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Businnes Plan

Furniture Import Business Plan


Furniture Import Business Plan


Poppi Designs is an Italian furniture importer serving New York. The original incorporation of the business in N.Y. was over 10 years back. It has been through many business strategies changes. The new model allows for the import of a wide variety of Italian furniture. It is sold primarily to designers as well as unfinished furniture retail shops. Two principals are Kate Jackson, located in New York, and Luca de Febonio, located in Rome, Italy.


The Concept

Poppi understands that good furniture is very competitive and will therefore target niches to reduce competition. Generally, they will concentrate on locations out of reach of larger furniture superstores. Poppi Designs can leverage Luca’s expertise and location in Italy to manage the entire importation process. Poppi Designs will be represented in Italy by Luca.

Poppi Designs has three keys to success. The first is establishing a high quality, high value relationship with its vendors and customers. It is also important to deliver their products on time and in a reliable manner. Reliable administration is the last requirement for success.

Poppi can be set up at home and has additional warehouse space. This arrangement will be the most economical, but it will also provide the necessary support and service.


The Market

Poppi Designs will target the following market segments. Their primary market segment is specialty retailers, which makes up around 80%. This segment is growing at just 2% and has 16 potential clients. Poppi will reduce their dependency on this niche by focusing its marketing efforts. This market is more competitive and Poppi will target targeted marketing to increase their reach. The second segment is designers, that also have a 2% annual growth, with 44 potential customers. The final targeted niche is the unfinished furniture retailer, with a potential 50 participant market and growing at 2%.

The market is based less on brand equity of the manufacturer and more on the actual product and the service provider. The customer should have the opportunity to touch and feel it. The salesperson can also play a significant role in the transaction. Poppi benefits from these realities as they are able pick and choose from multiple manufacturers instead of having to only sell products to one manufacturer.


The Sales Strategy

Direct sales calls to all segments of the market targeted by this plan are key to the success of the sales strategy, with the exception being interior designers. Kate Jackson, the owner of the company, must make these sales calls due to her knowledge and background about the products and the competitors. Experience has shown that the more time Kate Jackson devotes to selling, the greater the sales results. The search for a full-time team member should be made as soon and as quickly as possible. Kate is unable to sell if too much of her time is diverted by this person.

Poppi Designs, through its well-focused business strategy will achieve profitability by month two. Conservative forecasts suggest that sales will increase by almost two-thirds from year one to three. The ratio of net profits to sales will be comparable.

1.1 Objectives

The objectives of Poppi Designs are:

  1. In order to create an efficient and reliable administrative system that allows the owner to focus on selling and managing major accounts.
  2. To concentrate Poppi’s efforts on several selected market sectors that have been researched and found promising.
  3. To increase the reliability and timeliness in shipments from Italy.

1.2 Mission

Poppi’s mission, according to a variety reasons, is to fill certain market niches in chairs and other furniture items that are not being served by large domestic producers. Poppi Designs’s owner, Poppi Designs, draws upon her interior design expertise, as well her contacts in Italy, to tailor her products to meet these market needs.

1.3 Keys to Success

Poppi Designs&#8217s key to success are:

  1. Offering products of high quality and value that aren’t available anywhere else. This is critical to maintain the niche markets mentioned by the mission statement.
  2. Reliable and timely deliveries. Poppi must deliver on its promises. Poppi must fulfill its delivery promises because of the nature and culture of Italian business.

  • A reliable administration who is available to help customers, prepare accurate bills, follow-up orders, and keep an eye on expenditures and collections of accounts receivable.

    • Businnes Plan

    Butcher Shop Business Plan


    Butcher Shop Business Plan


    Opportunity

    Problem

    Nearly everyone eats meat as a staple. People expect that the meat is free from chemical contamination and “free range” before it reaches the table. This is to ensure that the food remains healthy and nutritious. It is not easy to see the need to ensure that the meat industry does not exploit animals in crueler ways than it should. How can we trust the meat we eat?

    Solution

    Parkdale Meats strives to be a leading specialty butcher in the Parkdale, and is committed to providing the highest quality meats.

