Advertising Consulting Business Plan


Advertising Consulting Business Plan


Introduction

It is the mission of Marrowstone Advertising Consultants to provide comprehensive marketing consultation and creation of advertising campaigns for the nonprofit industry. It is our long-term goal to become THE preferred advertising agency for nonprofit institutions nationwide. Our firm is not focused on producing a service to our clients. We are committed to building long-term relationships with clients so that the delivery and interpretation of their messages becomes an effortless, thought-provoking experience that leads to action.

The Company

Marrowstone Advertising Consultants is a limited liability partnership that will be registered in Delaware for tax purposes. Its founder is Mr. Curtiss Cole, a former marketing executive with the Boy Scouts of America. Mr. Cole gathered a respected group of graphic arts, marketing, and development specialists, who together have 35 years of combined experience with non-profit organisations.

The company does not plan to become public and has only limited private investors. The company has its main office in Reston. The facilities include a design lab, conference rooms and office spaces. The company will start offering its services from January.

The Services

The firm provides a comprehensive, customized advertising campaign that covers both audio-visual media and printed media. This includes radio and TV ads, billboards as well building advertisements, brochures, direct mail, business cards, and billboards. A proven seven-step process has been developed by management to build a winning campaign.

The company’s main clients will be small and start-up nonprofit institutions and local governments. We believe this will help us better serve our clients, and create a superior service that is greater than any other advertising firm.

The Market

Marrowstone Advertising Consultants will focus on three types of non-profits that operate in the areas of youth development, environmental awareness, and youth development. These are the types of organizations that have the greatest need and/or are best capitalized in nonprofit industry.

The growth and profitability of this untapped market are expected to be strong. This is evident in the fact that the U.S. has witnessed an explosion in non-profits working in new areas, such as environmental awareness, over the past 15 year. We also see a wider gap between these agencies’ needs and what traditional advertising companies can provide due to their greater capitalization.

Financial considerations

You will need to have $122,300 in start-up assets. This includes the cash you’ll need to sustain operations until revenue reaches an acceptable level. Starting expenses are $31,700. Most of the company’s liabilities will come from outside private investors and management investment, however, we have obtained $16,000 in current borrowing from Bank of America Commercial Investments, the principal to be paid off in two years. Charter Bank of Richmond has a $45,000 long-term loan that will be paid back in ten year.

The company expects profitability by year 2, and does not anticipate any major cash flow problems. The company believes that in the first three-years, approximately three projects per monthly will ensure a breakeven point.

1.1 Objectives

The three year goals for Marrowstone Advertising are the following:

  • Achieve break-even by Year 2.
  • The Nature Conservancy is looking for long-term contracts.
  • Establish a minimum of 95% customer satisfaction rate to establish long-term relationships with our clients and create word-of-mouth marketing.

Success keys 1.2

These are the keys to profitability and long-term survival of Marrowstone Advertising.

  • Differentiate our services to nonprofits so that our clients realize that we are able to better serve their needs than a more generic competitor.
  • Establishing long-lasting relationships with clients, and keeping in touch with them is key to building repeat business.
  • We provide a full service experience to our clients, including consultation and analysis of the nonprofit’s goals and target market. Create streamlined, custom advertising campaigns based upon your needs. Complete design of all audio-visual advertising tool, implementation and follow up analysis.

1.3 Mission

Marrowstone Advertising Consultants exists to offer comprehensive marketing consultations and create advertising campaigns that benefit the nonprofit sector. We are not just interested in producing a service to our clients. We value a long-term partnership with them in order to ensure that the delivery and interpretation of their messages is a thought-provoking, effortless experience that encourages action. Marrowstone understands that nonprofit groups and institutions have special needs in delivering their information and messages to the public and creating inspiration to act on these messages.

Holding Company Business Plan


Holding Company Business Plan


JTB Technologies, Inc., is a holding company for three separate sub-corporations, with related but distinct products, services, markets and opportunities. This business plan consolidates the three sub-divisions of the JTB business plan into a well-balanced offering of high quality customer service, branded, well-accepted industrial products, and our own lines of specialty products and secondary services to compliment each division’s efforts. JTB can become a corporation according to the Laws of the Commonwealth of Louisiana within 45 days of receiving funding. In order to provide training for employees and managers, accounting procedures and inventory management, the current plan requires that each subcorporation be opened and maintained in the same place.

JTB Industrials Sales Division provides high-quality Industrial-related products and service to local and nationwide clients in the Automotive and Aerospace Industries and Primary Metals and Machining Industries.

