise Harquebus Paintball stores are located throughout Ourstate. From there, you can access the entire U.S.
1.3 Keys to Success
Harquebus Paintball’s success will be determined by the following seven factors:
Sales and Promotions – HPI will offer weekly and monthly sales and promotions to attract customers and outperform the competition. A ‘#8220’ grand opening sale will also take place to attract potential customers.
Selection HPI will offer a broad range of products, ranging from expensive brand names to affordable generic-name brands. HPI will have an 80% larger selection than its current competition.
Service HPI will offer all kinds of popular service in a prompt fashion, such as gun repairing and gun upgrading.
Knowledge HPI’s staff will have a comprehensive knowledge in all areas of paintball. Gun-tech’s and servicemen will be extremely skilled in the field of repairing or upgrading any type product. All staff members need to be available and able answer any question about retail paintball, as well giving wise advice.
Position: The HPI’s location is within a three-mile radius of OPC and Musketeer Paintball, two of the three most popular paintball courts in Bombarde County.
Reputation The HPI must have credibility, integrity, as well as a good name by completing all five of the factors.
Advertising – Each quarter, HPI will use radio and television to advertise the HPI brand and bring in new customers.
The Miami Beach Film Society, a not for profit 501(c),(3) organization, is expanding to finally have a permanent location, The Miami Beach Cinematheque. This will be not only the home but also the office/headquarters of MBFS’s annual event, THE FESTIVAL FOR FILM FESTIVAL: The Miami Beach International Film Festival, which will debut in its second year of operation. This plan is focused on the first two years of operation. First, the Cinematheque will be opened with a strategic start up #8220 Foundation Circle. Second, the Cinematheque will be run through creative programming and sales.
We are looking for funding to increase our donations and for initial start-up expenses. These expenses include rent, equipment, and other issues. We will continue to generate revenue annually through memberships, admissions into programs, product sales, fundraising activities, state grants, city, county, as well as state grants.
We have already made several strategic alliances to various businesses and organizations that will either help or have contributed to the success of the Cinematheque, MBIFF and MBIFF. Our business goals for the Cinematheque’s first year were in five major categories:
It was a success.
Earned revenue is generated from ticket sales, product, and service sales, as well as additional fundraising.
Keeping gross profit margins high;
Raising substantial percentages of revenue from grant sources to develop and maintain membership level;
Outreach is an important goal to reach various audiences.
The mission of the Miami Beach Film Society is to offer a cultural alternative to commercial film, to promote and celebrate the artistic elements of the medium, and to foster and promote the art and craft of filmmaking. Included in the mission will be special consideration for the cultural diversity of Miami Beach. The Cinematheque will be a base to utilize, enjoy, learn, and discover. It will also be a place where people can feel welcome and respected, and that focuses on the creation of new ideas and creativity.
MBFS has been organizing special events for many decades. This has been possible through collaboration with other cultural institutions and creative programming that takes advantage of the uniqueness and marketing skills of Miami Beach.
The Cinematheque’s products and services will complement its main mission to offer a cultural alternative to commercial film-going. Creativity and imagination will drive the quality of the merchandise and service offered by the Cinematheque. The result is a unique cinematheque experience. The Miami Beach Cinematheque’s experience will be unique. The Miami Beach Cinematheque will offer a variety of creative programming such as “/Food & Film – Movies To Eat For”, “/Yoga & Film”, and “/Cafe Con Cinema”. These programs combine the most interesting and provocative aspects from our varied local culture. They are complemented by high quality merchandise which serves as educational souvenirs as well as reference material.
Our core market for Cinematheque is the person who is passionate about cinema and appreciates alternative options to commercial offerings. This core market exists across all the main markets. We have detailed information in the Market Segmentation section. While our target markets are based primarily on the largest percentage of the pie, we would like to also develop smaller percentages. Therefore, certain markets are being targeted to provide that support.
