People’s News, a small chain of kiosks selling newsagents, will open in Chinatown, New York City. In 2010, the company will launch subway newsstands that sell both English-language and Chinese language periodicals. They also offer drinks and snacks suitable for both markets. Customers are expected to be residents of Chinatown, commuters, visitors, and tourists, as Chinatown is both a shopping and tourism destination for out-of-towners and NYC residents from other neighborhoods. People’s News was named for the People’, Republic of China. It will aim to give customers a taste of China-made periodicals and products. It will also offer introductions to American publications to enhance the exposure of Chinese immigrants and improve their ability to serve English-speaking clients. Hui Kao and Zhi Kao will manage People’s News. They were previously shop owners in China.
People’s News will sell the following products at its kiosk locations: Chinese magazines and newspapers, Chinese-American magazines and newspapers, American magazines and newspapers, refrigerated beverages, snacks, and candy. There will be daily and weekly newspapers, as well weekly and monthly magazines.
The business will suffer a modest loss in its first year. However, it will use its positive cashflows in the second- and third years to grow to three stores within three to five years. It will also provide steady income to Hui and Zhi Koo and two other family members or employees. With three stores in operation, the revenue is expected exceed $700,000.
Objectives
People’s News aims to achieve the following goals in its first three-years of operation:
Establish three store locations
>Offer full-time employment for four persons (ideally the owners’ family)
Get revenues of $700,000.
Mission
People’s News has one mission: to build a loyal customer base through the sale of Chinese and American newspapers, magazines, snacks, and candy to New York City residents and visitors. The company will remain family-owned and operated, create steady incomes for family members, and provide employment for as many Kao family members as possible. This business will increase cultural awareness in two different ways. It will offer Chinese-American residents more exposure to American products, periodicals, and services. It also offers non-Chinese customers suggestions on Chinese and Chinese products, periodicals, and services.
Keys to Success
Here are some keys to success for newsstands or the newsagent industry:
Consider high-trafficked places for the stands
Offering desirable snacks and beverages as well as reading material for customers who are traveling or about to travel by subway or bus
Increasing your volume to get better prices from suppliers (expanding to new locations and centralizing purchases)
People’s News believes that its particular success will also hinge on ensuring that all employees are bi- or trilingual (English and Mandarin at least and English, Mandarin, and Cantonese at best).
City Taxi, a San Francisco-based company, is committed to providing reliable, prompt, and safe taxi services. It does this by offering in-car credit and debit access along with computer-aided dispatch. The company will expand its market presence by purchasing Mighty Cab, an established taxi cab association that was founded 12 years ago.
City Taxi will offer complete taxi cab services, using the most up-to-date equipment and technology. Products and services from City Taxi show that they are innovative, forward-thinking companies that can adapt to customer changing needs. City Taxi’s philosophy emphasizes customer service and recognizes that communication is key to our success. In a competitive world, professionalism and flexibility are key to maintaining a leading edge.
The drivers and employees of City Taxi are courteous and helpful and have been trained in using the computer dispatch system. Drivers and passengers are both protected by City Taxi cabs fitted with Global Positioning Systems, which allow them to be tracked and found in an emergency. All City Taxi cabs will be clean, well maintained, and inspected regularly for safety and comfort.
Our strategy is to establish our business as an alternative to taxi cab services by building reputation and market share. The company’s goal in the next year is pursue an aggressive marketing campaign and from that, penetrate at least 65% of the market share. The company’s long term goal is to become the number one ground transportation company San Francisco.
The company’s emphasis is on the dispatch, mobile data, and credit/debit card markets of the taxi industry. These markets, taken together, are estimated to be worth more than $119million as of March 1999. City Taxi will be focusing on the most lucrative credit card/debit-card segment in these markets. While this segment has been introduced slowly to certain areas, it has experienced a rapid increase in popularity over the three years. It has increased by 20 percent in Maryland and Virginia each year, and 25-35% in New York each.
City Taxi competes against Transportation, Inc., Capital Cab, Yellow Cab, Diamond Cab, as well as other companies. Their weaknesses include the inability to accept credit/debit cards and the fact that some still use the radio dispatch system. Our technology is unique in San Francisco, which gives the company an advantage. By using GPS, the company will be able to provide timely service and give an estimated time-of-arrival (ETA). The credit/debit card feature will give customers convenience and privacy during the transaction period.
