Youth will be catered for! For the past 10 years, Christian music has made strong inroads in every area of popular music except for the vital and chaotic world of Heavy Metal music. Heavy Metal Praise Records will focus only on recording Christian Heavy Metal performers, promoting their success in the popular mainstream of Punk and Ska music.
1.1 Objectives
Sign and record 2 new Heavy Metal bands within the first year.
Release the first CD from each group within the first calendar year.
Create a strong distribution system that will facilitate CD sale.
To ensure that our music is distributed as widely as possible, it is important to establish strategic alliances.
1.2 Mission
Heavy Metal Praise Records was born out of the efforts of three committed Christians who established the Skate Ministry in 2003. The Skate Ministry is a group of 10 adult skateboarders who spread the word of God to young skateboarders during the weekend at various skate parks throughout the area. The majority of these young skateboarders range in age from 12 to 18 years. Heavy Metal is the dominant music in the skateboard community. This music is heard at all local skateparks. The group recognized from the beginning that the music was encouraging selfishness and violence in the skateboard community.
Heavy Metal Praise’s mission is to introduce Christian Heavy Metal bands to the target audience that gives the same musical intensity of popular Heavy Metal bands but with a more positive, constructive message that will move young people to a closer relationship with God.
1.3 Keys to Success
Delivering Heavy Metal acts that the target audience will love.
Access the music distribution network that connects Heavy Metal artists and skate culture.
Access the existing distribution network of Christian music, which will give you a ready-made market for Heavy Metal Praise Records Artists.
RQM Technologies, (RQM), is an exciting startup company in the emerging field of Personal Tracking Devices. Industry analysts Ovum Research and ABI Research believe that this market will reach $22 billion within the next five-years.
Products and services
RQM will distribute and develop miniaturized Personal Locator Devices, or Personal Tracking Devices. Initial production of our devices will be outsourced, but we plan on developing the software and systems in-house. In the future, we may also make our products in-house. Unlike our competitors, we have military-inspired proprietary technology (patents applied for) which allows many of our systems to work with or without the presence of cellular towers, enabling their use anywhere in the world, including cities, deserts, oceans, lakes, mountains, or anywhere else adventurous travelers find themselves. They are small and easily programmable, which makes them unique. Our systems are customizable by the end user to fit their individual needs.
Market
Our primary target markets include, but are not limited to, the family consumer, channel sales to original equipment manufacturers (OEMs), businesses tracking shipments or vehicles, the military, and the political arena. Because of our unique proprietary programming capabilities for each individual unit, we have already received indications of interest from several of these target markets, including one branch of the U.S. Military.
We predict our systems will also appeal strongly to families concerned about the safety of their loved ones. Unfortunately, child abductions are on the rise worldwide. Every day, more than 2100 children are reported missing in the United States alone (FBI National Crime Information Center). At the other end of the age spectrum, there are 4.5 million Alzheimer patients in the U.S., 60% of whom (2.7 million adults) wander away from their homes at some point, unaware of their surroundings. Our devices are expected to reduce both these numbers and potentially save lives.
We have over 500,000,000 potential customers. We will now focus on a realistic three-year goal of approximately 99,000 users around the world, which will result in many millions of dollars in sales revenue.
Management
Andrew F. Siska and Steven M. Bloome are long-time associates. Their unique synergy is what makes RQM Technologies successful. Steven M. Bloome, a veteran in Sales and Marketing Management, has more than 25 years experience successfully entering new markets, partnering other companies in win/win situations, and creating a national presence for companies. He is also a skilled entrepreneur when it comes to launching new product. Andrew F. Siska has over 20 years of experience as a Chief Electro Engineer. He is considered an expert in his field and has designed devices for military and medical imaging systems.
RQM Technologies will increase their sales by increasing sales to millions of dollars within two-years by focusing only on our strengths and on key customers.
1.1 Mission
RQM Technologies’ mission is to become the leading vendor of Personal Locator Devices worldwide. RQM Technologies will be the most trusted supplier of potentially lifesaving Personal Locator Devices by combining innovative technologies, minimization, affordability for end-users, programming capabilities and easy use.
