Tea Room Business Plan


Tea Room Business Plan


Jasmine Teahouse in Simsbury is a new tea shop. Earl and Lady Grey are the owners of Jasmine Teahouse. They manage it as a Limited Liability Corporation. Earl Grey has managed a successful coffee shop in Maryland for five years. His passion and knowledge about teas will make it an easy transition to opening and running a teahouse. Lady Grey has three years of experience as an herbalist and four years as a Boston teatender. She is currently training to be a nutritionist; her knowledge of the health benefits of tea will help our marketing and sales efforts.

Jasmine Teahouse is able to offer hot and iced teas as well as pastries and premium chocolates. They also have loose teas that can be taken home or given as gifts. Lady Grey, a master teatender has taught Earl proper brewing techniques over the last four months. All teatenders will receive training in the proper storage, preparation, and serving of each type.

The American tea market is growing rapidly. Tea sales have increased 165% in the last 15 years. The number of tearooms offering sit down service has increased about 15% to approximately 1,500 shops. American interest in tea can be attributed to the growth of gourmet coffee shops all over the country in the same period. The marketing campaigns of Starbucks, Seattle&#8217, Best and others have helped Americans accept the idea that expensive hot drinks are affordable luxury items. Fashion is constantly changing. With fancy coffee drinks so well-received, smart consumers are always looking for unique and new treats to enjoy. Starbucks estimates that 7% of its $12 billion annual sales currently come from tea.

Simsbury’s potential customer base is split between local residents, tourists, and around 100,000 per annum in all seasons. We expect to be able to generate sales to current tea drinkers who will quickly recognize the quality of our products. We will market to the larger, more diverse local communities that aren’t yet familiar with premium teas. This will highlight our ambience (cozy, intimate and luxurious), our prestige value (high prices and the sophistication of drinking a particular tea type), as well as our large selection of gifts (gift baskets. chocolates. loose teas. and tea accessories). It is important to have a prominent location and be associated with the charm of the town.

We don’t have any direct competitors. Dunkin’s Donuts or a local café cannot compete against our upscale approach. In fact, the nearest Starbucks can be found 5 miles away. Simsbury&#8217’s growing wealth and gentrification are in our favor. As our upper-middle class customers seek new status markers as well as mini-luxury opportunities in a convenient, close location, we can help them achieve this.

Our accurate and conservative sales forecasts for the first year project sales above $190,000. These sales will continue to rise moderately through year 3. We expect a net profit of over $13,000 in the first-year, with steady growth in net worth through the future.

The business’s owners have invested $10,330 of their own funds. Jasmine Teahouse would like to obtain a 6-year loan of $53,633 for startup costs.

1.1 Mission

Our mission is to provide premium teas and chocolates in Simsbury CT. We do this by creating a fun and relaxed atmosphere.

1.2 Objectives

  • Simsbury: To open a successful Simsbury tea and chocolate shop, one to two employees in the first year.

  • To get at least 200 customers per year in the Simsbury marketplace within the first one-year of operation.

  • Achieve first year sales of $190,000.

  • Aim for a gross margin of at least 58 percent.

  • To achieve a reasonable net profit at the end of the third consecutive year.

1.3 Keys to Success

  1. Experienced managers and owners. Earl and Lady Grey have years of experience in this and related industries.

  2. High Quality. We sell only the finest whole leaf loose teas, pastries or chocolates.

  3. Excellent Customer Service. We will treat each customer as if they were an honored guest in the home.

  4. No direct competition. We are your only teahouse in the 20-mile radius.

  5. Enough working capital to survive the first year as we build a customer base.

  6. Broad range of seasonal offerings. To meet seasonal variations in customer demands, we also offer hot teas.

Dance Studio Business Plan


Dance Studio Business Plan


Dancing is a centuries-old tradition. Since centuries, ballroom dancing has been a part of social events. Swing and Latin are the Waltz or Foxtrots from days past. Social dance has been a constant presence in our lives for many years. It is in our medias, our musics and daily social functions. It isn’t usually taught parent-to-child so people are seeking schools where they can learn. Dancesport being considered as a gold sport in the next Olympics will increase exposure to Social and Ballroom Dance.