There is no South Beach organization currently providing the services and focus that MBFS will offer for Miami Beach. The Cinematheque, which replaces The Alliance “’arthouse”’ Cinema on Lincoln Road, is filling a vital gap in alternative programming. They will be happy to learn that programming will be targeted at them, but with an entirely different package. To squeeze seven nights out from an audience that supports only one or two movies a night, we will include programming such as “Views From Underground” and “Foreign Film Fridays” in our programming program. These programming programs are targeted at niche markets and outreach to underserved audiences.
We have a clear direction because of our focus on film, and other related arts. We are the most trusted source for information about cinema and photography in Miami Beach. The Cinematheque will be the main venue for film appreciation, enrichment, and enjoyment of all the related arts and activities tied to the art of film. Marketing will place emphasis on the Cinematheque’s benefits and how to enjoy them. Through our diverse range of programs, a fresh experience for frequent visitors will provide an ongoing development in the appreciation, enjoyment, and education that the Cinematheque offers.
The key areas of our marketing strategy are membership development, The Cinematheque Newsletter development and other direct mails, telemarketing and on-site marketing.
MBFS launched a major fundraising campaign in order to help with the initial start-up costs of the Cinematheque. Each need will be strategically matched by a potential donor. It can start with construction costs and end with festival grants. The areas of fundraising include the Start-Up Donor Drive, grant development, fundraising events, hiring fundraising professionals, and sponsorship agreements, as well as research of other film festival operations.
The Miami Beach Cinematheque website, www.mbcinema.com, will show the creativity of the film society. All pages will be linked to strategic directional links to help with sales. The Miami Beach International Film Festival website will be separate, www.miamibeachfilmfestival.com, and the two sites will mutually benefit by being linked at many strategic points.
After being run for years by a Director as well as a Board of Directors, the Cinematheque’s opening will allow the expansion of the team to include an Operations manager. The Director will still assume this position until the need arises to make it paid. Volunteers will continue to be involved in many capacities. The volunteer Board is a key part of organizing this area. Each of them will play a part in the management of a particular area. As the Miami Beach International Film Festival’s (MBIFF) development approaches, the team will be ready to take on the larger project. Potential managers will also be available for paid positions when needed. The Director and Board will expand and develop the Board of Trustees (Trustees), a volunteer group that provides expert advice, donations of in kind, and products and/or services.
Founder and Director Dana Keith, Director of the Miami Beach Film Society since 1993 when he founded the non-profit organization, is uniquely qualified to run this project, which he has developed since incorporation. He has two bachelor’s degrees, one in Cinema (emphasizing film history, aesthetics, and criticism), and one in Fine Arts (emphasizing graphic arts with photography/photolithography), from the University of California, Santa Barbara. His film exhibition experience includes managing the Arlington Center for the Performing Arts in Santa Barbara and The Red Rock 11 Theatres. These theatres were once the largest in the world. His research for Cinematheques in Europe over a period of ten years has influenced his interest and helped him to develop the concept ideas for the Cinematheque and film society. Experts consider his collection of souvenir programmes from all over the globe covering the entire history and cinema to be one of the best in the world. It will be an important part of the Cinematheque’s marketing, education, and exhibition.
The Board of directors has been in place for years. They have served in many capacities and helped make MBFS a vital part of Miami Beach’s cultural scene. Actress Barbara Pergament –′ Chairman, Lucille Accella of Northwest Airlines –’ Secretary/Treasurer. Marybeth Smith with DeNiro Realty and Cristiane Roget, AP+Films International’s Legal Consultant, and Seth Finkel, Esq. – Legal Consultant have all been long time volunteer supporters, and will now be even more instrumental in the expansion of the Society, helping to develop the Board of Trustees, and helping to guide the organization.
In line for important positions on the team include future Programmers/Production Directors
Juan Carlos Zaldivar. Rhonda Mitchellrani. Juan Carlos Zaldivar, director/producer was awarded his BFA and MFA film studies at NYU Film School. He also served as a juror to the Sundance Film Festival’s short film category and directed the Sundance trailers.
How To Make A Bird, How To Make A Tree,
And
How To Make A River
. He was elected a Sundance Film Institute Fellow that summer. Juan produces for PBS.
The Life
. He teaches at NYU’s Undergraduate Film Program. He is also a member of National Association of Latino Independent Producers.
