Copriso is a total solution provider for printing related services and products such as office stationery, brochures, business forms, and marketing materials to Denver area businesses. It is an American-based home business. Copriso was known as ePrint, Inc. during the past five-years under Adam Suson’s sole ownership. Adam joined his family-owned Sir Speedy franchise in 1983. His father had started it in 1972. From 1983 to 1996, Adam was responsible for scheduling, procurement, press operations and customer service. Adam, who was a printing consultant by trade under the name ePrint, Inc., sold the franchise to his family several years back.
Last year, the name Copriso was adopted to signify ‘#8220’ Colorado Printing Solutions. The name change was caused by a conflict in Colorado’s name registration. After the new name was approved, an aggressive marketing campaign was required. This strategy includes telephone solicitation and direct mail. Copriso brought in a new business partner as part of this marketing strategy.
Paul Levy has 15+ years of combined sales and marketing experience in computer technology and telephony. Paul showed consistent performance throughout that 15 year period with his sales team and himself in meeting and exceeding all sales goals. The quotas were ranging from $1 to $3 Million. Paul was responsible for individual sales as also sales management and training.
Printing is an essential business expense. Combining our collective experience and industry resilience, we believe this name change and new marketing strategy will be a smart business decision. Here are the key success factors and key factors for next year.
Implementing our marketing plan.
To increase our customer base.
Cash flow planning and financial control
We are seeking a long-term loan to assist in our marketing strategy. This loan will help with expenses in the first year and ensure consistency in our marketing efforts due to the industry’s seasonality.
1.1 Mission
Copriso provides printing solutions and is committed to being a single source provider for all printing needs. With a focus on earning and maintaining customers trust, While maintaining a consistent margin, we will provide exceptional service and fair prices to our customers. We will also maintain a friendly, fair, and creative work environment, that respects new ideas and hard work.
1.2 Objectives
1. To achieve substantial annual sales in the third year.
2. To establish a tiered client hierarchy:
20% Long-term, well-established customers
60% of customers who have ongoing irregular or periodic needs
20% new customers, with unestablished requirements
3. You will find 12 new bidding opportunities and appointments each month.
4. To establish two new long-term “quality” relationships per month.
5. To operate at a minimum of 50% margin. This margin is calculated using historical rates based on the data for the last eight years.
6. To be a one-stop shop that can handle all aspects of customer’s printing needs. This includes consulting, design assistance, printing, binding, distribution, and printing. Our goal is not to require our customers to source printing beyond our capabilities.
7. To increase awareness of Copriso in order to support sales goals and income goals. This will be done through aggressive marketing and telephone contacts. This awareness will come from both marketing and word-of-mouth referrals. We will solicit business from our existing customers to continue and grow the business. Every customer will be asked for their referral information. Copriso client awareness will be promoted via direct mails and telephone sales. Future marketing plans are being considered with radio and television potentials.
8. To achieve a 30 percent annual growth rate. This number was calculated using eight years worth of historical data and the new marketing plan.
Chicano Stylez is a clothing and accessory store that caters to the Chicano/Hispanic community in Eugene, Oregon. We have unique products available from Los Angeles all the way to South America. CS aims towards becoming Oregon’s leading cultural retail store. By offering our customers a wide variety of high-quality and rare products, we hope to achieve both high profits as well as a great reputation for customer satisfaction.
Our central location in Eugene is a great place to be for the Hispanic growing community. We believe it is important to create an atmosphere of acceptance and community care, as well as a place where individuals can identify and bond with aspects of their culture. Our company takes pride in giving back to the community by offering free services to children, such as story nights, art lessons, and lessons in music appreciation.
Chicano Stylez encourages creativity, respect for others and fosters an environment that is open to all employees. We also offer goals for employees such as profit sharing and company growth.
1.1 Objectives
Chicano Stylez is the top-ranked cultural retail store in Oregon.
To receive a modest profit margin within the first year.
To have a customer base that exceeds 5,000 by year end.
To achieve a positive net profit by year two.