JTB Products and Services Division will design custom tools tailored to the Automotive, Auto Repair, Sports Service, and Commercial Drilling Industries. Additionally, this division will also provide re-conditioning services to clients using our quality products from the JTB product line. This division will be located in the same building as all the others to maximize equipment output and make it possible for the distributorship’s clients to serve them.

JTB Integrated Technologies Division will develop and support a full line of P.C. and Internet-based (software) business applications. Additionally, JTB will develop and support ad-based Internet marketplaces, on-line magazines, custom-developed commercial websites, and other hosted business products tailored to the Industrial marketplace.

JTB Technologies, Inc. will consolidate its operations at one location to maximize profits. JTB&#8217’s divisions are to be located in Richfield Louisiana. This location is convenient to I-82, giving easy access to Texas, Arkansas, Mississippi and Mississippi’s industrial markets. JTB&#8217 was founded in the industrial markets by its management, who also managed RL&I Tool and Machine, Inc., a privately financed company that has been in Missouri since over twenty-five.


Additional points of interest concerning this corporation include:

  • A high percentage minority ownership will permit the business participation in special-interest contract bidding, special employee-training grant procurement and state-sponsored business development bond offering.
  • Management must be able to identify other avenues for business development, including Military or other government procurement fulfillment.

JTB Technologies, Inc, taking into account the current market prices for Industrial Products and Services, is able to generate sales of $1,008,798 through year 2. Good management can lead to a 29% increase in revenue annually.

Each investor’s equity will be determined by the amount of his or her investment.

1.1 Mission

JTB will offer only the finest products and services.

  • Our products will lower customers’ costs and have a longer lifespan than those of our competitors.
  • Our re-manufacturing service will offer our client a solid and value-based purchase, backed up by 100% quality commitments and efforts by our employees.

JTB&#8217 will use its own manufacturing facility to test our products. JTB provides a mid-sized corporate market innovative and cost-effective ways to manage all customer and vendor transactions. This will lead to ongoing savings for users of our products. JTB will be able to expand its services offering by adding value from our manufacturing partners, which will allow it to become a long-term-growth corporation.

Success Keys 1.2

  1. Experienced manager with more than twenty years in the business of industrial distribution and metalworking.
  2. Focused and well-defined long-range goals for longevity. Our plan allows flexibility and growth.
  3. With extensive Engineering experience and strong project management skills, clients can get product and support services in an industrial setting.
  4. Marketing goals that are strong with niche products and services. Personalized services and products delivered with

unique marketing approaches.

  • The startup has very low internal development cost. Management has the ability to supervise and develop all of the projects in this business plan. It can also reduce preproduction costs by using industry partnerships to lower the initial costs for bringing products and services on to market.
  • We have a large base of reliable vendors that can help us in our efforts to market our products.
  • You can draw on previous successful business plans and past experience. Management’s previous business plan helped in closing an SBA package valued at $240,000 for the acquisition of C.N.C manufacturing equipment. The business plan will be implemented and refined by management. Management expects to bring a lot of creativity, positivity, and energy into each of the projects.

    • 1.3 Objectives

    Our primary objectives include:

    1. Integrate your products and services in the market you are interested.
    2. Utilize our technology products to gain market share.
    3. This technology and its support services can be sold.
    4. Our clients receive high-quality products, while we maintain high profitability.

    Regional Airline Business Plan


    Regional Airline Business Plan


    Puddle Jumpers Airlines, Inc., a brand new consumer airline, is in its early stages. It’s being formed to capitalize on a particular gap in domestic short-haul travel. The gap exists in low cost service out of Anytown, U.S.A. Due to the limited availability of low-cost services in and out the Anytown hub, along with the high demand for passenger travel on select routes from Anytown it could be expected that a new entrant airline would take over significant air travel business at this hub.

    Puddle jumpers’ management team has experience in start-ups of airlines. Private Jet Airlines was previously managed by the same management. The company grew from one Boeing 727 to 16 MD80 series airplanes. Four years back, revenues increased to $130million over a 2-year period.

    According to our research, projections and calculations, air travel between Anytown and other cities is sufficient to bring in a significant amount of revenue in the first year. Six aircraft are used and some short-haul routes are included. These figures are based on load factors of 55% in year 1. Expect to double second-year revenues with more aircraft and extended routes. Year two load factors are 62%. Puddle Jumpers plans have the potential to see a faster ramp up than Private Jet. This is due to the nature, demand and routes of the Puddle Jumpers plan. Puddle Jumpers’#8217 target market is more demanding than Private Jet’s growth, so the frequency of Puddle Jumpers’#8217 needs to fly exceeds Private Jet’s demand.