Rhonda L. Mitrani, Director/producer/editor, is graduate of the University of Michigan, BFA. As a post coordinator for Marvin’,’s Room and Modulations she began her film career at Miramax Films. As editor, she was principal on such films as Hit and Run, and edited for the Internet company Pseudo Programs and recently for the film The Suitor. She is a regular ABC News editor. Cuba Mia is her first feature documentary.
Aleksandar Stojanovic, CWS Productions Technical Coordinator, Grants Consult Pola Reydburd and Paulo Sadri, TMG Productions Special Events Producer, International Film Festival Laison Sandy Mandelberger and Jesse Rodriguiz North and South American correspondent, are all part of this team. This international team will be a key part of the Cinematheque’s success. As we progress, the team is expected to increase in size.
The balance sheet and all tables in this plan indicate a balanced but adequate growth of net worth. It also shows a satisfactory financial position. The yearly and monthly estimates are included in several topic areas, and in the appendix.
This plan allows for continued growth. MBFS will continue development of the Miami Beach International Film Festival. After the first year, it will grow into a major international festival. The Cinematheque will thrive as an addition to Miami Beach culture.
1.1 Objectives
During the first year of the Cinematheque, our business goals are:
To open Espanola Place with a basic buildout. The in-kind or monetary donations of suitable partners, individuals and companies were greatly appreciated.
Earn over $10,000 in monthly earned income from ticket sales to different programming, memberships and retail sales in many departments, outreach, meeting spaces fees and related services and other fundraising.
Maintain a strong gross margin of at least 60% in sales of products or services.
To receive at least $10,000 in the first year from newly developed funding sources such as grants that will come over time depending on deadlines and qualifications.
To develop and maintain a strong membership base at different levels of donorship.
To develop an outreach program to include new markets and open the doors for the ultimate programming objective: The Miami Beach International Film Festival. It will debut just months into its second year.
1.2 Mission
Miami Beach Film Society’s mission, which is to create a cultural alternative to commercial film, celebrate and promote artistic elements of the medium as well as foster and support the art of moviemaking, is to be the home of the Miami Beach Film Society. The Cinematheque will serve as the home for MBFS and provide a historical and unique environment that will allow the Society to fulfill its mission.
Included in the mission will be special consideration for the cultural diversity of Miami Beach and the world, and the Cinematheque will serve as a base for the promotion of the inclusion of international elements, with the ultimate display being The Miami Beach International Film Festival. The Cinematheque will become the base for film and arts appreciation for a wide spectrum of local cultural communities and visitors alike. It will be a place to use, enjoy and learn. It will also be a workplace of inclusion and respect, with a main focus on the development of creativity and ideas.
Quaestor Services has been formed by Sheila Claflin as a sole-proprietorship. This plan serves as a guide to financing, start-up, and management of the new business. It also provides the basis for measuring. Below is a summary.
The objectives of Quaestor are to generate a profit, grow at a challenging and manageable rate, and to be a good citizen in the community.
Quaestor’s mission is to offer products and services that are high-quality, protected and affordable.
Quaestor’s key ingredients to success are a range of business services and products as well as personal contact, timely, accurate, and one-to-1 relationships.
Whelnoan Insurance Company is the main provider of products. Small business owners will benefit from the financial and accounting services.
The local market is large and open for this type of business. Plainstate’s Whelnoan Insurance Company is second in market share, with 23%.
The first year of operation is a success. Over 85% of the new and established insurance business will renew each year creating compounding growth in sales of over 200% with limited increase in operational expense.
The highlights chart below indicates that the plan is geared towards rapid growth. It projects a profit in the second year, and will continue into the future. Quaestor Services can become a profitable enterprise by following this plan.
1.1 Objectives
Quaestor Service’s main goals are:
To generate enough prosperity for the owner as well as employees, to provide a secure and comfortable life.
Growth is to help the business grow at a pace that is both challenging but manageable.
Citizenship “to be a social asset for the community and to give back to those less fortunate.
1.2 Mission
Quaestor Services offers insurance products and business services with high quality and competitive pricing. We are committed to forming a lasting partnership with clients that respects their needs and goals.