1.2 Keys for Success
The keys to success in this business are:
Product quality and efficacy in real-life situations.
Use next-generation technology to improve on current systems and distinguish ourselves from our competitors.
Marketing is the process of identifying and removing barriers and channel problems, as well as resolving issues with advertising and promotion budgets that are preventing our target markets from entering.
Management: products delivered on-time, costs controlled, marketing budgets managed. There is a temptation to increase
Growth at the cost of profits. We will watch this temptation carefully to ensure that we are living up to our goals.
In order to control start-up costs more effectively, you need to maintain a controlled growth.
RQM Technologies requires start-up funds, partnership with value-added investor/partners to maintain these key elements. It also needs accomplished C.-Level management, product branding, increased reach into target markets and affiliation with the right channel partners. Competitive intelligence is required, as well as appropriate use of emerging technologies.
1.3 Objectives
RQM Technologies identified three types objectives that can be used to help the company achieve its ambitious but achievable goals. They are:
Business Objectives
To be the best vendor in the emerging Personal Locator Device Industry.
To reach profitability within one year of the company’s launch.
To develop additional profit centers like programming, training, seminars and ancillary items. Within the first two year.
Financial Objectives
In the second year, product sales will increase to several million dollars each.
Increase the gross margin and maintain it at a high level through the third year.
Improve inventory turnover on an ongoing basis, until “just-in-time” inventory is standard by the third year.
Marketing Objects
You can increase market penetration by focusing on targeted marketing.
Expand target markets with controlled growth.
RQM Technologies’#8217’ name and products can be brand-known.
Position ourselves as the leading Personal Locator Device company in the world.
Compton Geotechnical Associates Inc., (CGA), will provide innovative solutions to geological engineering service throughout Maine.
CGA will expand its reach into the limited geographic area, where it can use its staffs’#8217 collective reputation to secure long-term contracts that are centered on cost efficiency and excellent service. We believe that our limited market can be served better than larger businesses and we offer better packages at a cheaper price than similar-sized competitors.
The Company
CGA will be a Delaware limited liability partnership for tax purposes. Its founder is Mr. Martin Compton, an ex-head of Wilson and Brown, Inc.’s engineering geology department. He has assembled a respected group of engineers, geologists, and graphic artists who have combined 35 years of industry experience.
The company does not plan on going public and has only limited private investors. The company has its main offices in Augusta, Maine. The facilities include a soil/rock and water testing lab, conference rooms and office spaces. The company will start offering its services from January 1, 2011.
The company’s major clients will include large construction companies as well local and state governments. By focusing our attention on institutions with special requirements, we believe we can better serve clients and produce a superior geo-engineering service that is more efficient than other firms.
The Services
CGA provides comprehensive geo-engineering services for our clients. Our services fall into two main categories of geotechnical engineering services and construction monitoring/laboratory testing.
These services include slope stability analysis, surface and groundwater evaluations, bluff analyses, laboratory analysis for soils, rocks, and groundwater as well as load testing and settlement analysis. Each project is customized to our client and its scope, length, depth, reach, and cost are unique.
The Market
This market is full of potential, especially because many potential customers are required to perform geotechnical surveys and monitoring prior to construction.
For the past twenty-years, the industry of geoengineering has experienced rapid growth. The industry has grown at an average rate of 22% per annum over the last five years, according to the Journal of Hydrology & Geoengineering. Each of the handful of well-known companies is made up of thousands and smaller consulting organizations. These companies range in size from multinational corporations with a strong brand to small local businesses that employ tens of thousands.
Financial considerations
Start-up assets required are [see Start-up table]. This includes expenses (see Start-up Table) and cash to support operations until revenues are acceptable. The majority of the company’s liabilities will be sourced from outside investors and management investment. However, we have [see Start-up Table] current borrowing from Bank of America Commercial Investments. The principal will be paid off within two years. Charter Bank of Augusta has a long-term mortgage of [see Start up Funding tableau] that will be paid off within ten year.