Reliable communications in this business are vital under any circumstances. City Taxi will be using the KDT5000 system. KDT 5000 system design ensures communications will remain reliable under all conditions. Rockwell International, which will create a state-ofthe-art call center, will run the company’s communications system.
The company seeks $2.5 Million of financing to help fund the acquisition of Mighty Cab Association as well as its initial operations. This financing will be used to purchase Mighty Cab, market, buy additional vehicles, software, hardware, and marketing. The 1999-2001 revenue projections are $200,000, $1.5 Million, and $2.2 Million, respectively.
1.1 Objectives
The company’s goal is to launch an aggressive marketing campaign over the next year and then penetrate at least 65% of the market. The company’s goal for the next two to five year is to become the most highly rated ground transport company in San Francisco Metro Area. It will do this by constantly monitoring, evaluating, following up on customer calls.
These are key components of City TaxiՉ۪s original strategy.
Establish a relationship with Rockwell International. Rockwell International is currently establishing and developing a working relationship. City Taxi can now lock in the many services they offer, including but certainly not limited to:
Managerial
Call center and customer service efficiency
Management consulting
Technology consulting
Product management
Continuous improvement
1.2 Mission
City Taxi’s mission is to provide safe, reliable and timely cab service by making use of in-car credit/debit cards access along with computer-aided dispatch.
1.3 Highlights
Highlights of City Taxi
Technology
. City Taxi has a unique Global Positioning System (GPS) that pinpoints the nearest driver, thus allowing the driver to give an accurate ETA.
Credit/debit card system
. This system, which is unique in San Francisco, allows for instant approval. The swipe machine is located in back of the car, giving passengers privacy.
Trademarks
. The company is currently in the process to register the name Patriot as trademark.
Advertising
. City Taxi is already in advanced discussions with TCI Media Services to provide advertising services and market research.
Seasoned Management
. Management is highly qualified and has extensive industry experience.
Strategic relationships
. The company has, and will continue to establish, relationships with organizations that will enhance professional growth. These alliances are valuable to City Taxi because they allow us to get updates on technology, added tech support, and a strong presence in the market.
Exclusive rights for software. City Taxi is the only company that has access to the most recent taxi cab software for San Francisco.
The Coffee Warehouse is a new business providing high-quality, full service distribution of coffee, specialty beverages and beverage-related supplies to coffee houses and espresso stands throughout the Spokane and Northern Idaho market.
Steve and Jennifer Smith are the main owners. They have combined over 20 years of experience in sales and distribution. We are seeking additional equity capital for our investment. In addition, we are seeking a bank line to finance inventory and receivables. We have firm commitments to distribute several high-quality new age beverage products, and have verbal commitments from independent retailers throughout the Spokane and Northern Idaho market to carry our product. Within 30-60 days after finalizing financial arrangements, our first products will be distributed.
The Coffee Warehouse has sales projections of approximately $2229,000 per year. These numbers will rise to approximately 2,558,000 in Year 2 then to around $2,936,000 for Year 3. Our net profit is estimated at $283,000 for the first year. It will increase to $406,000 by Year 3.
Our business’ distinctive characteristics will include a combination of sales and distribution experience, management experience, and high-quality innovative products and outstanding customer service. The unique thing that sets us apart is the fact that we are the only full service distributor serving the specialty beverage and coffee industries in the Spokane/Northern Idaho markets. In addition, The Coffee Warehouse has an exclusive contract to distribute a new, groundbreaking product that would enable us to gain immediate access to a majority of the potential customer base.
1.1 Objectives
To establish and run a profitable coffee and new age beverage distributorship in Spokane/Northern Idaho. The first year will see three to five employees.
To obtain a minimum of 100 regular customers in the Spokane/North Idaho market the first year of operation.
In the first year, sales exceed $2,000,000
Maintain an average gross profit margin of 25 percent
To achieve a net profit of minimum $400,000 by year three.
1.2 Mission
The Coffee Warehouse intends to become a recognized distributor of specialty beverages and beverage-related supplies and services to coffee houses and espresso stands throughout Spokane and Northern Idaho.