U&ME Dance is committed to providing quality, affordable dance instruction in Bellingham. Bellingham is home to a large and passionate ballroom dance group. But, there has never been a studio for people who want to learn dance and have fun with others of similar interests. Our goal is to integrate the existing dance community into our studio. This will allow us to start with a strong base. We will then be able spread the message that dancing can be fun and an exciting way to spend your time. There are many benefits to dancing that will attract people from many backgrounds and interests.

Toni Simler and Mary Evans, a mother/daughter team, are the founders and owners of U&ME Dance. They have both been very involved in ballroom and social dancing since 1995. Mary worked in Seattle dance studios as an instructor and manager. In the last three years, she taught private dance instruction as an independent contractor. Toni recently retired as a manager at Lucent Technologies. She worked there for 30 years in customer service, business administration, and contract management. She has been a dancer for over 30 years with her husband. They still dance socially. Toni, Mary and their strong partnership will ensure that U&ME Dance is a success.

1.1 Objectives

Here are the U&ME Dance goals and objectives from Years 1 through 3.

  • Make a dance school that’s warm and supportive. Customers will love it.
  • Provide a social and entertainment forum for people with diverse interests, backgrounds and ages.
  • Students of all levels can receive dance training, from beginners to professionals.
  • Encourage long-term employee commitment by providing ongoing training, benefits, and incentives.
  • Increase sales to $300K before the end of year 1 and maintain a 15% increase in annual growth.

1.2 Mission

U&ME Dance allows people to have fun, learn new dance moves, have fun, and be comfortable. We offer a varied dance program with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors receive ongoing training from some of the most respected professional coaches in the area. Students are provided with the most up-to-date techniques and steps, and also have access to the latest trends in dance. U&ME Dance accepts all types of people. We also maintain a non-smoking, alcohol-free environment.


Bed And Breakfast Business Plan


Bed And Breakfast Business Plan


Opportunity

Problem

Tybee Island is a popular destination for tourists. Travelers need somewhere to put their stuff and rest their heads. Travelers must create a home far from home. The place where they can completely recharge from worries and travels

Solution

Each Coach House guest can be sure that every need is met. For special occasions, catered meals, chilled wine, etc. can be provided for an additional stipend. On weekends, guests can return to the B&B for a snack of cheese, fruit and wine before heading off to bed.

Market

B&Bs along with other short-term lodgings on Tybee Island are an important part of island tourist. Ten short-term lodgings in Tybee are considered to be inns. The remaining 19 are long term lease facilities (rentals or condos) and only four are B&Bs. Hotels/motels constitute the largest percentage of rental properties on the island in terms of units.

Ironically, at least on Tybee Island, the rise of Airbnb and its competitors have increased the demand for B&Bs rather than hurt us with more competition. Non-hotel lodging is more popular. We are part of this new channel through our profile on Airbnb.

A modest projection is for an average increase in unit rental of 30% per year. The island’s competitors have experienced rental increases of 30% to 40% over the past three year. The Georgianne Inn expects 50% growth in the next two years. This projection is without any significant increase in advertising or exposure, but is based on the general average increase in tourism.

Tourists from northern Europe who love the warm and welcoming environment of B&Bs as well as local residents who require the facilities for different events, are our two largest customer segments. International exposure will be provided to potential customers by subscribing to Web services at nominal annual costs.

Concurrence

Airbnb is uniquely positioning us. Airbnb offers an exclusive lodging experience that caters to a growing number of travellers. B&Bs create a climate of home, where guests become temporary members of a larger family. B&Bs offer guests the opportunity to be part of a larger community while maintaining privacy. It is possible to share meals with innkeepers or other travelers, which can create new relationships and enrich existing ones. Or, meals can be taken in the privacy of the guest’s room.

The B&B offers a variety of settings that allow individuals and small groups to find the right setting for their particular moods or activities (reading, watching TV, playing board games, etc.). The B&B treats guests as guests, not customers. It becomes a destination to return to, whether it is at the end or the beginning of your next vacation (like going home).

The Coach House B&B guarantees guests privacy and membership. It is difficult to be polite without being intrusive. This delicate balance has been mastered by the owners in many walks of life.

Why Us

We begin with a crucial competitive edge. No competitor can offer the convenience or luxury found at the Coach House. We’ve stayed in many B&Bs throughout the country. We have the experience to help you create the perfect atmosphere for your B&B. We stand out against Airbnb competitors.