    These sales levels will produce respectable net profit in the first operational year and exponential growth in flight-year two. The first year’s profits will only be a small percentage of sales, but they will increase steadily as a result of the improved economies in year two. As net profit for years four through five, 16% will be the over-all operating long-term profit target. The company’s long term plan is part of the due diligence package. This plan actually shows fiscal year two as the first operational year.

    Before revenue can begin, cash will be burned in the first year of operations. This is because of the regulatory and organizational requirements for a new carrier. To cover these expenses, it is necessary to invest.

    The following chart shows the overall highlights of our business plan during the first three-years. The Gross Margin is very high here, as there are no travel agent commissions or credit card discounts. Although 30% of sales is the standard, travel agent commissions are calculated even though management believes it will be less than 10%.

    NOTE: This sample plan displays numerical values in tables, charts, and other data in thousands (000&#8217);

    1.1 Objectives

    These are the objectives of the Company:

    1. To obtain the D.O.T. F.A.A. Certifications made before or during month eight
    2. To start revenue service at or before year end.
    3. To raise sufficient capital to finance these goals in a timely manner.
    4. In month one, two McDonnell-Douglas MD-80s series aircraft are to be in operation, with four more by the end-of-month four and six by the end-of-month six.
    5. For a total of 18, add one aircraft per year.

    1.2 Mission

    Puddle Jumpers International Airlines, Inc. strives to be a safe, efficient, and affordable airline service provider for consumers. Safety will be our highest priority. We will operate the newest and best maintained aircraft available. We will never compromise on maintenance. We will strive to operate our flights on time. We will provide friendly, courteous and “no frills” service.

    1.3 Keys for Success

    Here are the keys to success

    • Obtaining the required governmental approvals.
    • Securing financing.
    • Experienced management. (Already in operation).
    • Marketing: Managing channel problems, barriers to entry, and/or addressing problems with large promotional and advertising budgets. Targeted market share must be achieved even amidst expected competition.
    • Product quality. Safety must always be our top priority
    • Services provided on-time, within budget, and delivered as promised. It is easy to focus on growth and neglect profits. Rapid growth will be restricted to ensure that maintenance standards are both precise and measurable.
    • Control of your budget.

    In 1996 dollars, the total cost per ASM (available-seat mile) is 7.0 cents or lower. Puddle Jumpers’ ASM factor puts them in the lowest four of the airline industry in the short haul market. US Air, which is the dominant carrier in the Anytown market at 12.0 cents per ASM, is a comparison. Only three airlines have lower operating costs, but they also use older and less reliable aircraft. Southwest currently has the lowest short-haul price in the industry at 6.43 cents an ASM.

    Equipment Rental Sales Business Plan


    Equipment Rental Sales Business Plan


    Equipment Rental, Inc., a Breaux, Tennessee, company, rents and sells heavy equipment, including backhoes, duster, excavators, and trenchers. They also rent small equipment for home and construction such as augers, augers, and chains saws.

    ER has been granted authorization to distribute Hancor Pipes and Stone Equipment. Ramrod Equipment and Komatsu Forklifts are the exclusive South Tennessee distributors.

    ER is a top-notch management company with extensive industry knowledge, extensive research experience and unique administrative skills. Its management team includes Mr. David James (CEO) and Mrs. Sally James. The President/CEO of the company, David James, has lived in Denton Parish six years and has worked in all parts of Texas, Mississippi, Alabama and Georgia. He also has a large list of potential customers and vendors.

    The company will employ two locals in various positions within the shop. ER will contribute to the development of the region by employing local people. The funds would stay in the community, thereby contributing to the overall economy and the development of the entire area. Customers who are loyal help the company expand its business area through word-of-mouth advertising and a lot of ER’s business cards.

    The company’s strategy includes adding to its ever-growing product line. This currently includes Echo and Interstate Batteries homeowner equipment, as well as commercial equipment from Ramrod and Compact S/I Technology and Komatsu industrial equipment.

    The company is in need of a loan/credit to grow its business. Expansion plans include the purchase or construction of additional land/service areas, increasing rental inventory, purchasing a delivery vehicle, and hiring additional personnel such as a mechanic and driver. Proposed revenues for year 1 through 3 are $210,000; $420,000; and $840,000 respectively.