Our clients will measure our success by their faith in our ability to deliver their price, service, or expertise.
1.3 Keys to Success
The keys to the success for Quaestor Services are:
We offer a variety of services and products for business that are accessible, affordable, and understandable.
Personal contact and service that meets or exceeds the expectations of our clients.
Services and products that can be delivered promptly and accurately.
Building relationships with clients is key to fostering business renewal.
A reputation for integrity and honesty in the community
Calico Computer Consulting is in the process of being formed as a sole proprietorship owned and operated by Doug Burham. This plan is designed to guide you in starting and running your new business. Following is a summary of the main points of this plan.
The objectives of CCC are to generate a profit, grow at a challenging and manageable rate, and to be a good citizen.
CCC has the mission to provide small office computer users with reliable technical assistance.
CCC’s key to success is marketing, networking, responsiveness, quality, and generating repeat clients.
Although the initial service will only be technical assistance per hour, retainer contracts and projects may be offered in the future.
While the local market for this business is not new, it’s still open for new and growing consulting firms.
The viability of this venture was evaluated initially using financial data. It showed great promise and excellent results. Many sources claim that the computer consulting industry is very easy to set up, requires very little upfront capital and can be very profitable in today’s highly tech world.
As you can see, the plan is projected to grow rapidly and generate high net profits over three years. Calico Computer Consulting can quickly become a profitable business by implementing this plan along with a detailed marketing strategy.
1.1 Objectives
These are the objectives of the business plan:
Provide a written guideline for the management and start-up of this computer consulting firm; a strategy framework for developing a comprehensive marketing plan.
The intended audience of this business is the only one; the plan is , not for obtaining financing from other sources.
This plan will provide monthly projections for the current year as well as summaries each year for the two following years.
Calico Computer Consulting aims to:
Profit To make enough profit to finance future expansion and provide the resources needed for the company’s other objectives. (A net profit of at minimum 45% from sales during the first year.
Growth To grow the company at a pace that is both challenging yet manageable. Leading the market with innovation, adaptability and flexibility. Grow from 24 to 35 billable hours/week by the end of Year 1, to 35 hours/week by Year 3.
Citizenship Contribute 5 Hours per Week as a Volunteer, and give 5% of the pretax profits back to charity
1.2 Mission
Calico Computer Consulting’s mission has been simple and straight-forward:
CCC’s primary purpose is to provide rapid, reliable technical assistance for local businesses/small offices/home-office computer users. CCC provides solutions and results.
Vision – By providing fast response, informed expertise, and consistently high quality solutions, CCC generates enough satisfied repeat customers to provide a stable retainer base. This allows the owner to make a comfortable living.
Mission – The short term objective is to start this company quickly and inexpensively, with a minimum of debt. The long term objective is to grow the company into a stable and profitable entity that the owner can easily and comfortably manage.
Marketing Slogan: #8211 “Calico Computer Consulting can be your computer paramedic …”.
1.3 Keys to Success
Calico Computer Consulting is a success story because of these keys:
Marketing and Networking: Getting your name out there. -TOMA
Respondentness (being a computer paramedic available 24/7 with quick response time).
Quality (getting the job done right the first time, offering 100% guarantee).
Establishing relationships (regarding repeat customers and retaining them).
Abbey Electronic Services is a full service electronic repair business that opened in Montclair’s Cherry Grove Section. The Cherry Grove Shopping Center was completed during the opening. Harry’’s Electronics, and Olson’’s Appliance Superstore were the tenants of the center. They signed third-party repairs agreements with Abbey Electronic Services. Abbey Electronic Services has been authorized to provide warranty service for certain manufacturers.
Abbey’, in addition to its business clients will be open for repair of consumer electronics. Cherry Grove’s residential neighborhood has seen explosive growth which will make it a strong customer base.
Richard Abbey has 25 years’ experience in the repair of consumer electronics. His reputation of excellence is well known and he is a highly respected instructor in electronics at the college’s Electronics Engineering Technology course.
Abbey Electronic Services will be able to employ Richard and two other electronics technicians.
