Contemporary Ti Design designs and manufactures unique titanium jewelry. Contemporary Ti Design offers a variety of designs, including earnings, pins and pendants. Steve Artificer designed and produced all the products. The company has set the following goals for marketing and production over the next three-years in order to grow the business and reach the desired market penetration:
The utilization of Contemporary’s designs in at least 40 different galleries.
Increase the number and quality of designs by 8% each year.
The Company
Contemporary Ti Design is a custom producer of titanium jewelry. Contemporary Ti Design offers a variety of jewelry options, including pendants, pins, and earnings. Steve Artificer makes all the pieces. The business will be located in Steve’s home. Steve sells the items through his website and select galleries. Steve hopes to hire a representative to deal with customers within the first eight months.
The Market
The jewelry industry is highly fragmented with thousands and thousands of artisans competing for distribution contracts and fame. Some artists work locally and distribute elsewhere, while others are part of national distribution systems. Some artists will design products for larger companies to manufacture, others will design and make the pieces themselves. Here are some examples of Contemporary Ti Competition:
Artists create designs that can be manufactured on large scale and distributed across the country.
Companies with their own designers. This is where all the work is done in-house: design, marketing, and wholesaling.
Artists such as Steve who design and make all of the pieces themselves, and then do the wholesaling or retailing themselves.
Contemporary Ti Design will be focusing on two distinct groups of customers. One is the end-consumer, the other are galleries, which can be used as distribution channels. The end consumer will be interacting with Steve via his website as well as through personal contact at exhibitions/shows. The exhibitions and events will allow visitors to meet with the galleries (museum shops and jewelry stores).
Financial Considerations
Steve Artificer has provided equity capital for Contemporary Ti. In the first year, we will surpass our break-even point. Based on sales in the next three fiscal years, conservative projections show that annual revenue will be $75,000 by Year 3 The company expects the cash balance to stay healthy.
1.1 Objectives
The following objectives are set for the initial three years of operation
To build a company that manufactures jewelry with the goal of exceeding customers’ expectations.
Contemporary’s design in at least 40 different galleries.
To increase the number of designs offered by 8% per year.
To develop a profitable/sustainable home-based company.
1.2 Mission
Contemporary Ti Design’s mission is to create innovative pieces of jewelry made from titanium. Our mission is to keep customers happy and attract new ones. Everything else will follow this principle. Our services will surpass the expectations of customers.
Scan Lab Medical Imaging offers a wide range medical image scanning services for New Bedford, Massachusetts.
The Market
Scan Lab will target insurance carriers. To set up contracts for medical scanning service providers, insurance companies will use a process called a submittal. Because 99% are billed by insurance, these contacts are essential in today’s medical world. This process is governed by insurance companies. Scan Lab understands how important it is to get insurance companies approved and will work hard in order to get approval for all the popular insurance plans.
Once Scan Lab has been approved by an insurance company, it will rely on referrals of physicians to point their patients to Scan Lab. Doctors may refer patients based on a variety of factors, such as geographical location/convenience, types of scans, accepted insurance plans, and other factors. It is crucial to establish strong marketing and sales campaigns to alert doctors to Scan Lab’.
Scan Lab provides a wide variety of radiology-based, medical scanning tests. Scan Lab offers the most advanced equipment and expert medical training to assist physicians in referring patients to Scan Lab.
Management
Dr. Carolyn Jones will manage Scan Lab. Dr. Jones is a radiology specialist who received her medical education at the University of California San Diego. Dr. Jones performed her residency at John Hopkins, also nationally recognized for their radiology program. Dr. Jones has been practicing radiology in Boston for 13 years.
1.1 Mission
Scan Lab is determined to be New Bedford’s leader in medical scan technology. This will be achieved by friendly service, flexible acceptance of insurance plans, and accurate analysis.
1.2 Objectives
To capture 40% within two years.
To reach profitability within two years.
To double sales in the third year.
Success keys 1.3
Only buy medical equipment that is in high demand within your community.
Provide friendly, prompt service with accurate readings
You must maintain strict financial control to reduce the capital cost of medical imaging equipment.