    1.1 Mission

    ER’8217 is a full-service equipment sales and rental company. They also have the ability to serve the surrounding parishes of Memphis and Knoxville as well as Garland, Irvine and Riverside. Therefore the company’s strategy is to create a limited geographical niche for itself where there are no potential competitors.

    ER&#8217’s vision of expanding its service is to reach new areas. As the company’s presence is recognized in more areas, its coverage area keeps growing.


    Feed and Farm Supply Business Plan


    Feed and Farm Supply Business Plan


    This plan, which is based upon 16 years of experience and is very focused, promises to lead to prosperity for both its owners and employees. The projections are based on conservative sales figures. Actual sales may be higher. These projections are accurate and will serve as the budget for your business. Latheethen Feeds, Inc. is expected to make a profit immediately and increase its sales each year.

    Latheethen Feeds, Inc., is a well-established custom food store. The company manufactures custom livestock feeds and bird feed, as well other animal products. Latheethen Feeds, Inc. just expanded its production facility (custom-mill) and is now well-positioned in order to market its workroom product beyond its current client base. The company strives to provide the best customer service and meet the agreed delivery dates. It also keeps the prices in line with current market trends. This business plan focuses on identifying future clients, explaining our marketing strategy, improving internal procedures, and obtaining the financing required to expand.

    Latheethen Feeds, Inc. is located in Pleasantville, Michigan. The company is a privately owned corporation and has been operating for nearly 16 years. The former owners, who live right next to the store, plan to move to Northern Michigan when this transaction is complete. However, since the current owners and new owners are in fact family, the current owners will be around if needed and to visit on a bi-weekly basis.

    The six counties surrounding Latheethen Feeds contain an estimated 14,695 livestock farms, and 20,434 hunters. However, the entire state is an open market once delivery to customers is an option. Latheethen&#8217’s would then have the opportunity to compete with 53,315 farmers for this business. USDA records indicate that the same farms spend nearly a quarter of an billion dollars each year on Michigan’s feed. The company has a less than 1% share in the nearby market. On an annual basis, the company has established $140,000 of the state total. They achieved this without the need for advertising and outside sales. The new owners are focused on growing the business to gain a greater share, $260,000 annually, of the state total.

    The marketing research and tailored marketing strategy described in this business plan will result in after-tax profits of $22,806 in Year 1 and increasing to nearly $30,000 in after-tax profits within three years, despite significant new advertising and renovation expenses.

    Latheethen needs funding to fund two phases of expansion in order to achieve its goals. A $15,000 short-term loan is needed, which must be repaid in two years. This loan will enable us to purchase a delivery truck, a key element of our new sales and marketing strategy. To build the best equine board stable in the region, we will require a $135,000 long-term loan. This loan is due to us in the first year of Year 2. The addition of “Mid-Town Meadows” will not only be another source of revenue, but also another source of feed sales. Mid-Town Meadows is a luxurious, comfortable equine resort that will make our customers feel like they are in their own private world. The theme and decor will have log exterior walls and a formal private clubhouse that overlooks the enclosed arena. You will find the feed store at the main entrance. It is next to a waterfall and company signs.

    1.1 Objectives

    The success of Latheethen Feeds is measured by five main objectives:

    1. With consistent customer service, maintain 100% of your customer base.
    2. Our customer base will be expanded through referrals and aggressive direct sales.
    3. Our product line will be expanded gradually, according to customer requests.
    4. To meet the increasing demand for our custom feed mill, we have expanded.
    5. Expand the types of services offered to our customers, as their desires are identified.

    1.2 Mission

    Latheethen Feeds was established in 1998 by a family.

    We offer the finest premium products and service on the market to our customers. Latheethen’s provides all our customers with the personalized attention they deserve. Our committment to customer service and satisfaction assures us that our customers are 100% satisfied with our products and services.

    1.3 Keys to Success

    The primary keys to the success of Latheethen Feeds are as follows:

    1. Product freshness and quality.
    2. You can choose from many prices.
    3. Constant research of industry to keep knowledgeable of market needs.
    4. Management: products delivered on-time, professional customer service, and managing budgets.
    5. Continuous evaluation of strengths & weaknesses, with adjustments where necessary.

    Child Day Care Services Business Plan


    Child Day Care Services Business Plan


    Kid’#8217’s Community College(r), strives to train its students to become leaders of tomorrow. The college offers a unique curriculum designed specifically for children, as well as first-class childcare services. Our college offers advanced technology programs, tutoring after school, and other activities like arts and crafts, theatre, gymnastics, and dance.