Expectations

Forecast

The average monthly fixed expenses, including interest payments, are estimated to be $8,000 The monthly earnings will be affected by peak and off-season. For the first year, on-season revenues will offset off-season losses. We expect that Coach House B&B’s off-season revenues will be sufficient for Coach House B&B to break even during its first year.

Our expectations of profitability are unrealistically high. We are able to accept it because we know that other expenses will increase. We will adjust as needed.

Financial Highlights by Year


Plastics Recycling Business Plan


Plastics Recycling Business Plan


Opportunity

Problem

How much plastic is in our solid waste? Plastic accounted for only 12% of 254,000,000 tonnes of solid waste created in 2007, according to the Environmental Protection Agency. That’s 30 million tons more plastic in a single year. According to some reports, plastic materials can take up to hundreds of years for them to be able the landfill. Participating in our plastics recycling program will allow you to join a network made up of Green-minded individuals and companies that recycle millions of tonnes of plastics every year across the United States.

According to reports, each 1 ton worth of plastic that is recycled saves 7 yards of landfill space. Recycling can help save the additional 80% of energy needed to make plastic bottles, containers, or other items. It is easy to see why plastic recycling is so important.

Baled plastics and especially plastic bottles have a high scrap price per ton. Aluminum cans are the only recyclable that is more profitable.

Solution

Replay Plastics plans to build a PET (polyethylene triterephthalate ) cleaning and refining station in the western United States. All 16 major North American PET recycle plants are currently in the eastern United States. It will start with a capacity of 46,000,000 pounds. The plant will use postconsumer bottle feed stock from Washington, Oregon, California. They currently collect over 200,000,000 pounds per year. The Company is vertically integrated. It will use most of its recycled material for its Packaging Division. Any surplus material (clean flake), that is produced, will go to outside companies. Manufacturers may sell the extruded sheet to them, who will then use it to thermoform it into high visibility packaging or in other high-value manufacturing operations. The strapping can be sold to large-packaging companies, such the lumber milling industry.

Market

There is currently no competition in the west for either the Company’s two divisions. Any production in the trading region remains locked and therefore not available for our target market.

It is essential that the Company can obtain post-consumer stock in order to be able to vertically integrate its operations and produce products that are in high demand by the western consuming industries. Without the cleaning and refining division, it would be difficult to source sufficient RPET flake resin at costs that would allow the Company to be competitive.

Concurrence

For many years there has been a strong market (sellers&#8217′ market) for our products. This industry has a long history of buying based on quality, price and reputation of manufacturers, as well as freight costs, delivery times, and proximity to markets. In this market, availability is often more important than quality.

Why Us?

Replay Plastics is an industrial company that converts waste plastic into economically viable products. We use environmentally-friendly recycling and manufacturing techniques. We want to make enough profit to give our investors a significant return as well as to finance growth and further development of high-quality products. We will maintain a fair, friendly, and creative workplace that values diversity, new ideas, and hard work.

Expectations

Forecast

Replay Plastics will be able to begin production within a few months after it has completed the construction of the packaging and recycling facilities and purchased the equipment.

Financial Highlights by Year

Finance is required

Our founders will invest $1.5million. A group of VC investors will also contribute the 2.7 million dollar. This will give replay Plastics the 4.2million it needs to start.


Italian Restaurant Business Plan


Italian Restaurant Business Plan


The Pasta House Co. Fenton business plan (PHC), highlights the opportunity to acquire the assets, leasehold improvements and restaurant currently operated as JD Drews. Because the store isn’t doing as well as it should, the current owner would like to sell the operation. Also, he is tired of paying the high cost of debt service. My goal is to submit this business plan to his bank in the event he is unable to make loan or rent payments and defaults on the loan. We will be a position to take over the SBA loan, and with additional funds added, convert this location to a profitable Pasta House Co. franchise restaurant.

This property is only 1/4 mile from Gravois Bluff&#8217’s which is the largest land moving project in Missouri to establish a major shopping area. The rent is half what Gravois Bluff’s retail shops charge, but the location offers the same chance for sales. New highway 141 has hundreds of thousands of potential customers, including local residents and visitors from out of the region. There is a huge demand for a family-friendly restaurant that caters to both children and adults in Fenton because of the high number of people who use it.