Success keys 1.2
In order for Chicano Stylez to succeed we must:
High-quality products
Provide excellent customer service
Be a helpful and respected member of the community
Create continued customer loyalty, resulting in repeat purchases
Martin Cove Brewing Company has been a successful microbrewery in southern Oregon for the past three years. The company, located in Medford has experienced an increase in sales of 15% each year. Martin Cove Pilsner as well as Red Ale are two of the company’s product lines. Martin Cove Brewing Company will make $520,000 this year. This was generated from an initial investment of $150,000.
Martin Cove Brewing Company crafts its beers under close supervision by our brewers in small 20-barrel batches. The latest brewing equipment and technologies are seamlessly combined with traditional brewing methods to ensure consistently excellent taste, whether packaged in bottles or draft kegs.
Martin Cove Brewing Company will expand its distribution to select metropolitan areas in Oregon. Martin Cove Brewing Company, which has enjoyed a high popularity in the area over the past three-years, is now looking to expand its distribution throughout Oregon. The company will also launch a traditional German Marzen style beer. The expansion plan will be supported by internal cash flow and funding from the owner. Based on current sales success in southern Oregon, projections of future sales growth are made for the next three year. The effective implementation of this plan will result in sales revenues growing to $1.2 million by Year 3.
Martin Cove Brewing Company uses the same sales strategy that helped to build Medford’s sales: Remove all obstacles between yourself and the customer. Once the customer tastes the product, he or she will know the quality and craftsmanship that goes into every bottle of Martin Cove.
Martin Cove Microbrews is available in bars as much as in retail outlets. Although it will distribute via supermarkets, it is expected that national supermarket shelves will be harder and more costly.
1.1 Objectives
Martin Cove Brewing Company aims to achieve the following:
Establish strong relationships with local beer distributors in selected sales areas.
Ensure that you keep costs and operations under control during expansion.
Maintain the high-quality product that the company has become known for.
The public wants: (1) access to the methods of communication and volumes of information now available on the Internet, and (2) access at a cost they can afford and in such a way that they aren’t socially, economically, or politically isolated.
Solution
JavaNet will offer a unique platform for communication and entertainment via the internet, which is not like a cafe. JavaNet’s goal is to provide the community with a social, educational, entertaining, atmosphere for worldwide communication.
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. Furthermore, JavaNet will be a magnet for local and traveling professionals who desire to work or check their email messages in a friendly atmosphere. JavaNet will provide computers for professionals to use, or they can plug their notebooks into the Internet. JavaNet’’s target market spans a wide age range: From Generation Xers who grew in a world of computers, to Baby Boomers who realized that computers today are not affordable.
Competition
Cafe Paradisio Coffee Corner Coffee Corner Coffee Corner and Allann Bros are the main competitors to this segment of retail coffee. These businesses are located near or in the downtown area and target a similar market to JavaNet’s (i.e. Business people and students who are educated and upwardly mobile.
Why Us
JavaNet will pursue a differentiation strategy for a competitive advantage on the cafe market. JavaNet stands out from other Eugene cafes by providing Internet service. JavaNet also offers a relaxed environment with coffee and baked goods, which makes it stand out from all other Eugene Internet providers.
Expectations
Forecast
We intend to make more than 500,000 and close to 1,000,000 sales each year. We will have earnings year 2 and year 3
Financial Highlights per Year
Finance is required
As follows, our financing was already secured:
$24,000 from the Oregon Economic Development Fund
$19,000 of personal savings from owner Cale Bruckner
Wooderful Floors is an up-and-coming company that provides wood floor refinishing services in the Pittsburgh area. The company was founded as a L.L.C. by Logan Madison.
Keys of Success
Wooderful floors has identified key keys to success that will enable it to grow its business and become profitable in the first year.
Attention to detail Every floor must be completed to exacting, caring standards.
100% customer satisfaction: Every customer must be happy with the work.
Business efficiency All processes and activities within a business must be analysed and determined to determine which process is most efficient.
Competitive
Wooderful Floors will be focusing on the environmentalism and trust to increase market share. Wooderful Floors only uses a water-based finish product. This product is relatively new and is just as durable, non-toxic, as well as not releasing toxic fumes to the air. Because of the toxic fumes, home owners often have to evacuate their home for several days. Wooderful Floors has extensive experience with this water-based product. Logan is the most skilled service provider for water-based product.