    Timothy Bernard Kilpatrick (Sr.) is the sole owner of Kid’s Community College. His computer science interest and advanced degree are the driving forces behind our technology component. He will be assisted in daily operations by an industry expert, a campus director and a Vice President of Educational Operations, all of whom have extensive experience with child care.

    With inflation continuing to rise each year, the typical American family now requires dual or supplemental incomes. This trend has created the need for quality child-care services. The Riverview, Hillsborough County’s population growth rate is currently over 14.6%. We can anticipate an increase in market potential in this area. In the child care services sector, price, reputation, certification, quality, and service are key factors. Kid&#8217’s Community College(r), is a competitive market player. We offer high-quality child care services at affordable prices and top-notch educational programs with college-educated teachers. We also maintain a great reputation among parents and the communities we serve.

    This is Kid’8217’s Community College(r) daycare business plan. It will be focused on two subdivisions: “Lake St. Charles” and “The Villages of Lake St. Charles”, which are new, upscale communities within a 2-mile radius. They boast over 900 new homes. Our customers are middle-class, dual-income families that value the quality education and child care we offer their children.

    Our first enrollment will be 13 students. We expect healthy revenues to be in place by the end the first year and nearly double that by the end the third. Our biggest operating expenses will be compensation at industry standard rates for our highly-qualified personnel, and rent on our facilities, improved for our purposes during the start-up period. We want to grow to four campuses but our plans are conservative and will be funded with cash flow. We expect a net income to begin in our second-year.

    To these ends, we are putting significant investment in the business, and are seeking a matching amount in the form of an SBA loan.

    Mission

    “Some of the best years in life are the time spent as a child and later our collegiate years…” As working adults in a fast paced society, we sometimes forget just how precious and fleeting those years are.

    With this in mind imagine an alternative for traditional infant, day, and after school care. A learning environment that is activity-based and reflects those at colleges, universities, vocational centers, and other institutions across the country. A college community of professional care givers with the credentials to not only enhance your child’s early social and motor skills, but to also teach them advanced studies in the arts and sciences found at institutions of higher learning. A fun and nurturing care-giving environment that teaches a college-based curriculum specifically for children.

    Now, imagine that this is all you would pay for if you combined conventional daycare with specific interest-based children’s programs.

    Kid’#8217;s Community College is a comprehensive, start-up community college for children ages 4 months to five years. It caters exclusively to children in the 1st-5th grades. The College is committed to providing top-quality caregiving services and a learning environment that encourages children of these ages. The College will respond to the needs of its parents and students with excellent care-giving and instruction, an advanced curriculum, flexible programs, local community involvement and business partnerships.

    The College has a strong commitment to accessibility and diversity. Its open door policy embraces all who desire to provide a better quality of care, preparedness and education for their children. Through a wide range of services and programs, the College strives to offer affordable, top-quality caregiving and education.

    The College is committed taking a leadership position in child care services as well as higher learning and community services. It also promotes cultural diversity. Kid’#8217’s Community College(r), focuses its activities on student success.

    Objectives

    1. By Year 2, sales had almost doubled in the first year.
    2. Maintain a high gross margin of raw material by year end 1.
    3. Open a second campus by the close of Year 1.
    4. Begin franchise effort by end of Year 3.

    Keys for Success

    The keys to success for KCC are:

    • Marketing: Differentiating KCC&#8217’s education and caregiving services from traditional childcare programs and interest activity programmes
    • Service quality: care giving and educational programs provided by degreed and certified educators, child care workers, tutors and subject matter industry professionals in a technologically advanced first-class collegiate environment.
    • Reputation is maintaining a highly respected reputation for excellence caregiving, education and community involvement. It also means being the employer-of-choice in our market for childcare and educational talent.
    • Profitability: Controlling and managing costs in accordance to company goals.

    Telemarketing Consultants Business Plan


    Telemarketing Consultants Business Plan


    Introduction

    Roth & Calder Telemarketing Professionals, Inc.’s mission is to provide telemarketing consulting and create telemarketing campaigns for clients in the Cawleweton area. Our long-term goal is to be THE best telemarketing agency serving the East Coast. Our firm is not interested in simply producing a service for our clients. Our firm believes in building a long-term partnership with our clients so that their message can reach the right people at the right time to ensure effective communication with their market.