This turnkey operation is suitable for families with PHC. It can accommodate 170 patients. With the current leasehold improvements made and the high quality kitchen equipment, this operation can be transformed into the legendary PHC winning recipe. The growth in numbers of high income families in the Fenton area is projected at over 30%. Fenton needs a family-friendly fine dining restaurant. PHC is the perfect neighbourhood restaurant in the perfect community.

The Pasta House Co. in Fenton will be the second location for Dennis Boldt, who has operated a successful franchise unit in High Ridge, Missouri for 20 years. The Pasta House Co. based out of St. Louis, and now has over 34 successful company and franchise locations in the United States and Mexico.

PHC Fenton will be able to offer a prime location, delicious food, no competition and a great neighborhood marketing program. They also have a large catering base and can build upon that. Personal service in an Italian import grocery store environment and the support from the community will result in a highly profitable PHC restaurant.

1.1 Mission

Pasta House Co. is a family-owned restaurant that offers high quality, affordable Italian cuisine using authentic family recipes. We strive to exceed our customers’ expectations every time they visit. We suggest add-ons to enhance our customers’ dining experience. Our restaurant is clean.

We value the people who work for us. The Pasta House Co. is proud to have quality employees who make great food, are cleaner and more efficient, and remain employed for longer periods of time because they love what they do.

1.2 Objectives

The goal is purchase of JD Drews’ assets and leasehold improvements, and conversion of the restaurant to a Pasta House Co. profitable franchise unit. I plan on replicating the success formula I used at The Pasta House Co. High Ridge location which I own and have been operating for over 20 year. This location is expected to grow quickly and will deliver outstanding results by applying the same strategies, as well as having a strong management team. Here are my objectives

  • Pasta House Co. has been providing high quality service and food for the High Ridge community since its inception over 20-years ago.
  • Instil trust and cooperation among team members.
  • Combine corporate marketing strategies to increase volume.
  • First year sales to hit between $1.5 and $2 million with 10% growth in first few years.
  • High Gross Margins
  • Maintain food and labor costs consistent with High Ridge.
  • Maintain and grow my outstanding reputation.
  • You can still find a family restaurant in your neighborhood.

  • Fenton’s first Italian restaurant of excellence (the fastest-growing area in Missouri)

    • 1.3 Keys for Success

    • The Pasta House Co. name and reputation is well known in the St. Louis area. Each year, St. Louis votes for the best food.
    • All products we sell are top quality. We combine high quality products with great service. The menu also includes items that are suitable for both single and family members.
    • Current management staff and the crew have a lot to offer.
    • Location, Location, Location! Some have called the intersection at Hwy 30 and Hwy 141 “The Golden Circle”. Fenton is Missouri’s fastest expanding community.
    • This shopping center location is three years old. Every spot in this shopping center is filled. The main anchor is Dierbergs grocery, the largest grocery chain in the vicinity.
    • This location offers private rooms on a reservation basis. I am a bulk food and catering large party concept developer at my other location. This will be promoted with the party rooms.
    • For repeat customers, we will offer a frequent diner program and a birthday club. This will also be able to help us track our sales.
    • A management that is fair to all employees. We make it a place where employees feel at home and can make a lot of money.
    • Great staff make for great restaurants.

    SaaS Business Plan


    SaaS Business Plan


    Opportunity

    Problem


    Scope creep. Consulting clients use the approval process for more consulting without additional payment.


    A professional consulting business normally involves a proposal — also called an engagement letter — and acceptance. Accepted proposals are the agreements between client and consultant on what’s to be done, when and how much.


    For tracking progress and managing ongoing projects, it is helpful to refer back to the original engagement. This will help you avoid scope creep and helps you track your progress. It’s a critical missing link for most consultants.

    Solution


    Overture compiles proposals including text, tables, milestones and component tasks. Date and deadline data is included. Overture also provides ongoing progress tracking with tickler functions, communication and billing for the progress. The secret sauce is easy to use tools and a conceptual framework that prevents scope creep.

    Market


    Prospects may include single professionals as well as small professional firms and individuals within large businesses. The software is affordable at different levels. Individual accounts can be purchased for as low as $19.95 per month.

    Competition

    Competing software

    There are many good proposal management options span style=”font weight: 400 ;”>.