The Coffee Warehouse plans to develop strong relationships with key customers so we will be viewed as indispensable partners, rather than just another supplier. We will work closely together with each customer to recommend the right product assortment for their retail store, appropriate stocking levels and pricing, display options, and promotional ideas to increase sales. Coffee Warehouse will collaborate with the manufacturers we represent to ensure that our customers receive the most innovative and interesting products. We don’t sell product. We also sell service.
1.3 Keys of Success
Innovative quality products
We offer personalized customer service, providing our customers with what and when they desire.
Only full service distribution company in the Spokane/Northern Idaho market.
Fully integrated programs that help customers increase sales via menu development, creative promotion, advertising, and custom-made marketing material.
Exclusive distribution rights to ground-breaking products not currently available in our market.
The combined experience of the principal owners bring upper office management skills, high levels of customer service, and over 20 years in distribution and sales management.
GFX: Gravestat Farm eXchange will be a business entity which applies 21st century technology and business practices to an ageless business environment.
Over the past twelve months, live business experimentation has shown that this modern approach towards a traditional company yields a substantial competitive advantage and extraordinary customer appeal. Once fully operational, the overall concept will be extremely successful and be able to sustain a financially sound company that has the potential to grow exponentially.
This business plan was submitted to obtain $110,000 in start-up financing to enable GFX: Gravestat Farm Exchange to transition from experimentation to a fully operating business entity. The funding request includes a healthy amount of operating and investment capital. These funds will be used to finish the plan and give you a realistic start-up period that can lead to a profitable future.
Gravestat Farm Exchange (GFX): This home-based business is located north and Chandler, Oklahoma. It was established by Edward A. Graves along with his family. A successful business career culminated in a position as U.S. With over three years of experience in this area, the Sales and Operations Manager for an international company of software development, this combination provides a solid foundation of knowledge that is essential to the success of the venture. This plan does not require any additional employees nor business locations. The result is that operating costs are minimal and revenue potential is maximized. Instead, it is focused on providing traditional products (with a powerful, unique addition) through online sales, event attendance, home based sales, and ecommerce.
1.1 Business Overview
Reviewers must be open to changing preconceptions about the business.
GFX cannot be considered a farm. GFX is not a horse ranch.
GFX can be described as a Web-centric company that sells event tickets and resells retail locations.
Two traditional methods can be used to visualize GFX.
A pet store, selling pet quality animals (in this case horses) to the general public.
Full line of equine supplies and tack.
As you can see, this option does not currently exist for horse buyers. Horse owners who are interested in buying horses for their hobby must either purchase them through an “breed farm” that offers a horse of high quality, but not within their budget, or through one of many “horse traders” outlets, which do not employ any acceptable business practices. The buyer has the option of buying something they don’t need or purchasing from unscrupulous sellers that can lead to dangerous and expensive purchases.
Example #2 shows that tack shops and equine supply businesses are a solid, traditional business. Not every tack shop is able to take full advantage of both the supply and horse’s symbiotic needs. Every horse buyer is a potential tack and supply customer. Every tack and supply buyer is a potential horse buyer. Combining the two is only logical and will create a market niche that allows buyers to shop one-stop.
The most active horse market is located in Oklahoma City, Tulsa, Ponca City, Oklahoma. Yet, no one company has ever applied these fundamental business principles to this vast market.
GFX will operate a retail location at our location.
GFX will attend equine events in Tulsa, Oklahoma City, and Purcell (the three most active equestrian event venues in America) as a vendor.
GFX will keep a strong Web presence through an online catalogue and shopping facility.
GFX uses modern business practices and technology in one of the most trusted and oldest markets.
1.2 Personal Credit Worthiness
In the critical area of personal credit worthiness, we ask the reviewer to make particular note of this section and include it with all considerations for this loan request.
The credit rating of our personal has been excellent for a long time.
We recognized the opportunity and began to request funding. We set our sights on this goal, and started investing heavily with every personal resource in the experimentation that resulted in the current GFX recipe. Sometimes we may have been too generous with our investments. During the course of last year and through the present date, we have had to carefully play the “cash flow game.†At times we have fallen behind, and at times we have pulled ahead. At present we are even. We note this to our reviewer because we expect some level of negative reflection on a standard Credit Report. We would like to ask the reviewer to consider the amount of effort and investment we made in order to obtain a formal funding package.
The key issue is that we have executed our personal finances responsibly in the past, and have only stretched our personal financial limits in pursuit of this opportunity. These are the factors we hope you will be able to appreciate.