The company anticipates reaching profitability in the first year and doesn’t anticipate any cash flow problems. The average profitability per segment per month will be $8,000. This is our conservative estimate. We expect that about three projects per month will guarantee a break-even point.
1.1 Objectives
Compton Geotechnical Associates (CGA), has the following three year goals:
Breakeven in year two
At least four clients should be signed up for long-term agreements.
To establish long-term relationships, and to promote word-of–mouth marketing, you should aim for a minimum of 95% customer satisfaction.
1.2 Mission
CGA’s mission is to offer innovative geological engineering services, and to establish long-lasting relationships with clients. We provide excellent services in a timely manner and at a cost-effective price.
1.3 Keys to Success
These are the keys to CGA’#8217’s long-term survival, and profitability:
Create long-term contracts that demand constant monitoring or on-call services.
To maintain a close relationship with clients and to establish a long-lasting, productive relationship with them in order to generate repeat business.
Provide a complete service experience for clients that includes consultations, field work and laboratory work. We also offer in-house design and analysis. This allows us to monitor geo-hazards and provide follow-up monitoring.
The idea of keeping pictures in a scrapbook is not new. Unfortunately, acidic and wood byproducts in paper can damage photos. In recent years new technology in acid-free and lignin-free paper has revolutionized this method of preserving photographs and has made “scrap booking” even more popular as a hobby. Today’s scrap books are creative, colorful, decorated with everything imaginable, and really tell a story…your story. It is a fantastic way to preserve and showcase precious memories that may otherwise fade in the dusty boxes of photos under the mattress.
While scrapbooking is becoming a popular hobby, it can also cause frustration when supplies aren’t available. Local craft stores who don’t specialize in the field may only carry limited inventory. Additionally, clerks in local craft stores may not have enough knowledge and experience to answer your questions or show you the different scrap book techniques.
It’s Scrappy! They will provide a wide selection of scrapbook supplies at reasonable prices. Owner and employees will aim to keep up to date with the latest scrap book products, tools, techniques and other information. This will allow them to become the go-to source for all things scrapbook related in their local community.
1. Keys to Success
Supply availability:Offering the customer supplies that are not available locally to make It’’s Scrappy! their number one choice for all scrapbook supplies.
PricesIt’s Scrappy! is competitive in pricing and will try to offer the best prices for the majority of scrap book categories in the area. We have developed a system to monitor the pricing of competitors and compare it with prices from our suppliers. This will be continually reviewed and updated to ensure we achieve our lowest possible price.
Classes:It’s Scrappy! will offer a wide range of classes to teach customers of all ages and skill levels in the art of scrap books. The staff will stay abreast of the newest scrap books techniques to help customers create memorable scrapbook pages that they can be proud of.
Page Design Customers who don’t have time to create scrapbooks can get help from It’s scrappy! provides one-on-one consultations that will allow them to design and produce their scrapbooks pages.
Our store can be found in a fast-growing neighborhood that will continue growing with more new businesses opening each day. It is centrally located and easy to access. There is ample parking.
1.2 Mission
The mission of It’s Scrappy! is to to create a pleasant, fun environment to help our customers create scrap books that will solidify their photo memories and preserve them for lifetimes to come.
1.3 Objectives
To focus on customer service, stock your store with items you can’t find anywhere else.
Our supplier’s prices and the price of competitor products will enable us to keep our prices somewhat lower than our competitors for most of our supplies, which will attract more customers to our shop.
By attending classes and subscribing, you can stay on top of the most recent trends and techniques within the scrap book world.
E-commerce is growing rapidly, and so do the returns processing needs of manufacturers and merchants. The average rate of returns for Internet-based companies is 9%. In the next year, returned merchandise amounted to $1.5 billion. Each transaction involves financial processing. Many require physical shipping, as well as processing the goods upon receipt. This can be a major hassle.