Management
Logan Madison earned his Bachelor of Arts degree from Allegheny College. For the past several years, he worked as a floor finisher with a general contractor. Logan was already using the water-based products from the beginning and learning more about how to use them.
Logan will bring Wooderful Floors profitability within the first year by combining his skills and experience. Wooderful Floors is expected to experience steady growth in sales over the next two and three years and correspondingly higher net profit.
1.1 Mission
It is Wooderful Floors’ mission to offer the highest-quality environmentally-sound wood floor refinishing service in Pittsburgh. Wooderful Flooring will quickly build a loyal customer base through fair pricing, skilled craftsmen-like work, and 100% customer satisfaction.
1.2 Keys To Success
Attention to detail, every floor must be refinished to perfection.
Customers must be 100% satisfied will all of Wooderful Floors’ work.
Although floor refinishing is a labor of love, attention to detail regarding business efficiency must be applied in order for Wooderful Floors to be a sustainable company.
1.3 Objectives
To become the premier environmentally-sound wood floor refinisher.
You can be financially successful in the first year.
Realize significant increases in market penetration
Centroplex Health System’s (CHS) premier Occupational Medicine Program, Workwell, is designed to lower health care costs, increase productivity and reduce absenteism, improve employee morale, retain and attract high-quality employees, and provide a positive return of investment. Workwell will be Killeen’s pioneer Industrial Occupational Medicine Program and will serve area businesses, helping them to become more productive, while lowering their overall costs.
Employers want to lower their health care costs. They seek out occupational medicine clinics that offer the following components. Accessibility, drug screening services and high quality staff are all important. State-of-the art care is also available. Workwell’s mission is to promote total health for body, mind and spirit while forming and nurturing relationships with local businesses.
WorkwellՉ۪s existence rests on two simple facts.
Employees who are healthy are more productive than those who are chronically ill.
It is less expensive to prevent injuries than to treat them when they occur.
By helping employees change their behavior patterns and choose more healthy lifestyles, Workwell will lower a company’s health care expenditures, while raising worker productivity. Reduced medical insurance premiums, lower absenteism, decreased turnover rates, worker’’s compensation claims, shorter hospital stays, and reduced tardiness will all result in lower health care expenditures.
Centroplex Health System’s (CHS), relationship is a key advantage for Workwell. CHS is the most preferred provider for health care services in the service area. This means that CHS supports all the structures needed to build a successful Occupational Medicine Program such as Workwell. These structures include an Emergency Department, freestanding walk-in facilities (i.e. COMC), a network primary and specialist physicians, and an MCO (currently in development). The four structures together should create a loop which serves as a catalyst for business to flow into Workwell. In return, Workwell should refer back to the four structures, complete the loop. The model proposes to provide both Occupational Medicine services and primary care services under one location, which is COMC. This service combination will provide a more comprehensive system for Occupational Health services and Primary Care to our client employers. This will create a synergy which expands the market and establishes new relationships. It also reduces operating costs and generates new revenues.
The keys to success and the key factors that will determine your success over the next three years according to Workwell are:
Implementation of a winning marketing strategy/plan for employers.
Resourcing experienced medical and administrative talent.
Enter the Occupational Medicine market and build a “brand” name before the competition.
Commitment to continually improve the quality of our service
Demonstrate a financial return on investment.
Senior Management’s commitment
CHS should develop and implement an occupational medical program as per the business plan. According to market research, there were 7,720 worker injury claims last year. CHS handled 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 translate into an increase in total revenues as well as net surplus.
1.1 Objectives
Workwell’s primary objective will be to help ESTABLISH Centroplex Health System in its service area as the #8220ONE STOP SHOPPING#8221 MEDICAL CENTER HEALTH CARE.
Offer a full range of Industrial Occupational Medicine Services that provide prompt, high-quality medical care for all employees injured.
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.
By the end of the year 3, expand the market for Occupational Medicine services in the Centroplex Health System Service Area (Bell Lampasas, Coryell county) to employers.