1.3 Objectives
This was the first benchmark operation that achieved these measurable results.
20 location customers, attendance on two horse events and 500 “Web Hits” per month result in:
$4,500/month in product & tack sales at an average net of 30% for $1,350/month revenues
$1,000/month in manufactured product sales at an average of 60% net for $600/month revenue.
$20,000/month in horse sale at an average of 30% net, for $6,000/month revenue.
$7,950 monthly for an initial achievement benchmark at $25,500 gross
1.4 Mission
GFX: Gravestat Farm eXchange consolidates and legitimizes representation and sale of a complete range of horse products, including horses, in a professional business environment. This exchange is geared towards pleasure horse owners, who are most at risk in traditional horse sales. Customers satisfaction will be the foundation of our business success. We will constantly search for new products which provide value to the customer as well as GFX with reasonable profit. We will make sure that GFX has increased its visibility, customer base, success and profitability by using modern technology. GFX will be the company setting the standard for the pleasure horse market. All others will follow.
Indonesia EEC (U.S. Energy Engineering & Construction) is a subsidiary company that offers services such as engineering, design and procurement, construction and project management, environmental consulting and management consulting, quality assurance, quality control, information management and operations maintenance and process technology development.
U.S. EEC’s management wants Indonesia EEC to deliver a good financial performance. Indonesia EEC, as a subsidiary company of U.S. EEC set the following objectives for products and services related to EPC power generator and power delivery projects.
Ensure customer awareness throughout the planning period.
Establishing a joint venture with a local company that has extensive experience in EPC power projects can reduce competition and risk while also lowering prices.
Pursuing not only EPC prospects, but also BOO, BOT, BLT, B&R, and ECC prospects.
EEC uses the joint venture firm as its main entity to do business with Indonesia and to provide all aspects in energy engineering services.
2.1 Company Ownership
Indonesia EEC was formed as an Indonesian Perseroan Terbatas (PT.). Corporation based in Jakarta (Indonesia) under the Foreign Investment Laws of Republic of Indonesia. The company is owned entirely by the Energy Engineering & Construction company of U.S (U.S. EEC).
2.2 Company History
EEC has been established in Indonesian markets since the 1980s through the opening and operation of a representative office. It saw the need to establish a presence in Indonesia as both a local business that can meet the needs of potential customers and its longer-term, larger U.S. customers who invest in Indonesia and the Southeast Asia Region.
Indonesia EEC was created in 1996. The U.S. EEC owns all shares in the company.
Past Performance
1996
1997
1998
Sales
$50,000,000
$65,000,000
$87,500,000
Gross Margin
$23,000,000
$29,900,000
$40,250,000
Gross Margin %
46.00%
46.00%
46.00%
Operating Expenses
$4,800,000
$4,850,000
$4,645,000
Collection Period (days).
72
63
63
Balance Sheet
1996
1997
1998
Current Assets
Cash
$15,000,000
$19,500,000
$26,250,000
Accounts Receivable
$6,112,981
$7,946,875
$10,697,716
Other Current Assets
$525,931
$683,710
$920,380
Total Current Assets
$21,638,912
$28,130,585
$37,868,096
Long-term Assets
Long-term assets
$710,837
$924,089
$1,243,965
Accumulated Debreciation
$0
$0
$0
Total Long-term Assets
$710,837
$924,089
$1,243,965
Total assets
$22,349,749
$29,054,674
$39,112,061
Current Liabilities
Accounts Payable
$2,478,188
$3,221,644
$4,336,828
Current Borrowing
$0
$0
$0
Other Current Liabilities (interest-free)
$0
$0
$0
Total Current Liabilities
$2,478,188
$3,221,644
$4,336,828
Long-term Liabilities
$0
$0
$0
Total Liabilities
$2,478,188
$3,221,644
$4,336,828
Paid-in Capital
$1,996,500
$3,295,460
$4,743,900
Retained Earnings
$116,967
$952,048
$1,781,333
Earnings
$17,758,094
$21,585,522
$28,250,000
Total Capital
$19,871,561
$25,833,030
$34,775,233
Total Capital and Liabilities
$22,349,749
$29,054,674
$39,112,061
Other Inputs
Payment Days
30
30
30
Sales on Credit
$31,098,365
$40,427,875
$54,422,140
Receivables Turnover
5.09
5.09
5.09
2.3 Locations of Company Facilities
The office is located downton Jakarta in Indonesia. The office is conveniently located near the airport and allows for the company to expand. Indonesia EEC occupies approximately 800 square meters, with offices in each department.