    Market


    <br>The U.S. poultry and meat industry is the largest part of U.S. agriculture. In 2007, it produced more than 91 Billion pounds. U.S. meat consumption was 55% beef, red meat, lamb, pork and mutton, 36.8% poultry and 8.2% seafood in 2007. Meat is sold through retail establishments, including restaurants, grocery stores, and butcher shops. The number of independent butcher shops has declined over the past ten years, as meat sales have somewhat fallen. They have been replaced by big-box retailers and grocery stores. However, this presents an opportunity in markets where only the most basic meat options are available from larger retailers.

    Competiton

    Parkdale Meats competes with the following types of competitors:

    * Grocery shops: seven locations in the Greater Parkdale area

    * Costco and Walmart are big box retailers

    * Butcher shops Red’#8217’s Meats, Bay Avenue Butchers

    Parkdale Meats’ founders Eryka Ausroch and Robert Suidae will help it establish its competitive edge. Robert has established relationships with top meat suppliers and an understanding of the art of butchering. Eryka is an expert in food service management, financial planning, and sales records in business-to–business sales. The pair will be able to compete with other local butcher shops and grocery shops in the niche market.

    Why Us

    Parkdale Meats is an exclusive butcher shop that aims to deliver the highest quality meats, cut to customers’ specifications, and to be the premier specialty meats supplier in the greater Parkdale area.

    Expectations

    Forecast

    The cash flow generated by the business after startup will allow it to grow. There is potential for substantial growth in the initial target market before the shop has to hire additional staff or move into a larger facility.

    Financial Highlights by Year

    Financing Needed

    Robert Suidae (the founder) and Eryka Aroch (the CEO) are each investing $65,000 to start the company. This totals $130,000.


    Businnes Plan

    Aquarium Services Business Plan


    Aquarium Services Business Plan


    EcoAquatics is a hobbyist business started by a sophomore in high school. It’s sole purpose is to allow the owner to pursue an enjoyable hobby and turn it to a small part time business to provide her with economic benefits similar to those that students her age get from less rewarding part-time jobs.

    EcoAquatics will take care of saltwater aquariums. We will help every step of the way, from setting up the aquarium, to cleaning it, maintaining it, and feeding the fish. We can help you through each step, or they can just relax and enjoy the finished product.

    Our service can be used to help anyone, regardless of their level of expertise. We will tell our clients the truth and not let them get something that will not thrive in their specific tank environment.

    The business’s owner will offer services to close family members and friends in the beginning. The company will eventually expand to provide services to small businesses in Eugene, Oregon. This is a small hobbyist company so the startup costs are minimal. The family friend will provide an interest-free loan that will finance the start-up. The loan will be repaid within three years.

    EcoAquatics was properly registered with Oregon at the time this business plan was written. It has been managing the aquarium of its client for the past four months.

    1.1 Mission

    EcoAquatics is a hobbyist business intended to give its owner a way to develop environmentally-sound aquariums, sensitive to the potential ecological dangers of the aquarium hobby worldwide, on a small scale appropriate to a high school student’s infrastructure and reach. It should be enjoyable, rewarding, rich in learning, beneficial for both the clients and the owner.

    1.2 Keys To Success

      1. As a part-time hobbyist company, keep the vision intact and move slowly but judiciously up.
    1. Stay informed about the environmental effects of aquariums in your house and at work.

    1.3 Objectives

      • Short-term, my primary goal is to build and maintain aquariums outside of our home. I have selected close clients who will help me with this. I don’t want to pretend this a full-time business with completely normal business motivations.
    • To make it a long-term business, to generate an income from a parttime enterprise that is related to my vocation.


    Businnes Plan

    Educational Software K-12 Business Plan


    Educational Software K-12 Business Plan


    Introduction

    Curriculum Companion Suites (CSS), a medium-sized consulting and software development company, is focused on making education more efficient for K-12 schools. CCS software acts as a virtual assistant to the educational process. Students can follow along with curriculum electronically through a central computer terminal at the front of the classroom.

    The Company

    CCS’ key success factors are its commitment to market awareness as well future potential direction of education process. CCS also has relationships with a wide range of educational institutions.