Solution
NoHassleReturn.com seeks to position itself in a strategic partnership with online merchants, web hosting companies and portals as well as shipping companies and online payment agent such as credit cards issuers. The strategy will offer reduced or free shipping for all returned merchandise because of demand aggregation. This will increase the acceptance of the strategy by consumers and result in more revenue for all participants. The proposed program is therefore a win-win solution to all parties involved. Additionally, the website and software architecture will be wireless-friendly. This will allow consumers to use the service from their mobile phones.
Market
E-commerce continues to grow and the amount spent online on goods and services is increasing. Online revenues increased by more than 300% in the past holiday season (20 November to 19 December) according to Shop.org. This was far beyond expectations and well above what Shop.org and Boston Consulting Group had expected. According to a study that included 30 retailers, the number of orders increased by 270% in categories such as apparel, books, music, specialty foods, electronics, and home and garden. According to the study, online sales are growing at 145% per year and online retailers’ revenues were projected to exceed $36 billion for 2013. An earlier study conducted by Ernst & Young, before the holiday frenzy, already estimated that total revenues for online retail and consumer products for the calendar year just completed were around $25-30 billion. Currently, the average rate of returns for Internet-based companies is 9%. The value of returned merchandise will reach $1.5 billion in the next year. This is a great opportunity.
Competition`
The company expects to compete with three types: Direct
Others will follow us if we are successful. Our most worrisome competition would be combining delivery and/or courier services, like something of this type owned or partnered with UPS or FEDEX.
Internal
The first competitors to the new service are the online retailers themselves. They are considered internal competitors because NoHassleReturn.com must form partnerships with retailers to provide its services.
NoHassleReturn.com will give retailers at least one selling opportunity while they are on the Web; something that a carrier partnership cannot offer. NoHassleReturn.com serves as a demand-aggregator, and can arrange the necessary agreements to provide consumers with reduced or even free shipping for all returned merchandise.
Channel
In reverse order to the paragraph above, service providers like Mail Boxes Etc. and PostNet may try to forge strategic partnerships with numerous online retailers to simplify the return process.
Why Us?
Our mission, to improve customer service and retention of online merchants as well as increase their sales, is to help them achieve their goals. We aim to enhance the image of online merchants and encourage online shopping growth. We do our best to improve customer satisfaction and the communication process between retailers with customers.
Expectations
Forecast
NoHassleReturn.com has a solid financial foundation that is both conservative and very promising. Once they are up and running and sign up some merchants as customers, NoHassleReturn.com will quickly gain momentum and generate impressive sales.
Financial Highlights per Year
Financing is Required
We need $50,000 in order to begin. Two owners will provide this amount to us, which we can use to begin $25,000 per person.
Machine Tooling is a Kansas City, Kansas based company, whose mission is to be successful by effectively utilizing the philosophies of high quality, advanced techniques, and customer service.
Machine Tooling worked hard over the last two years to build its infrastructure, and to provide the systems necessary to manage a large amount of business. We have worked aggressively to construct walls, make electrical advancements, and other leasehold improvements to establish the business. A team of skilled employees has been assembled to assist with many tasks. These people are highly skilled and experienced.
The company has manufactured and designed automated systems and machines that are ready for the market. We have built strong relationships with our customers to complement this. We plan to continue to offer value-added services to customers and integrate the business vertically to support these improvements.
Machine Tooling has a management team with direct knowledge of the industry, extensive research experience, and unique administrative skills. The company’s management team is made up of people with broad backgrounds and experience in manufacturing, finance, and automation. The management staff consists of Mr. Peter Newton, CEO, Mr. John Abbot, president, and Mr. Chris Manuel, vice president of Marketing.
Projected revenues for Year 1 to Year 3 are $1.9 million, $4.1 million, and $5.3 million, respectively. Machine Tooling will continue to grow in a steady manner and attract more customers. It also plans to be in a better negotiating position. To provide the financial strength needed for the company to achieve its goals, Machine Tooling has decided to go public.
The company is currently seeking $500,000 to expand. These include:
Marketing of new product lines
Growth into new markets.