Canine Critter College is a Eugene-based obedience school. Canine Critter College’s unique approach to dog obedience is what makes it so special. Tri C does not train dogs, but teaches owners how to properly train their dog. One of the most important lessons is to establish communication with the dog and understand his social and physical behaviors.
Canine Critter College is leveraging this strategy to grow a loyal customer base. Canine Critter College’s customer-centric approach and training philosophy will ensure that they continue to grow their market share.
Canine Critter College should be profitable by the seventh month and will make $91,000 in annual revenues for year three.
1.1 Mission
Canine Critter College’s mission is to provide the finest dog training program available. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will meet or exceed customer expectations.
1.2 Objectives
The objectives for the first three years of operation include:
To establish a service-based organization whose primary goal will be to exceed customer’s expectations.
To increase the number of clients by 20% a year.
To develop a sustainable start-up business.
1.3 Keys To Success
Delivering a service that customers love at a reasonable price is the key to success. A customer-centric business model is the tool to achieve success.
Millions of Americans make the daily habit of stopping for espresso-based coffee drinks every day. People are willing to pay $3-$5 for their mocha latte, cappuccino, or vanilla blended coffee drink that they would never have imagined a few years ago.
The specialty-coffee industry is expanding at a steady pace. There hasn’t been a single year in the past 20 years when specialty coffee sales have not increased, despite recessions and wars. Many years, the growth has been double digits. Despite the fact that no coffeehouse chain has failed in this period, there are many casualties in other industries.
Solution
A niche exists that has yet to be filled for a high-volume, upscale, quality-driven coffeehouse with a warm, inviting atmosphere. Dark Roast Java fulfills this need and fills the niche. We offer high-quality products in an upscale environment. Pleasantville’s prominent location means that there is a wide customer base. This will ensure that business continues to grow in any season and every day.
Market
The specialty coffee industry has been resilient to economic downturns. Many businesses, in many different categories, are experiencing low sales, negative balances and even bankruptcy. However, coffee chains are continuing to grow.
It’s clear that America’s love for good coffee continues during good times and bad.
Pleasantville is the Perfect Launch Market
We maximize our success potential by launching Dark Roast Java on the Pleasantville Market.
The high-affluent local population
You can go on a year-round trip to tourist attractions
Ever-evolving upscale student population
Excellent auto and pedestrian traffic by our location
Low media costs
High number of local special events
Prime site location
Dark Roast Java is situated in Pleasantville, in one of the best areas for a coffeehouse. It’s right next to the Egyptian Theatre, and only steps from the busiest intersection.
Dark Roast Java Coffee offers all the ingredients for immediate success.
Competiton
Howard Schultz purchased Starbucks in 1982, and the Starbucks chain was established. Starbucks used to sell whole bean coffee before Schultz transformed the company.
Coffeehouses in America have existed since the 1600’s, and the coffeehouse concept is more than 400 years old. American coffeehouses are largely independent businesses that have operated since the 1970s.
Why Us?
We aim to be the best coffeehouse in Pleasantville for tourists, local business workers, students and tourists. We plan to build coffeehouses that are profitable quickly and offer attractive rates of return (20% annually or more) for our investors.
We are also committed to contributing to the well-being of the local community through charitable and civic activities. When possible, we will support farmers who grow coffee by supporting them with Fair Trade, Sustainable Production, and Organic products.
Dark Roast Java awards its business as often as possible to local suppliers, keeping it in the community or the state at minimum.
Expectations
Forecast
Pleasantville’s Dark Roast Java idea is anticipated to be well received by the company. It expects revenues to reach $750,000+ in its first fiscal year, rising up to over $1,000,000+ in year 3. In year 4, investors will start receiving dividends.
Financial Highlights for the Year
Financing Required
To get us started, we will need investors to invest $250,000
Rose Petal Nursery strives to be a trusted source for garden and plant supplies. We also serve contractors who require reliable products. Our start-up costs are $41,500. This includes the cost to rent the land ($1,000) and the greenhouses ($38,000). Jim and Dan Forester will fully finance the start-up costs.