    • PandaDoc

    • RFPIO

    • Propose

    • Qwilr

    • Bidsketch

    • Osmosis

    • Loopio

    • Nusii

    • Quote Roller

    • Proposable

    • Octiv



    None of them address scope creep like Overture. They’re all priced high, but few offer the same features.

    The real competition


    The real competition is using existing word processing tools combined with project management and billing.

    Why Us?


    A great team of startup veterans has been assembled. They are able to invest their own funds in start-up investments in the middle six-figures. They have strong software and consulting experience.


    We value our customers. We believe we are doing what is necessary, will help users succeed, and will provide the best way for them to spend their money.

    Expectations

    Forecast


    We will prioritize high growth over profits in the near future. We want to achieve the kind of high valuations that make a good opportunity for us and our investors.

    Financial Highlights for the Year

    You will need financing


    We plan on a capital investment of $2.5 million.


    • We are able, as three founders, to invest $240K early seed money in the building of the company to enable us to secure local angel investment.

    • We are looking to attract $750K angel investment for the Spring 2023.

    • Series In Spring 2023, venture capital will be available.


    Internet Cafe Business Plan


    Internet Cafe Business Plan


    Opportunity

    Problem

    The public needs (1) access and access to all communication channels and information on the Internet. (2) access at a fair price and without being economically, politically or socially isolated.

    Solution

    JavaNet, unlike a typical cafe, will provide a unique forum for communication and entertainment through the medium of the Internet. JavaNet’s purpose is to offer a forum for communication and entertainment that is social, educational, and fun.

    Market

    JavaNet caters to new users as well as those who have been using the Internet for a while and want to share their enthusiasm in a friendly environment. JavaNet will also be a hub for professionals, both local and international, who want to collaborate or check email in a relaxed environment. JavaNet’s computers will be used by these professionals, as well as their laptops to connect to the Internet. JavaNet’s target market is a broad range of ages. It includes members of Generation X, Baby Boomers, and those who grew to be surrounded by computers.

    Competiton

    Cafe Paradisio Coffee Corner, Full City Coffee Corner, Allann Bros. are the major competitors in retail coffee. These businesses are located in or near the downtown area, and target a similar segment to JavaNet’s (i.e. Business people and students who are educated and upwardly mobile.

    Why Us?

    JavaNet will adopt a differentiation strategy to be a market leader in cafes. JavaNet stands out from other Eugene cafes by providing Internet service. JavaNet offers Internet service in Eugene and a pleasant environment that includes coffee and baked goods.

    Expectations

    Forecast

    In year 1, we expect to sell more than 500,000 units and nearly 1,000,000 in year 3. Earnings will be in year 2 and 3

    Financial Highlights per Year

    Need to Finance

    Our financing has already been secured as follows:

    1. $24,000 from the Oregon Economic Development Fund
    2. Cale Bruckner: $19,000 in personal savings
    3. Three investors invest $56,000
    4. Short-term loans up to $10,000


    Occupational Health Business Plan


    Occupational Health Business Plan


    Centroplex Health System (CHS), Workwell offers a top Occupational Medical Program. It helps to reduce healthcare costs, increase productivity, decrease absenteism as well as improve employee morale. Workwell also attracts and retains high-quality workers and provides a positive return. Workwell, Killeen’s first Industrial Occupational Medicine Program, will help area businesses become more productive while lowering overall costs.

    In their attempt to reduce health care costs, employers “want” occupational medicine clinics that provide them with the following components: accessibility, drug screening services, high quality staff, state-of-the-art care, and a wide scope of services. Workwell will help area employers fulfill their ‘#8220’ and #8220 ‘needs.

    Workwell&#8217s existence is based upon two simple facts.

    1. Healthy employees are more productive than chronically ill employees.
    2. It costs less to prevent injuries than to treat them after they occur.

    Workwell helps employees make healthier choices and reduces company health care costs. It also increases worker productivity. The following factors will impact your health care spending: lower medical insurance premiums and absenteism, lower turnover rates, fewer worker’s compensation claims, fewer tardiness, shorter hospital stays, and lower medical insurance premiums.