Additional equipment can be purchased
Machine Tooling’s sales potential will improve if the company goes public. It will be possible to reduce the company’s overall debt burden by removing it. Machine Tooling can enjoy a competitive advantage in comparison to other similar-sized firms that are not carrying debt. Machine Tooling is expected to be a stronger competitor in the manufacturing industry market due to its expansion and higher burden rate. Machine Tooling’s financial strength will enable it to create a wider range of customers, which will lead to increased sales revenue. This represents an opportunity for company growth.
1.1 Mission
The company’s mission is to succeed by effectively using the philosophies that emphasize high quality, advanced technologies, and customer service.
1.2 Keys for Success
It is vital that the company provides excellent customer service and prompt delivery. However, the company’s continued success will depend upon securing new customers in the targeted market segments.
Burly Skate Shop offers new apparel, shoes and skateboarding to the Salem/Suburb youth. Our goal is to offer clothing, shoes, boards, and accessories in a chic, industrial environment. Our store will exemplify the latest in cutting edge products and trends. We aim to be the leading retail store serving this market and will do everything we can to make it so.
Suburb’s only skateboard shop is ours. Suburb’s market research shows that local skaters are dissatisfied with the retailers in their closest cities. Our goal is to capture 80% of the market and create a central hub for shopping activity for skateboarding residents as well. Burly will be found at 1234 Skate Rd N Suburb Oregon. This location places us squarely in the center of the residential and social areas frequented by our target market. We believe that this location is critical to our initial success and long-term growth.
Burly will be owned and managed by Ollie and Nollie Casperflip. Nollie Casperflip, the merchandising manager, has been the Founder and Executive Director of Operations for a foster-care and family advocacy group for the past 18 years. Nollie is a graduate of two master’s degrees and has taught 9 years at a local college. Ollie Casperflip, personnel and marketing manager, has been the Executive Director of Administrations for the same foundation for the past 11 years. Ollie Casperflip has a Masters in Administration and has been a skateboarder since he was 14. Both of the owners have vast experience working with people aged 12-25. Aside from raising their son (an ex-skateboarder), Casperflips’#8217 work in foster-care brought them into daily contact and interaction with parents and children that age.
Based on solid market research and conservative sales projections, we expect a net income of more than $6,000 in the initial year. It will rise to close to $20,000 in the third year. The owners contribute $5,600 cash and $1,200 in short term assets to support the plan. To meet our startup needs, we are looking for $50,000 more in short-term loans. These will be repaid over three year.
1.1 Mission
Burly’s mission is to offer the best quality, cutting-edge, and the newest merchandise in an industrial-chic environment where skateboarders can socialize and learn from one another about the latest trends. Our intention is to enhance the skateboard culture in our communities, by promoting drug-free and violence-free events in our communities.
1.2 Keys to Success
Burly has found the following keys to his success:
Sell skateboarding products to customers that are up-to date in terms of clothing, boards, and equipment.
Provide custom services, such as tools to apply and fix new parts and grip application in-store so customers can continue to buy and refer friends.
COMMUNICATE through our customer base using print magazine, newspaper advertisements, and postcard mails. We promote skateboarder events, and invite pro and semi-pro skaters to be sponsored by manufacturing companies. Another avenue for marketing is our website.
ESTABLISH a highly visible, accessible, friendly, and interactive website for all of our products and services.
Ensure that Burly’s values are followed through every day management practices so that a growth-oriented and successful business can be developed.
1.3 Objectives
Burly has three clear goals for the next five year:
The end of the fifth year saw four stores being established in prime retail locations.
Toyota Honda GM Environmental Engines believes that the future cars of tomorrow will be more efficient and less polluting. Environmental Engines Toyota Honda GM, which is led by Jack Anderson (mechanical engineer and environmental guru); Jim Handy (public relations consultant); and Frank Lee Good (environmental lawyer and corporate attorney), will climb to the top of auto sales. We invite everyone to join us in driving this exciting new technology.