We will offer a wide selection of plants, trees, and vegetables along with a selection garden supplies. We will grow most of our plants in our greenhouses. With a convenient location Rose Petal Nursery intends to successfully market to the residential customer, as well as contractors and renters.
We hope to see an average five to ten-percent increase in our customer base every year. Our marketing strategy involves providing knowledgeable staff, great prices, great locations, and excellent customer service.
Rose Petal Nursery has been Jim and Dan Forester’s dream for many years. The project has been in development for the past five years. All aspects of Rose Petal Nursery operations will be managed by Dan and Jim Forester. Dan will oversee all staff and take part in the order of merchandise. Jim, on the other hand, will be responsible for ordering the garden supplies and tree stocks as well as maintaining the greenhouses.
Rose Petal expects to see a 20% increase in sales over the first year and will continue to grow as the company expands. Rose Petal Nursery will be known for its creative marketing and high-quality selection of garden supplies and plants for customers.
1.1 Objectives
Maintain an average gross margin of at or above half-off
On average, each month you will generate 1,000 sales per business day.
In Year 2, you can achieve a 10% annual growth rate
1.2 Mission
Rose Petal Nursery aims to provide a variety of trees and plants in an attractive setting. Customer service and satisfaction are paramount. Every customer deserves a pleasant shopping experience. Our staff is trained to answer all questions with expertise, and offer advice whenever needed.
1.3 Keys of Success
These are the key factors that will ensure the company’s success:
You will sell products of the highest quality and provide excellent customer service.
Keep customers happy to make repeat purchases and refer others.
Continually increase our sales by increasing the number of plants we offer.
Create creative advertising that connects with customers
Catholic School Development Foundation (CSDF), a non-profit operating foundation, will have the sole purpose of providing development and fund-raising counsel to Catholic elementary schools and secondary schools. An operating foundation is defined as: “An organization which uses its resources in order to conduct research or provide direct service.” (Foundation Directory. 1995. p. vi.)
Operating foundations rely on large endowments. However, this foundation’s concept relies upon a #8220;living fund. This refers to the sisters and brothers who educated many generations of immigrants while also living a vow for poverty. Our Catholic schools have never had a financial endowment. Instead, their flourishing at very low costs to families is due to their living endowment.
To operate CSDF via a living endowment does not mean that the consultants working through CSDF must be vowed religious. It does not necessarily mean that CSDF employees will live in poverty. Actually, compensation can be as high as for-profit businesses. To understand how this is possible one must first understand the for-profit consulting fee/cost structure.
For-profit agencies charge campaign work fees at an industry-standard $15,000 per client. About one-third of this amount goes to the consultant who does the work. Another third is overhead, which is primarily training costs and the cost to make presentations across the country to new clients. The remaining three-thirds is profit for the firm’s owner. This standard income/expenses structure is a problem to the #8220for-profit whereas it presents an opportunity to the?8220not-for–profit.
The problem with conventional firms is that many young consultants look at the monthly fees and see their paychecks and decide to take on the job. Consequently, established national companies face constant turnover, recruiting and training costs and a chronic lack experience in the workers who actually do it. They also have created a flood of regional competition. Over the past ten-years, there has been a surge in the number and size of development consulting businesses. Most have only one owner. Although the business card might read “John Doe & Associates”, there are very few associates.
One-third of fees, which would normally be profits, is an opportunity for the non-profit. What if those profits were not used to purchase a beach house for a business owner but instead were put into a cash reserve to help Catholic schools that cannot afford the development counsel. Jesuit High School can afford the high monthly fees but St. Ann’s Indian School cannot. CSDF could send a consultant for St. Ann’s Indian school by putting aside the #8220profits from one client.
1.1 Objectives
Two clients in Year 1 and four in Year 2. Seven in Year 3. From here, growth can accelerate much more quickly.
Sales growing steadily from Year 1 through Year 3.
Break even for three consecutive years as CSDF establishes its name and reputation. Generate earnings in year four allowing us to begin gratis consulting projects.
1.2 Mission
Catholic School Development Foundation exists in order to offer development counsel to America’s Catholic elementary, and high school schools.
We are specialists. Not generalists.
We look long-term at building lasting relationships between our school and our supporters, as a way to relieve profit pressures.
We will always do what is in the best interests of our clients. We will tell you if you aren’t ready to take part in a campaign. If you are not ready for a campaign, we will let you know.