    The Company

    Roth & Calder, a limited-liability partnership, will be registered in Delaware to tax purposes. The founder of the partnership is Thomas Roth, who was a former marketing executive at General Foods. Mr. Roth has brought together a highly respected group of marketing, development, and telemarketing specialists who, combined, have a total of 25 years of experience in this industry.

    The company currently has only a handful of private investors. The main office of the company is located in Cawleweton. The facilities include conference rooms and office spaces. The company will start offering its services from January 1st, 2011.

    Potential clients of the company’8217 will be the Cawleweton-area companies. We can service both small and large companies and provide virtually any consultation services in regards to telephone communications with clients.

    The Services

    In order to create the maximum effect for our clients, we provide a comprehensive program for them that may include some of the following services:

    • Identification of Program Objectives, Expectations
    • Customized lists of leads created
    • Market research
    • Telemarketing personnel training and consulting
    • Writing scripts for programs
    • Following-up programs to follow up on successful calls.

    This is only a sample of our services. Every project is different and each one is tailored to the client.

    Market

    The telemarketing industry is, at the moment, a growing industry with most companies having an annual growth between 6.5% and 8%. This is because businesses are becoming more aware of the importance and need for market information. However, long-term analysis of growth rates in this industry shows a cyclical pattern and R&C does not expect this high growth rate to continue.

    Telemarketing is a fragmented industry with many companies offering varying market shares, size, scope and services. A lot of companies are general advertising agencies offering telemarketing services, as well as a wide variety of other consulting services. Many companies don’t realize the potential benefits that outsourcing can bring and instead choose to build their own telemarketing service.

    R&C believes that the greatest threat at the moment is in new entrants to the market who perceive an opportunity in a “high” growth industry. Existing advertising agencies that want to integrate horizontally and enter new markets will be the most likely entrants. The main problem for new entrants is the high switching costs that all companies involved in contracting to telemarketing agency face when they bring on a partner. R&C is aware that this industry has a steep learning curve. As a result, a firm’s cumulative experience with the field and long-term clients will lead to declining &#8220/unit costs.

    Rivalry among different telemarketing agencies as stated before is quite intense. The overall telemarketing industry is stable with moderate long-term growth. Many of the largest agencies are dependent on each other when it comes jockeying to position and market share. It is a competitive industry due to the number of telemarketing agencies, which can seem generic or general.

    The risk of clients integrating in a backward manner to make all of their advertising in-house is one way buyers indirectly control the price in this sector and increase competition between firms. R&C&#8217 must remember this when setting prices and offering services.

    Financial ConsiderationsStart-up assets required include expenses and cash needed to support operations until revenues reach an acceptable level. Most of the company’s liabilities will come from outside private investors and management investment, however, we have obtained current borrowing from Bank of America Commercial Investments, the principal to be paid off in three years. VieilArgent Bank of Richburb can provide a long term loan. It will be repaid within ten-years.

    1.1 Objectives

    The three-year goals for Roth & Calder Telemarketing Professionals, Inc., are as follows.

    • Break-even achieved by year 2.
    • Establish a regional (East Coast), operation area within five years. A national presence is possible within 10 years.
    • For long-term relationships to be established with clients, and to build a sustainable reputation, ensure that our customer satisfaction rate is at least 95%

    1.2 Mission

    Roth & Calder Telemarketing Professionals, Inc.’s mission is to provide comprehensive telemarketing consulting and create telemarketing advertising campaigns. Our long-term goal for the East Coast is to become THE preferred business to-business telemarketing company. Our firm is not interested in simply producing a service for our clients. We are committed to building long-lasting relationships with our clients in order that their messages reach the right people at just the right moment. This will ensure effective communication between their market and their company.

    R&C works exclusively as a business to business company. We provide solutions to companies who want to talk to their customers by phone. These can be in the form of surveys, advertising, conference and seminar invitations, among others. R&C have combined 25 years of experience in working with companies to deliver professional and effective telemarketing techniques.

    1.3 Keys to Success

    These are the keys to R&C&#8217’s long-term viability and profitability:

    • Differentiate our services so that our clients realize that we are able to better serve their needs rather than a more generic competitor or in-house telemarketing.
    • Maintaining a good working relationship with clients is key to generating repeat business and building a great reputation.
    • For our clients, we offer a complete service experience. This includes consultation, analysis, target markets and goals for telemarketing campaigns, creation of customized and streamlined advertising campaigns based upon needs, expectations and implementation. Follow-up analysis is also included.