The Pacific Valley Sport Medicine Center, which will be serving the greater Southerlin region, will soon open. Dr. John Meeks is a former chiropractor who worked at the Nichols Wellness Center. He will open his own office in the Center. Dr. Meeks is joining the Center that will have the city’s best and most respected sports injury specialists. The Center’s team of sport injury doctors sought his addition.
These physicians are responsible for 70% of Dr. Meek’s referrals. Dr. Meeks will now be able to solely focus on sport injuries, which will increase in the Center’s new location.
1.1 Mission
Sports Chiropractic’s mission is to promote the health and well-being for Southerlin athletes by providing quality, accessible chiropractic care. We use a service that emphasizes trusting, respect, confidentiality, compassion. We are committed to providing high-quality chiropractic care that is delivered in collaboration with a medical professional. We are further committed to the philosophy that we exist for the customer/client.
1.2 Objectives
To continue developing, strengthening, and improving the Center’s chiropractic services.
To reinforce the Center’s dedication to chiropractic services.
Increase the number of referrals from physicians at the Center.
Recommendations can be made into repeat customers.
Inspect Abode offers residential home inspector services in Eugene, OR. Inspect Abode offers complete home inspections and additional services such radon testing or electromagnetic field testing. This service will be offered to home buyers as well as sellers. Real estate agents who have established strategic relationships with Inspect-A-bode will be the majority of the sales.
In order to reach projected profitability, the company’s two major goals are the utilization/reference of Inspect A-bode in at least five of the top 15 real estate brokers in the area, and to increase the number of clients sold by 20% per year.
The Company
The company will be owned and operated solely by Mr. Chek Dominicile. Mr. Domisile, has 12 years of industry experience. These years of experience will be leveraged to develop a competitive advantage, along with an unapproachable level of professionalism.
Selle Domisile, Chek’s wife, will become a paid consultant. Selle has been working as a residential realtor for over 10 years. Selle will leverage her existing connections to generate referrals for Inspect A-bode. The company has no plans to hire additional employees and all accounting, bookkeeping and other tasks will be done by subcontractors.
Services
The company has a wide variety of inspection services. These services include foundation analysis for cracks and settlement, as well as moisture influx. Plumbing inspections that look for deterioration, leaks, and check for appropriate water pressure. The company’’s electrical inspection focuses on loose wires and shorts as well as shock/fire hazards and proper function of Ground Fault Interrupt(GFI) receptacles. Inspections of interiors check for proper heating, insulation, ventilation and vapor barriers. They also look for pest infestations, carbon dioxide hazards, dry rot and dry rot. Asbestos testing, radon and electromagnetic field testing are all options.
The total cost for the service ranges from $200 to $400 depending on the size and layout of your home.
Market
Eugene’s home inspection market is fairly large with about 20 companies. Many companies are small and provide a standard service. The items are all identical, as is the price.
Inspect A-bode will be focusing on two general groups of customers. Real estate agents will be the first. A financial incentive will be offered to the agents for referring Inspect Abode customers through their strategic relationships.
Inspect Abode can also target sellers and buyers. Both of these groups can benefit from an inspection on the house they want to sell/buy. These people will be targeted by Inspect Abode through targeted advertisements, which will increase visibility for Inspect Abode.
The company will launch a campaign advertising in Yellow Pages publications and in publications home buyers regularly read.
1.1 Objectives
Inspect A-bode’#8217’s first three years of operation.
To build a service-based business whose number one goal is to exceed customer’s expectations.
The utilization/reference of Inspect A-bode in at least five of the top 15 real estate brokers as listed in the Eugene Chamber of Commerce book of lists.
Superior performance can increase the number of clients sold annually by 20%
To develop a sustainable home business.
1.2 Mission
Inspect A-bode’s mission is to provide high quality residential home inspections. When we adhere to this maxim, everything else will fall into place. We will exceed your expectations with our services.
Wright’s Dental Laboratory is being established with the goal of providing dentists with restorations of superior quality and value. We offer all the state-of-the-art esthetic materials. We are known for our excellent products and exceptional services.
Wright’8217;s Dental Laboratory knows that every dentist is an individual and every practice is unique. We will take the time necessary to understand your casework. Examine each doctor’s situation. To summarize, we take the time to get to know our patients before we suggest a solution. As their partner we then put our many resources to work.