    Centroplex Health System’s (CHS), relationship is a key advantage for Workwell. CHS is the choice provider for health services in its service region and has already supported the crucial structures that are required to establish a successful Occupational Med program, such Workwell. The structures include an Emergency Department and a free-standing walk-in facility (i.e. COMC), an MCO (currently developing), and a network with primary and special physicians. All four of these structures will form a loop, which acts as a catalyst to bring business into Workwell. Workwell then should refer back into these four structures. This completes the loop. The model proposed is to offer Occupational Medicine services&#8211, Workwell and primary care services in one setting, COMC. The service mix will offer a comprehensive alternative to traditional Occupational Health and Primary Care services for our clients employers. This will create a synergy which expands the market and establishes new relationships. It also reduces operating costs and generates new revenues.

    Workwell’s keys to success and critical factors for the next three years are:

    • Successful marketing strategies/plans for employers are developed and implemented.
    • Experienced medical and administrative talent are sought after.
    • Enter the Occupational medicine market and create a brand#8221 before the competition.
    • Commitment to continuously improve the quality of service.
    • Demonstrate a financial returns on investment
    • Senior Management’s commitment

    CHS can develop and implement an occupational medicine program based on the business plan. Market research indicates that there were 7,720 total worker compensation injuries last year. CHS treated 2,532. In addition, worker compensation injuries are projected to increase to a total of 9,446 in the next four years. This business plan has a five-year goal to position CHS so that it can treat 5,064 workers compensation injuries, and thus achieve 53 percent market share.

    Below is a chart that illustrates the overall highlights of the business plan for the next five-years. Total visits to COMC are projected to increase from 11,085 to 15,918 by Year 5. This will result in an increase in total revenues and net surplus.

    1.1 Objectives

    • Workwell’s key objective is to help ESTABLISH Centroplex Health System and make it the #8220ONE STOP SMOOKING&#8221 MEDICAL CENTER OF HEALTH CARE IN ITS SERVICE AREA.
    • Provide a full continuum of Industrial Occupational Medicine services that provides responsive, quality medical care to all injured employees.
    • By Year 1, you will provide Occupational medicine services to 10 Killeen employers with 50 employees and 20 small employers with 50 employees.
    • To expand the market and offer Occupational Medicine services, employers will need to be able to access these zip codes by Year 2.

  • Expand the target market to provide Occupational Medicine services to the Centroplex Health System Service Area (Bell, Lampasas and Coryell county) employers by the end of Year 3.
  • Become the Provider of Choice for Occupational Medicine in the service area.

    • 1.1.1 Observation & Recommendations

    OBSERVATIONOccupational health programs have been stepchildren in hospitals because they’ve historically not brought in much revenue. But they could become more lucrative if health systems develop the necessary competencies and sell them directly to employers. Providers have to be proactive as they look for new revenue streams, especially as the value of discounted managed care continues to shrink. Occupational healthcare services provides a way to create positive relationships and build trust with local employers.

    RECOMMENDATIONS

    The underlying factor in these recommendations is TIME IS OF THE ESSENCE FOR DEVELOPING WORKWELL.

    Following are the recommendations (options) being made:


    Hire a consultant to help you start your program.

    Two main reasons for this recommendation: First, expertise is required in developing an occupational medicine program. Second, why reinvent the wheel when we can learn from proven techniques. All the programs reviewed either hired an experienced occupational physician director or an outside consultant to help the program succeed. CHS does not have the expertise to support this effort and is considering hiring a consulting company.

    You can also use these reasons:

    CHS can now offer formal occupational medicine programs to both area employers and employees in as little as 30 days. You can use the personnel ($$$) needed to develop this program to hire experts to execute their proven techniques. Senior leaders will feel renewed commitment to the program’s success by spending money on consultants.

    CHS is at risk of being ‘canned’ and could be subject to legal action, but it is clear that the positives far outweigh any negatives. Three consulting firms have submitted their bids towards this project. These are Concentra Health Services Florida Hospital, and Occupational Health Research. This information has been included in my presentation.

    In-house occupational medicine program

    Positives:

    Save money.

    Programming customized.

    Negatives:

    Time frame

    Inadequacy of expertise.

    Senior leadership is not committed.

    Decision to remain status quo:

    If you choose this option, the program will continue to operate as usual.

    Positives:

    None.

    Negatives:

    Continue to lose revenue

    Potential to lose market share

    You don’t have the opportunity to network effectively with employers in your area.