    Fishing Supplies and Fly Shop Business Plan


    Fishing Supplies and Fly Shop Business Plan


    Kingfishers retail Fly Shop offers supplies, guided tours, fishing/hunting logs and other services to Anglers from all over. We are centrally positioned in the middle this popular area, along Highway frontage of one of the busiest Highways. We are an ideal base camp, meeting place and location for success.

    Ausable Wilfff and Brassie Nymph are now the new owners.

    Our competitive edge is huge. Our unique customer “interest points” and our excellent location give us an advantage in advertising. We are experts in fly fishing these rivers and can stock the best supplies as well as offer expert advice to our customers so that they can really enjoy their fishing vacations. Our welcoming and supportive attitude towards even novice fisherman will turn first-time visitors into repeat customers. We also offer lodging at affordable rates. We are conveniently located between four major blue-ribbon rivers and the famous Trout River. The keys to our success lie in our great location, the ambiance of our store, and most importantly, our attitude.

    This plan will outline what the company needs to launch a successful venture and how it plans to do it. It shows that even using conservative projections, the company will have positive cash flows, tremendous gross margins of over 50%, and steady/solid growth. We will show a modest profit in the first year, and our profits increase steadily. The projections are based primarily on the past performance and profit potential of the business as it was run by its previous owner. These conservative projections show that we will outperform the industry in almost every aspect.

    Sixteen thousand dollars has been contributed by the owners to finance the purchase and renovation of the business. We are also seeking a 10-year loan of $513,000, secured with the owners’ collateral (3 houses), at an 8% interest rate.

    1.1 Objectives

    To bring the business back on track, we have several key objectives. We must achieve these goals in order to maximize revenue and profitability today. These are our goals to achieve this:

    • Through advertising and web presence, double the number clients who visit the door in the first year and increase customer traffic each year by 20% for five year.
    • Remodeling the retail space to increase floor sales by 30% and re-merchandising products in flow patterns will make it more customer- and ‘#8220’-friendly.
    • To take full advantage of all revenue sources in the geographic area by offering Hunting products to the substantiated large number of hunters in the area during the fall and winter months, increasing revenue by at least 25% the first year, 33% the second year, and 40% the third year.
    • Book minimum 125 trips using independent contracted guides and 1 employed guide the first year, 250 the second and third years using independently contracted guides. 300+ will be booked using independently hired and 1-2 employed Kingfishers Outfitters’ License guides. We can also rent 2-3 drift boats out to anglers who do not want professional guides. This will help us increase revenue and gain market share.
    • To gain market share and increase revenue by offering quality lodging at affordable rates in the most attractive location for hunters and anglers. We would accomplish this by building 5 custom log cabins the first year, and adding one cabin per year for three years starting in Year 3. This will allow us to increase both lodging and product sales revenues.

    1.2 Mission

    To provide an Angler’s and Outdoorsman’s shop where the customer is the priority and arrogance is left at the door… where patience is a practice and everyone we meet is a friend… where questions are answered without demeaning glances, and cold stares are unheard of…

    Where you are invited to stop by for a cup and a chat, rather than being asked for money and then escorted out. Kingfishers aims to provide Anglers & Hunters with the right equipment and knowledge and make them return time and again.

    1.3 Keys to Success

    There are four key keys to success in the retail Fly Shop or Hunting Store business:

    • Our central location is within minutes of five major Trout Rivers as well as 4,000 acres of public land. We are located along a major highway that links Yellowstone National Park to Glacier National Park. Also, it is the highway that leads directly to one of the state’s top tourist attractions.
    • Quality/Variety Of Products and Services: Both anglers & hunters can find top-quality, budget-priced goods here. We also offer guide services, boat rental, lodging, and boat rentals. We also offer products and services unique to this shop.
    • Atmosphere This store is situated in a rustic log building that represents our state. It offers a warm and spacious atmosphere, which is conducive to stress-free selling.
    • Visibility/Marketing: Kingfishers is located on one of the busiest highways in the southwest portion of our state. The store is visited by 3000-4000 vehicles each day in the spring, summer, fall months. We will use both passive (billboards etc) and active (direct mail, commercials etc) advertising to draw customers into the store from both in-state, and out of state.

    Financial Services Business Plan


    Financial Services Business Plan


    Green Investments, a financial service firm that focuses primarily on stocks of environmentally responsible corporations, is Green Investments. The Washington-based L.L.C. Sarah Lewis is the leader and Steve Burke is the co-director. GI uses financial research purchased from Bear Stearns and in-house environmental responsibility analysis to make recommendations to clients.