The end result is practical, creative solutions to patients’ casework problems on a consistent basis. These techniques are backed up by more than twenty-five years’ experience and investment in the best implant systems. Wright’’s Dental Laboratory believes that our products and services add value to existing restorative treatment plans. These plans promote aesthetics and tooth reinforcement as well as conservative preparation techniques.
*Registered Trademark brands and product names were disguised in this sample plan.
Keys to Success
The keys to success for Wright’s Dental Laboratory are:
Our dental laboratory must continually adjust its methods to meet the constantly evolving challenges of dentistry and aspirations of the dental professional.
Your dental laboratory should be dedicated to providing consistent quality products.
Our dental laboratory’s only dynamic resource is people. It must develop opportunities for each person to use his/her abilities to the utmost of their potential.
Grassroots Wireless a new start-up company that offers wireless broadband Internet connections to many Chicago neighborhoods. Grassroots’ broadband Internet connection will allow them to reach large areas using Wi-fi technology.
Steve Teche is the founder of Grassroots. Steve has an MBA and a Computer Science undergraduate degree. He can execute this well-researched, detailed business plan. Steve served two-years in the Peace Corps. He gained not only a reasonable boost in his confidence to launch a business venture but also solid project management skills.
The market for wireless broadband Internet connections is wide open. Traditional broadband connections are still in demand. This is far beyond conservative forecasts. The significantly lower costs of delivering infrastructure makes the wireless market even more exciting. As Grassroots’ customer base grows, costs decrease through scales of economy, creating an even more compelling argument for Grassroots’ existence.
Grassroots focuses on three groups. The first target group is students. Students are the largest market segment and have high expectations regarding speed. The second group are professionals. They have disposable income and not much time to spare. Professionals use the Internet a lot, both personally, as well as professionally. Techies will be the final group targeted. This group are early adopters of all types of technology and spend an incredible amount of time using Internet technology.
Grassroots can be a great business idea that uses advances in technology and its proprietary tools to provide a market opportunity at below-market prices. In addition to earning great margins with low infrastructure costs, margins increase as the customer base increases. With Steve Teche handling execution, this exciting business plan has high potential for success. The business will see modest profits in year one, and then grow exponentially in years two and three. The net profit in years two through three is expected to be proportional.
1.1 Mission
Grassroots Wireless’#8217’s mission is to offer fast and affordable wireless Internet access. The most important thing to remember is that every customer must be satisfied with our services.
1.2 Keys to Success
Practice disciplined growth.
In the second year, reach profitability
Achieve a 90% customer retention rate and ensure customers are satisfied.
1.3 Objectives
Provide, fast, reliable, wireless Internet access.
Show respect to your customers.
In less than two years, become financially successful.
PRfect Greens, an environmental PR firm based in Eugene, Ore. PRfect Greens’s areas of focus include crisis management. Image creation and management of publicity events. Companies that aren’t typically environmentally-friendly can be assured that sensitive environmental issues are being managed by these companies.
Typical clients will include mining companies, natural gas extraction companies, and lumber companies. These clients are seeking professional assistance to improve their perception of the environment. PRfect Greens can quickly increase market share using innovative, specialized customer attention.
PRfect Greens will quickly expand its customer base through the use of its competitive advantage. PRfect Greens has unique insight and skills that no other PR firm can offer. Additionally, PRfect Greens prides themselves on offering unmatched flexibility which will allow PRfect Greens to seamlessly meet any need a client may have.
PRfect Greens is a partnership made up of two industry professionals who have years of experience and insights. PRfect Greens will leverage their skills, experience, and innovative approach to reach profitability by month 10, generating noteworthy revenues by year three.
1.1 Mission
PRfect Greens’ mission is to provide the customer the highest quality of environmental PR consultancy. Our mission is to maintain and attract customers. If we follow this maxim, all else will follow. Our services will meet or exceed customer expectations.
1.2 Keys to Success
These are the keys to your success:
Attention to detail.
Think outside the box.
Professionalism.
Results.
1.3 Objectives
The following are the goals for the first 3 years:
To build a start up company with the primary goal of exceeding customer expectations.
Superior performance and referrals can increase the number or clients served at least 20 percent per year
To build a profitable business that can survive without external cash flow.