Become the Provider Of Choice For Occupational Medicine In Your Area
1.1.1 Observation, Recommendations
OBSERVATIONOccupational health programs have been stepchildren in hospitals because they’ve historically not brought in much revenue. They could be more lucrative if the health system develops the competencies to sell them directly to employers. Providers must take action and pursue new revenue streams as the health care dollar is shrinking due to the limitations of managed care. Occupational health can provide a venue and format for building positive relationships between local employers and employees, which could lead to new revenue streams.
RECOMMENDATIONS
The underlying factor in these recommendations is TIME IS OF THE ESSENCE FOR DEVELOPING WORKWELL.
The following are the options and recommendations that were made:
Hire a consultant to help you start your program.
This recommendation is based on two reasons: First, occupational medicine programs require expertise. Second, we don’t need to reinvent the wheel when there are proven methods. All of the programs studied hired either an experienced occupational medical director or an external consultant to bring the program to life. CHS has no expertise in this field and doesn’t plan to hire one. Therefore, it is worth considering consulting firms.
Other reasons are:
This option will allow CHS to start offering area employers as well as its own employees a formalized occupational medicine program within 30 – 45 days. It is possible to pay professionals to help implement the proven methods ($$$), reducing the staff burden. Senior leadership will be more committed to the program’s success if they spend the money to hire consultants.
CHS faces the possibility of having a “canned program”, but it is well-known that the positives outweigh all the negatives. Three consulting firms have submitted bids to this project. These three firms are Concentra Health Services Florida Hospital and Occupational Health Research. This information has been included in my presentation.
Develop an occupational medicine program in-house
Positives:
You can save money.
Program customized.
Negatives:
Time frame
Lack of expertise.
The lack of senior leadership commitment.
Decision to remain status quo:
The program will still operate as before this option.
Positives:
None.
Negatives:
Continue to lose revenue
Potential to lose market shares
Do not miss the chance to network with local employers
Miss the opportunity to become a “one stop shop” for health care services.
CHS employee injury costs will continue to escalate.
Division of COMC
This option involves placing COMC on a marketplace for sale.
Positives:
Many people have a lot to spend.
You can invest the $$$ to develop or expand new programs.
Leadership can be more focused on issues that are closer to their hearts.
In the short term, improve CHS’ bottom line
Negatives:
Lose new revenue stream.
Lose market share.
Loss in prime location
Establish a rival in that setting.
It is easy to lose your identity on the market.
1.2 Mission
Workwell is a client-focused, premier industrial occupational medical program. Workwell uses a team approach to provide high quality occupational health safety and rehabilitation services.
1.3 Keys to Success
Workwell’s keys to success are:
Successful marketing strategies/plans for employers are developed and implemented.
We are looking for experienced administrative and medical talent.
In the Occupational Medicine Market and Building a “”8220”
Before the competition, brand” name.
Commitment to continuously improve the quality of service.
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 reduces risk, cuts software development costs and dramatically improves the time to market of 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 reflect reality and are conservative in comparison to the rest of the industry.
Professional services companies must stand out from the sea of low-cost service providers that are commodity-based and cheap. Cresta is unique because our services and capabilities all revolve around quality assurance technology (QA).
Customers are able to easily identify our identity. Customers understand and appreciate the value of, and enjoy doing business with “specialists.” Our service delivery team is comprised of experienced QA specialists, skilled in the leading state-of-the-art QA technologies and techniques. Cresta offers the right service at the right time.
Current job insecurity as well as financial scrutiny, regulatory and company compliance and global terror, require the adoption of aggressive risk management strategies and actions to ensure the success and sustainability of each business-driven technology solution.
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 ‘#8220’ roots have grown within global financial services, which has our largest client base. They also provide reference-ability. 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 hopes to be a trusted advisor for each client, and to have the opportunity to prove the importance of Cresta’s value-add.
1.1 Mission
Cresta’s mission is provide a specialized alternative to in-house resources. It can develop and implement world-class QA and testing protocols and infrastructures. As a true alternative to in-house resources, Cresta must offer a very high level of practical experience, know-how, business practice sophistication, and confidentiality. Clients must know that working with Cresta is a more professional, less risky way to develop and implement QA and testing strategies than working completely in-house with their own people.