    Curriculum Companion suites is a start up company that consists of six executives with 76 employees. All functional areas of the company’s executives are represented, and each has 70 years combined experience in software development. Andrew Christiansen and David Fields hold 80% of the company. Other investors have a minority share. The company doesn’t plan to go public at this time, as most of the funding is raised internally. CSS was created in Oregon by two of its majority shareholders.

    Products

    CCS offers educational software to support every grade level, starting in kindergarten and ending in 12th grade. These suites are developed in collaboration with major curriculum publishers with whom CCS has established strategic partnerships.

    CCS provides support for all aspects of software installation and maintenance. These services are provided as part of each software package purchase.

    The Market

    There are only a few competitors in the learning information system vendors segment. These companies provide software products, installation and systems integration services for schools from kindergarten through 12th grade (K-12) in the United States. CCS competes mostly against more traditional methods for education, training, testing and such as pencil testing. CCS also competes against other educational software companies, including Mattel, Inc., Apple Computer, Inc., International Business Machines Corporation, and Mattel, Inc.

    Educational institutions and school districts are not active in finding technical improvements to the education process. Rather, companies such as CCS have often utilized a more “push” type of marketing strategy. It has been necessary for the educational community to be “educated” about the potential of technical infrastructures being used to enhance learning.

    CCS is the only market in which CCS has direct competition. CCS intends to gain market share and aims to achieve 10% market share within three years.

    The target market for CCS is the urban/metropolitan educational market, as this market presents the highest level of opportunity in terms of revenues. Additionally, software installations and customizations in this market are much more feasible in terms of technical logistics and efficiencies. This market is more likely to be profitable.

    A large number of schools districts and educational institutions across the U.S. have formed relationships with CCS. CCS has made substantial investments in research and understanding the specific needs and potential improvements to the current educational process.

    Financial Considerations

    CCS hopes to raise significant owner capital and borrow the same amount in a SBA 10-year guarantee loan. This provides the bulk of the current financing required.

    CCS intends for CCS to produce large sales in its first years, with steady growth in the second year and third.

    1.1 Mission

    Curriculum Companion Suites aims to offer software curriculum suites to K-12 schools within the U.S. market. CCS will concentrate on providing solutions that improve schools’ educational capabilities.

    1.2 Keys for Success

    Here are some key CCS keys for success:

    1. The company’s commitment to being keenly alert to the current educational environment and future potential direction of the educational process.
    2. CCS has strong relationships with many educational institutions.


    Businnes Plan

    Newsletter Publishing Business Plan


    Newsletter Publishing Business Plan


    The Infotext Strategy letter is the heart of a monthly subscription service that includes the newsletter and website privileges. This is a new expansion project. It will benefit our business in multiple ways.

    1. Establish and validate the expertise.
    2. Generate visibility, leads, additional consulting clients.
    3. You can also offer additional revenue sources.

    The newsletter is the focus of this business plan. It is confidential, and may be used internally as a guide for expanding the business within our existing company.

    1.1 Objectives

    1. 300 subscribers at the end the first year and 1,000 at the end the third year.
    2. 65% renewals.
    3. Cancellations no greater than 10%

    1.2 Keys for Success

    1. Excellence in fulfilling the promise.
    2. Create visibility to increase business leads.
    3. Utilizing a single pool to create multiple revenue opportunities &#8211: the newsletter and subscribe website, retainer consultancy, project consulting, and market research published report.

    1.3 Mission

    The Infotext Strategy Letter provides high-tech marketers with important news, insights, advance notice of trends, case studies, and pragmatic real world advice about developments related to the worldwide marketing of high-tech products. It includes a monthly newsletter delivered electronically and an information archive delivered on the World Wide Web as a password-protected secure site.


    Businnes Plan

    Automated Accounting Business Plan


    Automated Accounting Business Plan


    Business Cashflow Solutions, Inc., provides small- to medium-sized business services that lower invoicing expenses, speed the receipt of money, and allow authorization of and recovery of paper drafts.

    1.1 Objectives

    1. Total receivables in Year 1: $38,000
    2. Monthly receivables of $3,000 by the sixth month of operation.
    3. Minimum of 10% increase in receivables per month.
    4. In the eighteenth month, we received $10,000 per month.