    Don’t miss your chance to become a #8220one-stop shop#8221 for health care services.

    CHS employees will continue to be injured.

    Divestiture by COMC

    This option involves placing COMC on a marketplace for sale.

    Positives:

    There is a lot of money.

    You can invest the $$$ to develop or expand new programs.

    Leaders can spend more time on issues closer to “home”.

    CHS should improve its bottom line, at least in the near term.

    Negatives:

    Lose new revenue stream.

    Gain market share.

    Loss or relocation of prime real estate.

    It is possible for a competitor to establish itself in the same setting.

    You can lose your identity in the market.

    1.2 Mission

    Workwell, a premier program in industrial occupational medicine, is customer-focused. The team approach aims to deliver quality occupational health, safety, and rehabilitation services. This includes addressing a person’s overall health (body, mind, and spirit) while building and maintaining partnerships with local businesses.

    1.3 Keys to Success

    Workwell’s key to success is:

    • Development and implementation of a successful marketing strategy/plan to employers.
    • Experienced medical and administrative talent are sought after.
    • Building a career in Occupational Medicine and entering the market

    Brand name before the competition

  • An ongoing commitment to improving the quality of service.
  • Demonstrate a financial profit on your investment.
  • Senior Management Commitment

    • Software Testing Business Plan


    Software Testing Business Plan


    Cresta Testing, Inc. (“Cresta” or the “Company”) is an ambitious and innovative global professional services company with a world class track record in testing and quality assurance. Cresta lowers risk, reduces software development costs, and significantly improves time to market for new systems.

    With experienced management at the helm, Cresta intends to grow by more than forty percent (40%) per year through solid customer service, a great sales plan, proven competitive strategies and a group of people that bring dynamic energy to the Company and the sales and delivery process. Cresta’s financials are realistic, and based on conservative figures relative to the industry as a whole.

    Professional service companies have to stand out in today’s competitive market with low-cost, commodity-based service providers. Cresta is unique in the fact that all of our services and capabilities focus exclusively on quality control (QA) technology.

    Our identity is clearly defined, and is easy for customers to understand. Customers appreciate and value specialists and are happy to do business with them. Our service delivery team consists of experienced QA specialists who are skilled in the most current QA techniques and technologies. Cresta is able to provide the right service for the right time.

    To ensure success of every technology-driven business, we must now be aware of the current state of job insecurity, financial scrutiny, regulatory compliance, and global terrorist threats.

    Cresta’s contribution to mitigating risks is significant. Clients can be sure that critical business applications and the supporting technology infrastructure are functional, performant, and scalable. We educate our clients so they can be self-sufficient in these efforts, or we will execute QA activities for them, ensuring that service level and financial management objectives are achieved.

    Cresta’s “roots” have grown within the global finance industry. This is where we have our largest client base, and also has the highest level of referenceability. This market is our main focus for the immediate future. It will streamline and control sales and delivery costs, and leverage our prior work.

    Cresta is determined to attain ‘#8220’ trusted advisor status with each of its clients. This will give Cresta the chance to truly demonstrate Cresta’s value-add.

    1.1 Mission

    Cresta is committed to providing clients with a specialized reliable, high-quality and sophisticated alternative to internal resources. This includes the development and implementation on an international scale of top QA and testing infrastructures and methodologies. Cresta must be able to offer clients a high level of business knowledge, practical experience, and confidentiality as a viable alternative to in-house resources. Cresta offers a professional and more risk-free way for clients develop and implement testing and QA strategies than they can do it themselves.

    Cresta must offer the highest quality IT solutions for its clients by providing QA and strategy testing services that reduce risk, improve time-to market, optimize ROI, minimize risk, and ensure the scalability as well reliability of IT environments throughout the enterprise. Cresta must have a healthy financial balance, be able to charge a reasonable price for its services and offer a better service to its clients. In the beginning, Cresta will concentrate on the New York City market. This will include services for European clients and financial services.

    1.2 Objectives

    1. You can sustain your profitability by using efficient operational methods to reach a minimum gross Margin of 50 percent (50%) or a net profitability after tax of nine per cent (9%) by year end 2004. Subsequent yearly levels of profitability maintained equal to or greater than that of the current leading public IT testing consultancy.
    2. Gaining a strong repeat customer base to maximize growth and achieve a minimum yearly growth rate of forty percent (40%) in each of the next two (2) years and a minimum yearly growth rate of fifteen (15%) thereafter.
    3. Cresta&#8217s constant growth and stability through the creation of an environment that is stable

    Cresta certification for all major technologies and tools used in Cresta’s marketplace.