Our strategic focus will attract energetic early-adopters who are #8220′ energy pioneers and #8221 environmentalists. The growth rates of each group are exceptional, especially for the younger generation. Toyota Honda GM has a competitive advantage by specializing on zero-emission vehicles and has franchised every auto maker that could be offered. Toyota Honda GM’s Environmental Engines Toyota Honda GM will be a preferred alternative to fossil-fuel burning transportation systems. Sales among environmentalists will rise by 50% every month as visibility increases for our vehicles.
First, profits will be repaid to business to cover overhead costs associated with purchasing inventory. Then, to the rapidly expanding photovoltaic recharge station and mechanic’’s workshop, and finally to repay initial investments. In order to stock the showroom floor, inventory is purchased in advance. To outfit each salesperson, executive and mechanic with a zero-emission vehicle for their personal use, they will pay for it. They will attract more customers, increase their future growth, and spread the savings by investing in a zero-emission vehicle.
This chart highlights how this exciting opportunity is. GM was expecting a 50% monthly increase of sales. The company sold six cars the first month and had a modest gross margin. It also expected a rise in net profits and gross margins in the second and third years.
The sky will be brighter with the success of our company. But, the sky is not the limit for our market dominance. All these profits can be reinvested in research and development which opens the door to a secondary role for Environmental Engines Toyota Honda GM (a patent holding company/clearing house).
1. Keys to Success
The keys to success with Environmental Engines Toyota Honda GM include:
Marketing – overcoming barriers to entry and partnering locally with consumer and environmental groups to solve problems with advertising and promotion budgets.
Product quality.
Management: products delivered on time, costs controlled, marketing budgets managed. There is a temptation to fix on growth at the expense of profits.
1.2 Objectives
During the first three years, Environmental Engines Toyota Honda GM aims to:
To create a car dealership with a respectable gross margin in environmentally-friendlier automobiles.
To develop a discerning and informed consumer base in new automobile buyers throughout the surrounding metropolis who will exercise their buying power to support a 100% yearly sales growth of automobiles with greater fuel efficiency standards and lower rates of carbon monoxide emissions.
To achieve 1,000 unit sales of environmentally-friendlier automobiles in year one.
Stabilize the fuel-efficient automobile market by increasing market share by 15% within three years.
1.3 Mission
The mission of Environmental Engines Toyota Honda GM is to provide early adopters and the younger generation within the Ann Arbor community with environmentally-friendlier automobile choices and to convert traditional new automobile buyers into conscientious consumers who are aware of external as well as internal costs associated with automobile transportation. We are looking for courageous early-adopters that see themselves as “energy pioneers”, the younger generation and environmentalists. These principles will make everything fall into place if we follow them.
Southeast Racing Parts (SRP) is a small, North Carolina-based automobile racing parts brick and mortar and mail order organization. SRP will continue to be small to give customers unparalleled attention. Southeast Racing Parts becomes the leading destination for novice racing parts and entry-level parts.
The Market
Southeast Racing Parts has an exciting opportunity to participate in a growing market. In the USA, motorsports have seen a rapid growth over the past decade. It is now the fastest-growing sport in the USA. The market is worth approximately $1.5 billion annually. Recent research shows that 385,000 people have participated in organized motorsport events. This includes more people who “souped” up their cars but still haven’t compete in organized events. Motorsports coverage on TV has increased significantly, helping to drive growth. SRP has chosen the Carolinas as their preferred location due to its record population growth. It has increased 25% in the last 10 years.
Organization
Southeast Racing Parts was founded on the belief that satisfied customers are essential to the financial health and success of an organization. SRP will do everything possible to make sure that every customer’s expectations are met in all transactions. Southeast Racing Parts is committed to being a part of the local racing scene, through sponsorship and participation.
Products and Services Delivery
SRP will operate both as a brick and mortar business serving the local community, as well as offering a catalog with mail order service. The four-color edition will be the standard. All subsequent editions of the catalog will have to be analyzed in order to determine whether it is cost effective. SRP offers engine and chassis replacements for a wide range cars. Safety equipment and set-up equipment will also be available. In addition to the most popular brands, there will be a wide variety of generic labels parts. SRP will provide services such as coil rating and scaling for race cars.