    1.2 Mission

    Business Cashflow Solutions, Inc., provides services to increase operating funds for small- to medium-sized business by automating receivables for quicker payment and allowing merchants paper checks to be accepted with confidence.

    As a service business, we guarantee our customers:

    1. Services of exceptional quality
    2. Rapid responses to any questions or concerns.
    3. Total honesty and integrity.

    Success keys 1.3

    1. Direct, person-to-person marketing.
    2. Participation in professional business organizations.
    3. Frequent follow up and reselling our services.


    Businnes Plan

    Art School Museum Business Plan


    Art School Museum Business Plan


    Hands On! Children’s Art Museum of Chicago. (Hands On! ) is an 501(c),(3) nonprofit organization. “Hands On!” is a new organization that aims to provide unique, meaningful arts programming for every child, to educate children in the art and to create an audience for the artist for life. We will offer a dynamic and ever-evolving program. Our programs will include fine arts, but we are primarily focused on visual art. The majority of activities are open-ended and can be enjoyed by anyone who walks in. The Museum will be staffed by working artists, and all structured activities will be led by master artist-teachers.

    The President’s Committee on the Arts and Humanities and the Arts Education Partnership initiated a study last January to examine the effect of arts experiences on young children and to discover how and why they changed. The evidence shows that children who are active in the arts have a higher success rate than those who aren’t. Champions of Change examined the evidence and found that arts participation can lead to positive habits that will help other disciplines. It also has the ability to reach students at high-risk when other disciplines are not. The arts offer young people authentic learning experiences that engage their hearts, minds, and bodies. Arts education can be a learning tool for students. It can inspire creativity, self-discipline, as well as the skills and confidence needed to overcome the many challenges that they face throughout their lives.

    The three founding board members, all mothers of young kids, are uniquely qualified and equipped to carry this project off the ground. Karolyn Kuehner, Executive Director, holds a Bachelor of Music degree in Piano Pedagogy and a Master of Music degree in Piano Performance and Pedagogy, with highest honors, from Chicago Musical College of Roosevelt University. For more than ten years, she served as a Lecturer in Piano at Roosevelt University. Elmhurst College and Concordia University also had her on their piano faculties. Ms. Kuehner, who was recognized for her contributions to piano pedagogy, received the D.H. Baldwin Fellowship. Ms. Kuehner is an active Brownie Troop leader with the Girl Scouts of Chicago and is an advocate for homeschooling. Ms. Kuehner was a guest on Educate! On Channel 20 and Medill Reports from Northwestern University. Interviews with Ms. Kuehner have appeared in Chicago Parent and the Homeschooling Link.

    Sheri, Operations Director, holds both a Bachelor of Arts and Master of Public Administration degrees from Governors State University. She was previously the Beverly Area Planning Association’s Housing director, a non profit community organization. Ms. Jendra has also been an Assistant Planner at the Northeastern Illinois Planning Commission. Ms. Jendra has been active in various capacities as a volunteer at St. Barnabas Catholic Church Elementary School and in a variety youth sports activities.

    Nancy McGourty, Marketing director, has a Bachelor of Science (Commerce) degree from DePaul University, with a major of Marketing. Prior employment included the positions of Assistant Vice President/Marketing for Founders Bank, Economic Director for the Beverly Area Planning Association and Marketing Officer within the Corporate and Institutional Banking section at First Chicago Bank. Ms. McGourty actively participates in the Beverly/Morgan Park community, as a director with the Southwest Beverly Improvement Association as well as as a volunteer at Sutherland Elementary school, St. Barnabas Catholic Church, as well as the AYSO.

    Our Board of Director members include the founder board members. They are joined by James Lindsey and Paul Tuminaro who are both Chicago-based artists advocates and members of the NewGroup Board of the Museum of Contemporary Art.

    We need funding to cover the initial costs of starting up, legal costs, leasehold improvements and rent and associated expenses.

    We estimate that approximately 60% hands on!’s annual revenue comes from a combination of admissions, programming, memberships, and other related activities. The remainder of our funding comes from:

    • Writing proposals to obtain grants

    foundations.