It is a group activity to watch sports. It becomes tedious to go to each other’s homes. People need a place to go to watch, to cheer, to eat their favorite game foods, and get their favorite drinks. After a night of entertainment, they return home to their families happy.
Solution
Take Five Sports Bar and Grill is determined to be the top sports-themed restaurant in the Southeast Region. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions featuring more sporting events than anyone else in the region. The tabletop audio control system at every table allows the customer to enjoy the program of their choice without being interrupted by background noise. To achieve our overall goal of providing entertainment/dining experiences that are both enjoyable and value-added, we combine the elements of menu selection, atmosphere, ambiance, service, and ambience.
Market
Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Bars and taverns have historically been places that were able to establish a relationship with specific suppliers or vendors in order to market or increase awareness of particular brands. Bars and pubs have tables and barstools. There can be entertainment which includes; music, bands, comedy shows and dancing.
To increase attendance or attract certain audiences, specials might be offered. There are cocktail bars which generally serve light h’orderves or snacks. It can be attached to a restaurant or hotel. Wine bars cater to individuals that like upscale wines. Martini bars are for those who love martinis. There are many bars: biker bars; gay bars; lesbian bars; alternate bars; singles bars; college bars. The type of person attending the bar is generally described by the specific adjective. Minors can have restricted access based on time of day or individual the person is accompanied by. Most municipalities regulate hours of operation and zoning laws.
Competiton
Technomic’s BarTAB report (Trends in Adult Beverage), revealed that the Top 100 Nightclub & Bar venues in 2013 generated $1.5 billion in total revenues. More than two-thirds (68.2%) of operators surveyed experienced revenue growth in 2012, and nearly two-thirds of them (31.4%) reported revenue growth in excess of 10%. Encore again, the top nightclubs outperformed the overall industry. Bar and nightclub revenue grew 3.9% between 2012 and 2013. The industry will continue to face competition from other industries, such as restaurants and people who prefer to drink at home through 2023.
The distilled spirits industry is very lucrative. But, both federal and state taxes play a major role in the industry. In 2005, The National Center for Policy Analysis (NCPA) reported that thirteen states sought increases in taxes and related fees on alcoholic beverages. Taxes on distilled spirits came to $0.21 an ounce. According to the Distilled Spirits Council in the United States, “distilled spirit is one of most heavily taxed products in the United States.” A typical bottle of distilled spirits costs more than half the amount that it costs to purchase. This is due to some tax. The resulting effect on the entire hospitality industry is wide-reaching, as the DSC goes on to say “When beverage alcohol taxes are increased, it creates a devastating ripple effect on jobs throughout the entire hospitality industry.”
Distilled Spirits Council reported supplier sales rose 4 percentage points to $23.1 million in 2014 and U.S. total volume growth increased 2.2%, to 210 millions cases. The U.S. market’s total retail sales of distilled spirits are estimated at nearly $70B. This represents hundreds of thousands jobs in the hospitality and more than $20 billion in tax revenues to all levels of government.
The U.S. Department of Commerce reported a 5.2 percent increase in adjusted alcohol sales to nearly $9.2Bn in June 2008, compared to the same time last year. According to the NCPA for 2006, the Federal excise duty collected from distilled spirits was $4.4Billion. The beer category received $3.6Billion and the wine category $800M. Additionally, state taxes during that same time reached nearly $5 billion.
From the total of 58.829 establishments in 2009 there was 20.2 percent that were broadly classified as drinking spots. This accounted to 11,502 establishments.
2009 revenues were 1 billion. The general classification included 6.2 percent with 3,523 companies and $858.9m 2009 revenues. 20.4 per cent were considered bars with 11,569 establishments. 31.2 percent were considered taverns. Smaller portions of this segment were made up of saloons, beer gardens, and wine bars. The market share of night clubs, discotheques, and cabarets was 8 percent. This equated to 4,541 establishments that generated $1.89B in 2009 combined.
Why Us
Take Five Sports Bar and Grill strives for the title of Southeast Region’s premier sports restaurant. Our goal is always to be ahead of the rest. We want customers to have more enjoyment during their leisure times. We offer more televisions with sporting events than any other region. We provide state-of-the-art table-top audio control at each table so the customer can listen to the selected program of his or her choice without interference from background noise. We combine menu selection, atmosphere, ambiance, and service to create a sense of “place” in order to reach our goal of over-all value in a dining/entertainment experience.