  • By the end 2002, Cresta&#8217’s services and products were in need of a balanced consulting team.

    • 1.3 Keys to Success

    1. Leverage Cresta&#8217’s positive record and references from marquis clients to close large, qualified transactions.
    2. True industry specialization. This will give you a competitive edge and differentiate your services.
    3. Cresta-certified consultant resources are available for use in Cresta’s target markets.

    Software Publisher Business Plan


    Software Publisher Business Plan


    Supple Software Company, an S Corporation, was founded by Ralph and Mabel Smith. The company was founded in 1993. No outside investments have been made. Supple sells three different software products that command impressive market share. Ralph and Mabel would like to see the company grow by 2000.

    The goals of Supple are ambitious but achievable. There were sales growth in 1999. The next year, they expect to double. They expect net profit and gross margin growths to be proportional. Their goal is to hold personnel to one employee for every $250,000 in revenue. PC Data has determined that Product X is their flagship product and they will continue to hold a 30% market share. This will be achieved by adhering the three key ingredients to success, market strength, customer satisfaction, as well as the right management team.

    The Market

    Supple is participating in a $3.8 billion market that will have a 20% growth rate for the next three years. Supple will target four market segments: small offices at home, professional offices, academics, and professionals. These markets are growing at 2%, 5%, 8%, and 0% respectively. These markets are home to 22,000, 15,000 or 10,000 potential customers and 12,000 respectively. These are the USA markets. The major trend in the market is toward international sales. The market has seen a significant surge in international PC products primarily fueled by the recent Internet boom. The US market has seen a 22% growth in the last 3 years. But, it is projected that the international PC market will grow at 40%.

    Products

    Supple Software currently offers three product lines. Product X is currently the top-ranked Windows task X software, and also the quality leader. It offers a user-friendly interface with help and glossaries. Product Y can be used as a standalone task Y application on Windows. It’s the best product to create task Y and the only product that can manage the [omitted] function. Their last product, Product Z is a creative application for business processes.

    The Strategy

    Supple will adopt four specific strategies to attain the desired growth. They will create customized versions of their products to provide more value to specific customers. They will develop a strong marketing infrastructure. This will allow them to market their products. Supple will continue to focus on small and medium-sized companies, a segment that has been mostly ignored by the rest of the market. Supple will focus more on follow-up technology, which is more applicable to the masses, than on leading technology, which is better suited for specialists.

    Management Team

    Ralph and Mabel are seasoned managers who are capable of executing on their ambitious strategies. Ralph has 10 years of sales and marketing experience from Arrog International. In 1993 he founded Supple as a software distribution organization and is primarily responsible for its growth. Mabel will be required to help grow the company. Her years as a consultant will be drawn upon.

    Supple Software, a dynamic company, was founded in 1993 from humble beginnings and has since grown to $1 million with higher revenue forecasts for 2000. This is impressive, especially when you consider the fact that it was all possible through investments by the owners.

    1.1 Objectives

    1. To double sales in 2000 and increase sales by 5% in 1999.
    2. To increase gross and net profit margins correspondingly.
    3. To hold personnel to 1 full-time person for every $250K in revenues.
    4. To maintain at least 30% market share of Product X, as measured by PC Data.

    Success Keys 1.2

    1. Marketing power. It is important to ensure that your products are on the shelves in attractive packaging. This will allow you to retain a 30% market share as measured by PC Data.
    2. High quality products and customer satisfaction. We guarantee everything we sell, so the product must live up to our promises.
    3. To survive, we must ensure long-term customer satisfaction.
    4. Strong foundations in marketing, finance, and product design are essential for the right management team. Enough working capital to survive in the working-capital-intensive retail channel.

    1.3 Mission

    Supple Software develops software, publishes it, and markets it. It makes business skills accessible to millions who may not otherwise be able to access them. It is profitable and generates money. It offers a fulfilling work environment, fair compensation to its employees and a fair return to its owner, as well as a fair royalty to its authors.