  • Solicitation of individuals, corporations, or small businesses.
  • An annual benefit concert with large scale benefits for families, as well as special events.
  • Many small-scale fundraising events.

    • Objectives

    Hands on!‘s goals during the first year are:

    • Earned revenue can be generated from membership and admission fees, programming and outreach, as well as retail sales and special events.
    • To secure new funding sources including foundation grants, government grants, and private and corporate donations.
    • To have 375 total paid members.
    • Our outreach programs are designed to reach 1,500 children.

    Mission

    hands on! aims to help children of all age develop their creative potential through visual and performing arts. Hands on! aims to provide a safe environment for children of all abilities and ages to express themselves through the fine arts. Hands-On! creates a work environment that is creative, challenging, rewarding and respectful of individuals and ideas.

    Keys to Success

    This topic was not included in the original business plan, but is included here as a placeholder for others using this plan as a guide. You should remember that the default outline has been created to be flexible. Each business plan is unique so the topics in the outline are often omitted and others added. The outline should be used as a guideline and not as a checklist. You can add and delete topics easily. Make it your plan, not the software’s plan.

    Businnes Plan

    Miniature Golf Course Business Plan


    Miniature Golf Course Business Plan




     Business

    Sammy’s Family Entertainment Center houses a world-class miniature golf course. It serves as the foundation for future attractions. Family Entertainment has seen a rapid growth in recent years. This is due in part to a national trend of returning to family values. The minigolf course, video arcade climbing wall and food service are the primary profit centers.



    Marketing

    Within a radius of 15 miles from the Firefly County site, there are 150,000 residents. One of the interesting facts about the miniature golf business is the breadth of the customer base. While families with children may act as an anchor, seniors, teens, and corporate customers add significant income. The business is profitable throughout the season thanks to a variety of promotions. Our marketing plan is based on successful industry plans, but we will be adding some elements as the company grows. Mulligan-Bogey Leisure Builders is our construction company. We offer a marketing plan that includes the completion of golf courses. This plan is based on input from more than 200 course owners. It also shows the most successful marketing strategies being used across the country.



    Management

    Michelle and John Putteer are successful in managing small businesses, staff management, and financial administration. The miniature golf course operates with only one person during the day and two or three people during peak hours. Low personnel requirements make management simple and keep employee costs low.

    Financial

    Miniature golf course owners can make quick profits because of the low inventory and low running costs. This business will be profitable with conservatively projected first-year sales projections.



    Investment Goals

    Sammy&#8217s will open with an initial investment made by John and Michelle Putteer. A long-term loan is also available. One local commercial lender indicated interest in the proposed business. John has also received interest from local investors in the chance to invest in it.

    1.1 Keys to Success

    1. It is located in the middle of our service area and is highly visible.
    2. Friendly, happy employees providing superior customer service.
    3. A safe and clean environment the community can be proud to call home.
    4. Have fun while delivering a quality product.

    1.2 Objectives

    Sammy’s has one main objective: to use a miniature golf course of ‘#8220’ World Class quality to bring together family and friends while engaging in exciting outdoor activities.

    Objectives can include:

    • Opening for business April 15.
    • Be profitable within the first year.
    • First year sales exceeding par
    • After three years, the facility was upgraded to include a Go Kart track.

    1.3 Mission

    Sammy&#8217’s mission is to provide the family entertainment centre for those who live in and around Firefly County.


    Businnes Plan

    Packaging and Shipping Business Plan


    Packaging and Shipping Business Plan


    AuctionShipper is a start-up packaging and shipping organization that caters to online auctions such as eBay as well as offering regular shipping services to walk-in customers. AuctionShipper can be described as the convenient, affordable and environmentally sensitive service provider.

    AuctionShipper has identified three keys of success that will be instrumental in its sustainable success. The first is to offer affordable packaging and shipping service. The second will be to ensure its services are as convenient as possible. It will not be a long-term customer if it isn’t the most convenient. The last thing is strict financial control.