Expectations
Forecast
In the first year, we will make a net profit in excess of $445,000. As 10 months of operations have been completed, the confidence level regarding final first year numbers has increased. Actual figures are available for the first ten months of start-up expenses, sales revenues, operating expenses, and other costs.
Double Decker Tours of Washington, LLC, located in Washington, DC, is a young sightseeing company. The company was established to fill a need in the local sightseeing tourism market. This gap exists in high-quality, reasonably-priced sightseeing tours in the nation’s capital far from the city center. It suggests that a new company could capture a substantial portion of the existing sightseeing tour market.
Mission
Double Decker Tours Washington’s mission is provide fun, safe and reliable sightseeing tours for visitors to Washington, DC. They use double-decker buses in London style. Nine of the buses will be open top for sunny warm and beautiful days and three will be closed for cold and inclement weather.
Product and Services
DDTOW offers charter and sightseeing services throughout Washington, DC. We will tour the White House, Capitol Buildings (Supreme Court), Senate Office Buildings (House Office Buildings), Museums and Library of Congress, Adams Morgan, Catholic University, among other places that make up Washington, DC.
Marketing and Sales Strategy
DDTOW will spread the message that touring with them is fun. Comcast Cable System, Washington will be our platform to promote our message. We also host parties and events for key decision makers in tour associations and media. A $80,000 pre-opening marketing budget has been set up. As we earn, we will spend 1% of our gross revenues on marketing and advertising. We will also distribute survey cards to assess what we are doing right and identify what we are doing wrong.
Competition
We are the main competitor in Washington’s sightseeing market.
Tourmobile: Tourmobile’s headquarters is at East Potomac Park. The National Park Service has granted Tourmobile permission to take tourists on sightseeing tours in Arlington National Cemetary and along the National Mall. Tourmobile uses a shuttle service employing 85-passenger trams along the Mall and 120-passenger trams in Arlington. They have been in business for over 25 years. In 1969, Tourmobile began as a subsidiary to Universal Studios. It was established to provide interpretive services on the National Mall. Tourmobile, Inc., was founded by Tom Mack and became a Washington DC owned company. Tourmobile is home to over 42 vehicles, and it serves close to 2 million riders annually.
Historic Tours of America: HTA operates in Washington as the Old Town Trolley and DC Ducks. HTA operates in all 50 states. HTA, like Tourmobile, uses a shuttle system for its passengers and they use 35- to 60-passenger trolleys.
Grayline International: Grayline International, a global company with offices around the globe, is Grayline International. Grayline runs several tours and contracts its services with local bus lines. Grayline has the Washington Lil Red Trolley.
Zohery Tours: Zohery Tours is a local company that runs 15-passenger vans and 45-passenger coach buses. Zohery tours take approximately three hours.
Target Market
Recent Washington Convention and Tourism Corporation statistics showed that 17.6 Million people visited Washington, DC and spent over $10 Billion dollars. $4 billion of this was on sightseeing and other tourism-related activities. Although overnight leisure travel increased significantly while day-trip volume was down, the good news was that average trip expenditures increased to levels of $480 per day per trip. A lot of trips to the capital were focused on shopping and visiting historical sites and museums (36%). In leisure travel, 36% of visitors were solo travelers as compared to 80% of business travelers and 23% of leisure travelers came with children as compared to 6% of business travelers. Many of our visitors were over 75K in income, married, had no kids, and held advanced degrees. The number of foreign tourists visiting Washington fell by 19% in 2003 and 14% in 2002, respectively. However, Washington is now ranked 8th among US destinations for foreign tourists.
Management
Michael Frank Coleman* is the member manager. He is the member manager.
Extensive experience working in Washington, as well as Tourmobile and walking tours. Coleman has a natural ability to recognize opportunities and develop staff members to maximize those opportunities. Coleman will hire a team consisting of experienced professionals to run operations and market the services.
Paul F. Williams* brings over 30 years’ experience in business development, both private and international. He will serve as DDTOW’s business manager.