Cresta must provide its clients with the most qualified IT solutions through QA and strategic testing services that minimize risk, improve time to market, optimize ROI and ensure the scalability and reliability of IT systems environments throughout the enterprise. Cresta must be financially sound, offer high-quality services at a fair price, and provide a greater value to its clients. Development of New York City’s financial services industry will be the initial focus. Services for European clients in America will also be provided.
1.2 Objectives
Maintaining profitability through efficient operations systems. A minimum gross margin (50%) and net profitability after tax (9%) must be achieved by year-end 2004. The subsequent yearly levels are equal to or better than the current leading public IT consulting firm.
To maximize growth, build a loyal customer base and reach a minimum yearly rate of forty percent (40%) in each of two (2) years. A minimum yearly rate of fifteen (15%) is required thereafter.
Cresta’s constant growth and stability through the creation of an environment that is stable
Cresta Certified Consultants are Cresta certified in all major technologies in Cresta’s marketplace.
By the end 2002, Cresta’’s services and products were in need of a balanced consulting team.
1.3 Keys to Success
Leverage Cresta’s positive reputation, marquis client references and ability to close large, qualified deals.
Create industry specialization. This will allow you to have a distinct competitive advantage as well as service differentiation.
Maintain a pool of consultant resources that are Cresta certified in all the tools and major technologies used in Cresta’s target marketplace.
Fantastic Florals, Inc., imports only handmade flowers made by Indonesian artisans. The firm’s main office is in Anytown, Oregon, and has a customs house broker in Seattle, Washington to deal with related matters.
FFI quality items are unique and exclusive. FFI’s target consumers are women who have upper-middle incomes to high-end. FFI’s competitive edge lies in the fact that its products are entirely handmade. The firm hopes this will attract people who are passionate about the craft of silk flower production. FFI products are mostly made from silk flowers, and some people purchase the product for their own use.
For the starting year, the company plans to attract manufacturer reps and retailers to distribute the products by attending the Silk trade show in Chicago, Illinois. This trade show allows buyers and suppliers to meet and make deals to sell silk flowers and other products. FFI expects to sell approximately $1.1million by the end its first year of operations. FFI will also open an exclusive gift shop to sell our product at Anytown’s Third Street Public Market. This lease will last for five year.
The company plans on expanding to direct mail sales next year through being part of an established catalog targeting a similar market. FFI expects sales to reach $1.5 million by year 2. FFI expects to sell nearly $2,000,000 in its third year.
The FFI family will expand in Year 3 by adding 10 different kinds of flowers and flower arrangements. A 25-30 percent average gross margin is achievable. Annual sales growth is predicted to be 25 per cent.
1.1 Objectives
Year 1 sales of $1.1 Million
With a five-year lease, open gift shop in Anytown at Third Street Public Market.
For year 2, expand into direct mailing catalogs.
Maintain a gross Margin of 25 Percent
Annual growth rate of 25 %
Add 10 varieties of flowers to your product line and create a new product category in Year 3.
1.2 Mission
FFI’s mission is to become a recognized importer of artisan quality silk gift items in the United States. FFI guarantees customer satisfaction at all times and offers friendly service.
FFI’s purpose is to increase customer appreciation of handmade silk flowers and other silk products and to provide customers with beautiful unique artistic decorations.
1.3 Keys to Success
Fantastic Florals Inc. is looking for key success factors
Product quality.
Customer service.
Access to manufacturers.
Controlling fixed and variables costs in the first two years.
Supple Software Company (S Corporation) was founded by Ralph Smith and Mabel Smith. The company was established in 1993. There have been no outside investments. Supple currently sells three different products of software that have impressive market share. Ralph and Mabel would like to see the company grow by 2000.
Supple’s objectives are ambitious yet achievable. There were sales growth in 1999. The next year, they expect to double. They also forecast commensurate gross margin increases and net profit increases. Their goal is to hold personnel to one employee for every $250,000 in revenue. PC Data measured their 30% market share with Product X as their flagship product. The three keys to success are market power, customer happiness, and the right management.