We are development consultants, not fundraising consultants. We are able to provide comprehensive advice on the financial health for the school.
Our primary function as consultants is very similar to that a teacher. We teach by doing. This is a partnership between teacher/student.
Because we understand the unique circumstances involved in raising money for schools, our consultants are only those who have previous experience in this area.
Though we are a not-for-profit organization, to attract experienced specialists we must compete with the largest firms in the country. Our proposal is based on a sliding-scale system. We ask our clients to keep this in mind as they review our proposal.
Campaigns can be stressful. Prayer keeps us positive and calls us to the mission behind our money. It also helps us to understand each other. It alleviates fear in those who ask it and warms the hearts who give. We believe that prayer is an integral part to success.
1.3 Keys to Success
Here are the keys that will lead to success:
Ability to attract and keep qualified personnel.
As a specialist in Catholic schools, perception on the market
As a non-profit dedicated to their cause, we establish trust with potential clients.
A consulting firm’s capital is what walks out of the doors every evening at five. The only real equity rests in the experience levels of the people in the firm, for they represent the ability of the firm to attract future business.
It can be hard to keep skilled employees. Since the late 1980s there has been an explosion of new consulting firms serving non-profits with fundraising and consulting services. Many independent consultants have been trained by large national firms. The organization that discovers how to attract and retain qualified people will ultimately win the day. This is the main to success.
After gaining some experience, why is it so tempting to open their own companies? The answer lies in the nature of a not-yet-mature industry: fundraising consulting is the ultimate ‘low entry barriers’ business.
There are no education requirements.
There are not any requirements for a professional level.
There are no licensing requirements. The person giving a ten dollar haircut must be licensed. An individual who is leading a $10,000,000 campaign, which can put an organization at great risk, requires a license.
In the end, finding work is about relationships and not having knowledge or experience. Due to the fact that so few Board members have significant experience with major gifts fundraising, it can be difficult for them not to differentiate between experienced salesmen from professionals.
It only takes one successful campaign to launch a career as a consultant, especially if that school was a high-profile prep school.
The office and start-up costs are also minimal. Clients will not visit the company, so a home office will suffice. A voice mail system that works well can give the impression of an established, larger company. Many small-sized firms were started for less than $5,000.
In short, it is relatively easy to establish an independent firm. To grow an organization, it must have qualified employees. To do this, it must be more attractive for consultants to stay than to leave. This is the central issue we will discuss later.
Accurate Chiropractic LLC, a clinic that specializes providing natural healthcare for people who have been injured in motor vehicle accidents or work-related accidents, as well as those suffering from chronic pain. Dr. Angelo M. Rubano, Jr., D.C., is its owner.
Dr. Rubano has a strong track record in his profession. He sold a New Jersey office for $124,000 three years ago, after purchasing it at $20,000. Since graduating at Life Chiropractic College 11 year ago, he has been a private practitioner and business owner. His leadership abilities are evident in both the professional, civic and personal arenas. He has served as an executive board member for many successful and growing organizations. He has a wealth of experience in managing large-scale events and networking. He is also an accomplished public speaker. This has made him a qualified medical witness and lecturer in various health-related topics.
His business philosophy focuses on creativity and not being competitive. Since nearly 80% have never heard of Chiropractic Care, he is well aware that there are many potential clients. In the end, his plan of growth will include other doctors within the area who can take advantage of Accurate Chiropractic’s corporate approach to providing safety consultation and health services to the service market and construction companies. With this in mind, Dr. Rubano is primarily a marketer of chiropractic service. Accurate Chiropractic LLC will connect emotionally with the target market by using direct mail advertising. We will assist the injured directly, and indirectly through corporate clients. Through outreach events that are geared towards safety for children and workers, we will contribute to the community.
1.1 Mission
Our mission: To educate and adjust as much families as possible to optimal chiropractic care. This is done in an environment that supports personal growth and development as well as respects the basic human need for control.
Success Keys 1.2
Establishing and maintaining a consistent, organized method of lead generation, tracking leads, and following up to convert leads into prospects
A repeatable system to convert prospects into patients.
Reliable office staff must be hired and retained.
1 see Addendum, Personnel Plan
1.3 Objectives
Collections of $420,000 within the first year
Maximize Gross Margin to 55%
300 total cases were completed by the 1st of January