This sample plan excludes confidential and proprietary data.
Operations
Tickets sales and boarding of the buses will take place at the MCI Center at 601 F Street in Northwest Washington. This location provides great foot traffic right in the middle of the entertainment district. There is ample parking and access to public transport. The buses will be stored and serviced by Peter Pan Bus Service in Tuxedo, Maryland thereby reducing staff cost and insuring top notch services for our customers. Administration offices will be provided by a small office in Northeast Washington at Third Street.
Financial
Double Decker Tours of Washington, LLC, generated revenues of over 14 million dollars in its first year of operation. This includes 15 double-decker London-style tour buses, and selected routes through the city. These sales figures were based on 453,000 customers from a potential customer base that could reach 22 million. Over 500,000 customers will be served by DDTOW in its second year. Additional advertising and expanded tours are expected increase revenues to $17million. DDTOW’s plan could see a faster growth, partly due to the opening of new memorials and other venues in Washington. DDTOW’’s market share will increase by more than the demand for tours in the target market. These sales numbers will lead to net profits in excess of $13million in its first operational year and $15million in its second. In year one net profits will exceed 60%. Year two will see the same. As part of the due-diligence package, the company has a long-term plan. Cash will burn in the initial few months of forming operation. See the Start-up Table later in this document to see how revenue can be started. This is due in part to the regulatory and organizational requirements of new tour operators, but aggressive marketing can make up for it.
Long-Term Development & Exit Plan
Goals
The use of double-decker busses and our tours will enable us to grow in the next five years as a major player in this region. Our goal is to create a reputation of quality, fun and safety that will make us the leader in the Washington area sightseeing/tour market.
Milestones
We will closely monitor sales and profit after our service begins. If we are on target at the end of year two, we will look to expand into a new market.
Risk Evaluation
Risk is inherent in any new venture. The success of the project depends on the acceptance of our new tours or buses. We expect to face a lot of opposition from established tour operators after year one.
Exit plan
DDTOW would prefer to expand into the Baltimore Richmond, Atlanta, Miami and Atlanta markets in the next ten years. We may look into the possibility that a larger Sightseeing/Tour operator might buy us out or sell our business to another owner.
Funds – Sought and Utilization
DDTOW is looking for financing in the amount of $800,000. This will be in the form of five-year loans. The following areas are in declining value for most of the start-up expenses:
You can purchase twelve double-decker London-style, 70-passenger sightseeing buses. Nine of the open-top sightseeing buses are for sunny days or nights. Three of them are for cold weather.
Provisions of a sufficient cash reserve to assure timely payment of operating costs of the buses for the first three months.
Costs related to recruiting, training, or paying operational crews.
Marketing, advertising, public relations, including costs for setting up a website that can offer tour information, make online sales, and reserve tours, as well conventional print and broadcast advertising and public relations activities.
Administrative and legal costs involved in the creation of the company and operations.
A reserve is a fund that covers all operating costs (except bus operating costs) for the minimum three months of operation.
This chart shows the highlights of our business plan for the first three years.
1.1 Objectives
Double Decker Tours of Washington will have as it primary objectives the following elements:
To establish and operate a new tour company aiming specifically at touring the monuments, memorials, museums, and government buildings of the capital city as well as touring the historic neighborhoods away from the city center.
To establish an organizational marketing strategy and marketing strategy that will enable bus operators to achieve an average load of 65-85% depending on season. It will then increase to 75-100%. This will allow them to maximize their revenues and return of investment while decreasing risk.
Our first year of operation saw revenues of approximately $14 million. By our third year, we have exceeded $20 million. Expanding into new markets within the Baltimore-Washington corridor.
To achieve net operating profit of 60-70% within the first 12 month of tour operation and steady growth which allows rational expansion.
The following steps will be taken to achieve the desired results: Purchase twelve double-decker buses in London-style, 70-passenger configurations for the Washington touring public. Continue expanding the fleet incrementally as the demand increases.
To gear operations and present professionalism, serenity, and growth-oriented images from the outset. This will set up the conditions for a rational, planned expansion.
The DC Chamber of Commerce, Greater Washington Board of Trade and other Washington tourism associations are key elements in achieving DDTOWՉ۪s other goals.