    Services

    GI created a criteria-based system to evaluate a wide variety of companies for their environmental impact. Only financially prudent/performing companies are evaluated, ensuring that its recommendations make both financial and environmental sense.

    Competitive

    GI will leverage the proprietory evaluation system to quickly gain market share. The system is simple and based on extensive research. It provides a quick overview of the environmental performance.

    Market

    GI will be focusing on the niche of environmental investing in the financial services industry. GI faces indirect competition from environmentally responsible mutual funds, which do a similar job in assessing a company’s environmental performance but do not allow for investing in individual equity.

    Management Team

    GI is supervised by Sarah Lewis and Steve Burke who are both experienced managers. Sarah is a graduate in environmental studies. She worked for the Environmental Protection Agency as a researcher and was responsible for environmental impact statements. Steve has an MBA. He worked for Salomon Smith Barney. There he built a large network of contacts.

    GI addresses a previously untapped niche in the financial service market. In year two and 3, GI will have sales of $230,000, $261,000 and $261,000, respectively.

    1.1 Objectives

    • To become the premier environmental investment firm.
    • Attract more people to make investments based in the environmental actions and policies of potential companies. This will result in raising awareness and supporting investments in companies who act on environmental issues.
    • Continue to reduce the cost of investment research that relates to environmental criteria.

    1.2 Mission

    Green Investments’ mission is to become the premier financial service organization that makes investment in companies with outstanding environmental records and practices. Green Investments is able to identify environmentally sound investments through extensive research and well-designed and verified marker criteria. Green Investments will thrive as a company while also having a positive impact on the environment.

    Success Keys 1.3

    • To address the wide range of environmental effects that companies face, you need to develop an accurate and practical set of environmental indicators.
    • Green Investments can only provide high-quality research into financial performance.
    • Price the service so that there is a good profit margin while remaining competitive.


    Golf Course Training Center Business Plan


    Golf Course Training Center Business Plan


    Athens’ Greek Golf Training Centers is a full-service facility. Athens has no other similar golf facility. This plan will be used for defining the scope and making the necessary investments in order to open the facility. It will also serve to continuously evaluate the Greek Golf Training Centers mission and goals.

    The key to success for Greek Golf Training Centers is the ability to market effectively, creating an unmatched “cool” atmosphere where people enjoy themselves, and hiring qualified and knowledgeable staff to aid in the running of our programs and leagues.

    The growing popularity of the golf industry in Greece will see it expand rapidly over the coming years. Greek Golf Training Centers is conservatively projecting a modest net profit in its first year of operation with this increasing steadily by the end of the third year.

    1.1 Objectives

    The main objectives for the Greek Golf Training Centers are:

    1. You can sell 200 memberships the first year, 300 in the second year and 400 at the end of three years.
    2. You will need to organize and develop different teams depending on their level, business type, availability time, etc. so that they can fill the gaps.
    3. Sponsor or support one event in the first year, two in the second year, and four in the third year.
    4. In the first two years of operation, a net profit margin is required.

    1.2 Mission

    The Greek Golf Training Centers consists of a single sport and fitness center that can be used by residents of Athens as well as the surrounding area.

    Our mission is to provide top-quality programs, staff, and equipment that meet the needs of all our members. While generating profits for both the owners and investors, it is our mission.

    Apart from providing excellent value to our clients, the Greek Golf Training Centers strives to create a sports atmosphere that is unrivaled and will bring joy to every employee and member of the facility.

    The Greek Golf Training Centers is committed to the community. We sponsor and host community events whenever possible. We hope that members’ enjoyment and appreciation of golf, fitness and life will increase through the use and maintenance of our facility.

    1.3 Keys for Success

    1. Marketing: We must make the Greek Golf Training Centers a distinguished name in Athens and creatively market our services to each of our market segments.
    2. Atmosphere of facility: By creating an unmatched “cool” atmosphere in the Greek Golf Training Centers through the use of first class equipment and targeting facilities, elegant and comfortable lobby, showers and changing rooms, floors, colors and decoration, people will want to frequent our facility often and recommend it to their colleagues and friends. Additionally, we will have more members.
    3. Knowledgeable/qualified staff and management: By providing the users of the facility with knowledgeable and qualified staff who show genuine concern for the patrons, people will feel comfortable and confident that the Greek Golf Training Centers can meet all of their golf and fitness needs.