1.1 Mission
Abbey Electronic Services aims to offer high-quality electrical repair services with a focus on convenience and rapid service. Abbey Electronic Services has a computerized inventory monitoring system that ensures critical parts are always on hand. This allows for a balance inventory and maximizes inventory turnover. Abbey Electronic Services also has strong relationships to regional vendors that can ship major parts quickly (most times within 24 hours).
Abbey Electronic Services strives to build strong professional relationships with all customers. Our company is committed in providing honest, fair and reliable service.
Success Keys 1.2
The keys to success at Abbey Electronic Services include:
Excellent, efficient, and convenient electric repair services.
A strong professional relationship with customers.
The Connecticut Motorsports Business Association (CMBA) is a non-profit trade association for motorsports businesses in Connecticut. CMBA works with businesses to increase and improve motorsports business in Connecticut.
Organization
CMBA was established in 1974 by the Connecticut Motorcycle Dealers Association. In 1992 the association expanded to allow motorcycle accessory shops full participation in the Association. The name was changed in 1995 to the Connecticut Motorsports Business Association in recognition of the other motorsports products, such as personal watercraft and ski mobiles, that our members sell and service.
Our management team consists mainly from the officers and board of directors of CMBA, who work closely together with the executive director. A professional lobbyist assists us in achieving desired outcomes and keeps us informed about legislative activity. The work will be split among committees, and the executive director may have to add staff to the Association’s management team.
Services
The CMBA offers a range of services for motorsport businesses, including the coordination and scheduling of a variety activities and events. These include monthly dinner meetings to share information, a spring bike show, the winter conference, seminars, an awards banquet and an annual Connecticut SuperRide.
In addition we provide direct services to motorsport businesses that include professional lobbyist services to represent our members with government agencies, communications in the form of a monthly newsletter and regular monthly meetings as well as special bulletins, and group benefits such as coordinating our members’ dealings with insurance companies and distributors for rates and discounts.
Among the services that are planned for the future include a group medical plan for all members, a buying plan, bringing CMBA members onto Internet for consumer sales, inter-member product distribution and permanent rider education, and the development a Connecticut Motorsport Park.
The Market
Research shows that the motorcycle market has seen a seven-year increase. This includes all types of motorcycles. Today’s retail sales make more than 3.5x the amount of money that was produced in 1983. Powersports research showed that 56% of motorsports customer turn to their local dealer for their routine service work. If they have the right tools, this creates tremendous opportunities for small businesses. Our potential members are small businesses that have limited marketing and training resources. With sales and management training, as well as marketing information or marketing aids, we can help them increase their earnings and maximize the return on their investment.
Connecticut has over 100 businesses involved in motorsports. In addition, there are potential associate members outside the state, such as manufacturers, distributors, insurance companies, and others who service and sell to our members.
Since CMBA’s goal is to bring together all interested parties in the motorsport industry, the company plans to have a broad target market with management focusing on franchised dealers, independent accessory and repair outlets, insurance companies, distributors/manufacturers, and other interested parties.
Financial Considerations
Our main strategy focuses on the growth and expansion of our membership. A large membership base generates revenue through dues, and also positions CMBA to be the true representative for Connecticut’s motorsports industry.
We want to fund growth only through cash flow. We recognize that this means we will have to grow more slowly than we might like but that no assessment of members or borrowing is necessary.
Our funding on membership and other services is expected to increase from more than $195,000 the first year to more than $263,000 the third. In the next three year, our net surplus will rise slowly but steady. Cash flow is expected to remain healthy. We will use any surplus for legislative activities or marketing activities.
1.1 Objectives
Fivety members for year one and sixty for year two
To support full-time employees and expenses, the net annual income must exceed $60,000
1.2 Mission
The Connecticut Motorsports Business Association serves as a trade organisation for motorsports business in Connecticut. The CMBA is committed to improving the motorsports industry climate in Connecticut. It is an industry representative and advocate that is well-respected.
1.3 Keys to Success
Connecticut motorsports industry trade association has been around for over 25 years.
One of the few state motorsports organisations with a paid executive director/association manager firm.
Connecticut is a small country, making it ideal for member visits and meetings.