1.2 Keys to Success
In decreasing order of importance the following five key factors are crucial to Double Decker Tours’ success in Washington:
Employing an experienced, highly professional management team that combines vision; realism; financial ability; solid knowledge of the Washington tour/sightseeing market; familiarity with, and belief in, the utilization and benefits of the latest computer informational technologies; realization of the crucial importance of an organization personnel to its success; and a total commitment to the overall mission and goals of Double Decker Tours of Washington.
The company is known for its innovative, forward-thinking, and aggressive marketing. It is seen as an alternative player. One that is more sharp and smarter than the rest in Washington. One that has a higher standard of professionalism and operations. The marketing strategy will be based on safety. It will have highly-trained, dedicated and professional staff, care for customers and their needs, and clear, understandable pricing.
Through careful market research, we identify routes that are not well-served in the city. This allows us to provide high load factors and profitable operations.
Use of a fleet of London-style doubledecker buses that offer an unobstructed view of the city from the top deck and offers a high level of comfort, safety, and fuel and operational efficiency.
Use of information technology to reduce staffing and other operational cost; expand the potential market base; readily capture sales opportunities; and enhance customer convenience and satisfaction.
1.3 Mission
Double Decker Tours of Washington, LLC was established with the mission of providing affordable, safe, and professional sightseeing services to its customers. We plan to fill a need in Washington by introducing tourists to places that aren’t currently being shown. We will operate and maintain the best fleet of buses available and we will never skimp on safety or customer service. We will continue to promote and offer fun tours
So that our customer remembers the experience they had with us and can recommend us to their friends and family. From the moment they meet us, to the moment they leave, we provide courteous and friendly service.
DDTOW is committed to leading the way in customer service and will continue to be a leader among other companies by providing clean buses and friendly, informative, and helpful driver guides.
Malone’, a start up company, is a boutique retailer of maternity, child and accessory clothing. Malone’s Maternity will provide a wide selection of high-end products for its customers. The business has been formed as an Ohio corporation by Sandy Malone. By offering a nice selection of upper-end merchandise with benchmarked customer service, Malone’s Maternity will quickly gain market share.
The Market
Malone’s Maternity has identified two distinct market segments to target. The first segment is the actual parents, those that are buying the products for themselves or for their spouses. This segment has 135,457 potential customers and is growing at a remarkable 9% annually rate. The second group includes friends who buy gifts and other people who do so. This market segment has a 8% annual growth rate with 299,454 potential customers.
The Concept
Imagine this. It is like walking into an elegant boutique on Fifth Avenue. Wait, these clothes aren’t for the most upscale models. They are for expecting mothers and their babies/kids. While this may seem a bit unusual, it is truly needed. It is important for fashion-conscious women to find upscale boutiques where they can purchase chic clothes for themselves, as well as stylish clothes for their toddlers. Although there is a boutique in the Cleveland Metropolitan Area that sells clothing at a similar price, it does not feel like an exclusive boutique. Malone’s Maternity will prosper by selling upscale products for upscale clients.
Management
Sandy Malone, founder of Malone’’s Maternity. Sandy holds a bachelor’s degree in Sociology. Sandy was a graduate of Sociology and began working for Saks Fifth Avenue. Sandy was one the major buyers of the entire chain for four years, which gave her unique insight in the retail industry. Sandy spent many years in this position and gained valuable experience. Sandy gained the necessary experience and had three children. Sandy was acutely aware of the limited high-end offerings in Cleveland for expectant mothers and small children. With this insight, industry experience, and important skill sets, Sandy will lead Malone’s Maternity to become the premier boutique in the area. Malone’’s Maternity is expected to achieve strong sales in the second and third years, as well as a moderate net profit.
1.1 Objectives
To create a maternity clothes and accessory boutique.
Gain market share quickly by addressing the high-end price points of infant and maternity clothing.
To become profitable within two years.
1.2 Mission
Malone’s Maternity aims to be the top maternity boutique for upscale expectant mothers and their children. The boutique will offer the most current fashions and customer service at its best.
1.3 Keys for Success
We offer the best maternity clothes and accessories for both mothers and their children.
Pamper the customers
Establish a financial control system for your business.