Financials
Southeast Racing Parts expects to be profitable beginning in month 1. Margins are forecasted to be respectable. Year one sales will be remarkable with a steady increase rate for the first 5 years.
Southeast Racing Parts is a promising opportunity. This company combines a customer-centric business model with thriving industry. Motorsports is becoming increasingly popular in the United States with more and more people becoming active participants. Even for those who are not true participants, it is now “cool” to have your car “tweaked out” even just for aesthetics. An investment in Southeast Racing Parts is a high growth, reasonable risk opportunity.
1.1 Objectives
Southeast Racing Parts is the best place to buy entry-level/novice race supplies in the Carolinas.
To reach our final goal, we will increase our initial gross profit margin by at least 1 percent per year.
To sell a substantial amount of product the first year.
To maintain a solid rate of growth per year for the first 5 years.
1.2 Mission
Southeast Racing Parts’ mission is to provide high quality products with competitive prices. We aim to create a strong partnership with our customers and employees as well as our suppliers, that respects each other’s goals and interests.
We will always strive to supply the consumer’s needs. Therefore, we will continuously review the market and make improvements to what is currently available.
Our customers will define success as their trust in us and their ability to deliver on their price, service and selection expectations.
1.3 Keys to Success
We must be able to succeed in this industry.
Participate in racing events, such as at local races tracks, regional and national tradeshows, or attend functions.
Our products must be delivered promptly
Our customers are treated as individuals, and not the ‘#8220What’s your customer#8221 mentality of large mailorder companies.
Silvera & Sons roasts green Arabica coffee beans in Brazil. The beans are then exported to American specialty roasters. We will expand production capacity from 72,000/60kg bags per year to 120-160,000/60kg per year. Our coffee stands apart from other coffees. We only roast the top five percentage of Arabica coffee beans on the planet, in terms quality standards. Customers love this product because it allows them to differentiate themselves from specialty roasters. In the past six years, demand for our coffee has exceeded the amount we are able to supply and we have been forced to refuse requests for larger shipments.
In the first year, we expect growth of 30% and sales to exceed ($BRL) our expectations. In year three the plant will run at maximum capacity and based on the current price of coffee we expect excellent profits ($BRL). According to current importers, we have good indicators that the extra beans will be exported.
Our keys to success include:
Establishing and maintaining relationships with American importers as well as Brazilian coffee brokers and wholesalers.
In three years, bring the new facility to maximum productivity.
Our profit margin will increase with the improved technology used in the new facility.
Through targeted communications, we communicate effectively to customers and potential customers our position as a distinguished provider of Arabica beans of the highest quality in the world.
1.1 Objectives
Silvera & Sons aims at:
Increase production and sale from 78,000/60kg bags per year to approximately 100,000/60kg bags per year in the first year of operation at the proposed facility and reach maximum capacity of 120,000/60kg bags per year by year three.
Sales will increase substantially within the first year.
Establish strategic partnerships with 10-10 American importers at Los Angeles, San Francisco and Seattle.
The next three years will see an increase in gross margins.
1.2 Mission
Silvera & Sons Ltda seeks to serve coffee importers and enthusiasts by exceeding minimum acceptable quality standards and by providing the highest quality product at the lowest possible price. We value the relationships we have with our customers, both current and future, and want to show our appreciation by providing exceptional, guaranteed product quality, personalized service, and efficient delivery. Honesty and responsibility will be our commitment to Brazil and its customers.
1.3 Keys to Success
These are the keys to Silvera & Sons’ success:
Establishing and maintaining relationships with American importers as well as Brazilian coffee brokers, wholesalers and distributors.
Bringing the new facility to maximum production within three years of operation.
The use of better technology in our new facility will allow us to increase our profit margin.
Effectively communicating to customers and potential customers our position of a distinct provider of Arabica beans of the highest quality in the world.