    AuctionShipper targets three segments of customers: new eBay users, advanced eBay users, and intermediate eBay users. Each group will have different compelling reasons as to why they use AuctionShipper. Recognizing the two distinct groups, they will target differently. The new eBay users are able to reach 11,216 potential users at a 15% rate. While the advanced users can reach 8,097 potential customers at a 9% rate. The last group is all customers with a growth of 7% or more and 23,221 potential clients.

    AuctionShipper faces two different types of competition. There are two types of competition. The first is mom-and pop shops that offer additional shipping and packaging services. These shops often offer shipping as an additional service. Franchises are another form of competition. They focus on shipping and packing. There are many different competitors in this space and as a general rule have high priced shipping options. These service providers appeal to someone who values convenience and is willing to pay for it.

    AuctionShipper is led by Jack Paacker. Jack, an experienced entrepreneur who began his first business while still in school, runs AuctionShipper. Jack will succeed in using his MBA skills and his business experience to run his own business. AuctionShipper will benefit greatly from Jack’s education and experience. AuctionShipper will achieve $185,000 in revenue for year two, rising to $285,000 for year three.

    1.1 Objectives

    • Be the best auction shipping company.
    • Reach profitability in the first two year.
    • By year three, market penetration should be 15%

    1.2 Mission

    AuctionShipper’s mission is to become the premier auction shipping service. This will be done by offering fair prices, timely and environmentally sound services, and maintaining 100% customer happiness.

    1.3 Keys to Success

    • Provide a service market-required.
    • Be as convenient as possible.
    • Employ strict financial controls.


    Businnes Plan

    Commercial Contractor Business Plan


    Commercial Contractor Business Plan


    Twin Brothers Construction (TBC), plans to be a major provider of renovation and construction services in the area. The company’s strategy will continue to improve through the setting of objectives, measuring results and providing feedback that can be used to support growth and improvement.

    TBC is a company that has its principal offices in the local region. Management at TBC is highly qualified and experienced. The brothers who will be leading the team are each more than twenty-five years old in the construction industry.

    Products/Services

    TBC&#8217’s owners have accumulated years of experience in developing sophisticated scheduling, bidding and materials solutions to some of today’s most challenging construction projects. The company will be able to adapt its methods to suit a wide variety of building configurations.

    Utilizing the company’s construction methods, systems, and tools, developers, owners, builders, general contractors, sub-contractors, and construction managers can make substantial savings on labor and material. Applications include commercial and residential structures.

    Market

    Since several years, the industry of housing has experienced rapid growth. 1998 was a record year for the number of single-family homes sold on site. This represents a 10% rise from the solid total of 804,000 houses sold in 1997. Even though there was a slight decrease in sales from 2003, it is still a huge opportunity for the industry to grow.

    Twin Brothers Construction plans to rapidly develop marketing alliances with industry leaders and pursue new sales of its services to residential and commercial builders. The marketing strategy will focus on securing city, county, and state and federal government contracts.

    TBC plans to use a direct sales force, relationship selling, and sub-contractors to reach its target markets. These channels are best because they have a quicker time to market and lower capital requirements. They also provide access to established distribution channels quickly.

    Financial Considerations

    We anticipate that we will reach break-even within the second half of the year. Although the initial cash expenditures were significant to promote sales, the cash account of the company is expected to be healthy. The company is expecting to make approximately $772,000 in sales and moderate net profits by year 3.

    1.1 Mission

    Our mission is to be the best partner for our customers, suppliers and employees. To realize our vision, we will strive for profitable growth, operational excellence, customer satisfaction and strong brand positioning.

    1.2 Objectives

    1. Up to three construction projects can be established in the first year.
    2. To have two building renovation projects in progress by the end of the first year.
    3. To find and purchase our first rental house by the end o the first year.
    4. To achieve a minimum of 7% profit within the second calendar year.

    1.3 Keys for Success

    Our keys to success are:

    • Using the most updated materials and equipment to assure quality construction projects for ourselves and our customers.
    • Educating the customers and providing valuable advice during the construction planning stages.
    • Helping to confirm customer’s research about targeting markets and specific sectors.
    • Supervise the logistics of a project. This can include booking local transportation, scheduling meetings, and so on.
    • Delegating the actual work to qualified, experienced sub-contractors and third-party contractors.