The Market
Supple will be participating in a $3.8billion market with a 20% growth rate over three years. Supple will target four customer segments: professionals, academics, home offices and small offices. These markets are experiencing growth of 2%, 5% and 8% respectively. These markets each have potential customers of 22,000-15,000, 10,000 and 12,000 respectively. These numbers are for the USA market. International sales is the dominant trend in the market. The recent Internet boom has prompted a substantial increase in international PC sales. While the US market has seen 22% growth for the last three years, it is estimated that the international market will grow at 40%.
The Products
Supple Software currently has three products. Product X is the most popular Windows task X product and 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 is the best product for creating task Y. And it’s also the only product that allows you to manage the [omitted] function day-to-day. Their last product was Product Z, which is a creative business process application.
Strategy
Supple will follow four concise strategies to achieve the desired growth. They will design customized versions of standard products for customers who are looking for more value. They will create a solid marketing network. This will enable them to launch their products onto the market. Supple will remain focused on small to medium size companies, the segment that has been largely ignored by the competition. Lastly, Supple will focus on follow-up technology which is more appropriate for the masses, instead of leading technology which is best suited for experts.
Management Team
Mabel and Ralph have a wealth of experience as managers, capable of executing ambitious strategies. Arrog International brings Ralph 10 years of marketing and sales experience. Supple was founded by Ralph in 1993 as a distribution firm for software. Mabel will also be needed to grow the company. Mabel’s years of experience as a consultant will be tapped.
Supple Software was founded in 1993 as a small company. Since then, the company has grown into a $1 million business with increased revenue forecasts. This is all the more impressive when you consider that this was all done with investments from the owners, no outside capital was secured.
1.1 Objectives
To increase sales in 1999 and double sales again in 2000.
To increase gross profit margin and net margin in the appropriate manner.
For every $250K in income, 1 full-time worker must be employed.
Maintain at least 30% of the market share for Product X as measured by PC Data.
1.2 Keys to Success
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.
Quality product and customer satisfaction. We guarantee everything we sell, so the product must live up to our promises.
For our survival, it is crucial to ensure that customers are satisfied for the long-term.
The right management team has solid foundations for marketing, management, finance and product development. Enough working capital to survive in the working-capital-intensive retail channel.
1.3 Mission
Supple Software creates, publishes and markets business tools as well as business knowledge in a single software product that includes documentation and software. It makes business methods accessible to millions, even to people who wouldn’t otherwise have the ability to use them. It generates profit and cash. It provides a stimulating work environment, fair pay to its employees, a fair return on its owners, and a fair royalties to its authors.
Data recovery is an often overlooked option when data loss has occurred. TTR Data Recovery Technologies is equipped with the technical expertise and customer support staff to help you solve any disaster recovery issue quickly, efficiently, economically, and inexpensively.
It is estimated that, last year, companies lost data valued at $2 billion dollars through mechanical or electrical failure, virus activity, system malfunctions, accidental erasure or water, fire or smoke damage. TTR Data Recovery Technologies is able to recover mission-critical data even when other methods and experts fail.
TTR Data Recovery Technologies can restore your data in as little as 24 hours, depending on how severe the damage is. Internet connectivity is available for time-sensitive data loss situations.
TTR Data Recovery Technologies uses a proprietary recovery technique that isn’t dependent on the operating system. The company can retrieve crucial data from DOS to Novell, Macintosh and UNIX. TTR Data Recovery Technologies’ engineers are committed to innovation and have created in-house software as well as hardware solutions to retrieve maximum data.
TTR Data Recovery Technologies coowner Dan Whitaker has been an expert in data recovery for more than fifteen years. He has successfully recovered data for Fortune 500 companies, governments and military as well as a number top educational and research institutions.
1.1 Objectives
Establish TTR Data Recovery as the national leader in critical data retrieval.
During the next two years, the number VARs offering recovery services through TTR Data Recovery will increase by 20%
1.2 Keys to Success
TTR Data Recovery Technologies is a success story.
Innovative solutions for data retrieval
You can trust us to provide timely and reliable solutions. Get the data back to the company in two days at the latest.
An administration that can serve customers and prepare accurate billing. They also follow up on orders. They keep an eye on expenses, collect receivables, and monitor the collection.