Passion Soles is a women-only shoe store in Eugene, OR. Eugene needs a high-end shoe store that caters to women. The current selection is not sufficient. Women looking for a unique pair of shoes have to travel to Portland often in order to find them.
Passion Soles will stock a vast array of shoes. Generally, the size of Passion Soles’ selection is cost prohibitive due to all the different sizes that must be stocked per style. Passion Soles operates a unique business model which allows them to offer an extensive selection for a low price, stocking only one size per design. Passion Soles works with a wholesaler to ensure that they have the ability to deliver the customer’s desired size within two working days. Additional charges may apply for overnight shipping.
Passion Soles will take advantage of Holly Heels’’s knowledge about the women’s shoe retail industry to gain market share. Profitability will be achieved by the end of month ten, and revenue will exceed $284,000 in year three.
1.1 Keys for Success
A high-end shoe store for women with a wide selection of products and customer care is key to your success.
1.2 Objectives
The following are the goals for the first 3 years of operation:
To create a product-based retailer store with the primary goal of exceeding customer’s expectations.
To increase our client base by 20% annually through exceptional customer service and selection.
It is necessary to have a sustainable cash flow in order to start up a business.
1.3 Mission
Passion Soles’#8217 mission is to provide Eugene an exclusive selection of women’s shoes and exceptional customer service. We are here to retain and attract customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed our customers’ expectations.
The Southwest Veterinary Clinic will open in Richmond’s southwest. The clinic will offer a full range of medical services to the area’s pet owners. Southwest Richmond is home to both residential and industrial properties. It is home to around 20,000 residents with moderate incomes. Many of these residents are older and have multiple pets.
The three nearest veterinary clinics to southwest Richmond are located within a 15 minute drive. Southwest Veterinary Clinic will be a five minute drive from most locations in southwest Richmond.
Michelle Johnson (DVD) and Edward Anderson (DVM), have seven years’ combined experience. Edward has four-years experience at Richmond Emergency Veterinary Hospital. Michelle has been a staff veterinarian at Blue Cross Hospital for three years.
Residents in southwest Richmond have access to both Richmond Emergency Hospitals and Blue Cross Hospitals. Michelle and Edward have taken care of many pets from the southwest area of town over time. Most of these customers praised the service they received. Thirty-three customers confirmed their intention to use the new hospital services.
1.1 Mission
Our goal is to help customers’ pets live long, happy and healthy lives. We believe that a key element to a healthy pet is a great relationship with your veterinarian. Southwest Veterinary Clinic takes pride in providing personalized, caring and professional service. Southwest Veterinary Clinic is proud to offer the best veterinary medicine. We are a full-service clinic that offers state-of-the art veterinary medical technology.
1.2 Keys to Success
We treat our patients like our pets, and strive to provide the best service possible.
We take an individualized approach to the long-term care of each of our patients and are dedicated to providing our clients with enough information to make appropriate decisions concerning the health care of their animal companions.
American Management Technology will increase its sales by over $9 million within three years by focusing its strengths, key customers, and the fundamental values they require. This will allow American Management Technology to improve its gross margins on sales, cash management, working capital, and overall profitability.
This business plan shows the way. It renews the vision and strategic focus of our company: adding value in our local market to small businesses and high-end homeowners. It also provides step-by–step instructions for increasing sales, gross margin and profitability. To implement these changes, and increase profitability, we will borrow an additional $100,000 over the long-term. This amount seems to be within the limits of our balance sheet.
AMT was designed on the assumption of management of information technology for businesses being similar to legal advice, accounting, or other body of knowledge. Smart businesspeople need to find reliable vendors who can supply quality software, hardware, and support. These vendors must be trusted as well as their professional service providers. AMT is determined to address these needs and be the region’s leader in business IT.
AMT supplies both hardware and software to small businesses. We offer network services and systems for small and medium businesses. The systems are available in both minicomputer-server-based and PC-based networks. Our services include training, support, design and installation of network system, as well as training.
To achieve our goals, the following keys will be key to success in the next three-years:
By offering support and service, and charging for it, you can distinguish yourself from price-oriented and box-pushing businesses.
Increase gross margin to greater than 30%
By the third-year, we plan to increase our non-hardware revenues to 20% of total sales.
AMT was founded as a consulting-oriented value added reseller (VAR), became a reseller to fill the market need for personal computers, and is emphasizing service and support to differentiate itself from price-oriented competitors.
We have one location–a 7,000 square foot store in a suburban shopping center located conveniently close to the downtown area. It also includes offices, offices and a showroom.
AMT is a privately-held C Corporation that is owned in majority by Ralph Jones, the founder and president. Six people are part owners of AMT, which includes four investors and two employees. 21 employees work under the supervision of the president and four managers. Our main management divisions are sales, marketing, service, and administration. The service department handles service requests, support, training, and development. Currently, our weakest area is in the technical capability to manage the database marketing program and upgraded support and service, particularly cross-platform networks. A training manager is also needed.
Recent changes in the computer reseller market have adversely affected AMT. These include margin squeezes and longer collection periods. All these concerns are part a wider trend that affects computer resellers. The margin squeeze is occurring in every sector of the computer industry.
The only way we can hope to differentiate well is to define the vision of the company to be an information technology ally to our clients. We will not be able competition with the chain that uses boxes or appliances. We must offer an alliance that is based on trust, reliability, and the assurance that someone will be there to help you in times of need.
We will be offering support services that help us capture market share, such as installation services, training, upgrades, service plans, and network configuration. The company will seek to aggressively pursue new opportunities.
AMT focuses on local market, small business, home office, and small business. AMT has a special focus for the high-end, home office and the small business office with 5-20 units.
The most recent study published retail sales increasing by 5% per year while web sales grow at 25% or 30 percent, respectively.
There are many types of computer retailers in the industry, including:
Computer dealers are often limited to a small number of main brands of hardware and offer very little support and software.
Their service and support are generally not very good. Also, their prices are often higher than those at larger stores.
Computer superstores and chain stores: offer decent service with limited support and very high pricing.
Mail order: offer aggressive pricing of boxed product. These options are great for buyers who are purely concerned about price and don’t expect any service.
These direct competitors don’t offer the same level of customization and service as small businesses like our clients.
Small business buyers are more comfortable buying from vendors who visit their offices. They expect office equipment vendors, copy machine vendors, and office furniture sellers to come to their offices to do business. Many small businesses immediately go to superstores (office supplies, electronics, and office equipment) to get the best price. They don’t realize there is an even better option at a fraction more.
It is important to compete effectively against the notion that businesses should purchase computers as plug-in appliances and don’t require ongoing support, service, or training. The focus groups revealed that the target market for home offices does not care about price, but rather quality service. They are conditioned to think about the price of everything they see. We have very good indications that many would rather pay 10-20% more for a relationship with a long-term vendor providing back-up and quality service and support; they end up in the box-pusher channels because they aren’t aware of the alternatives.
We rely on newspaper advertising to reach new customers. However, as we shift strategies, we must also change the way that we market ourselves. We will be refocusing on our core message of service through radio, cable TV, sales brochures, direct mailers and newspapers. We need to sell the company, not the product. We sell AMT, not Apple or IBM, Hewlett-Packard and Compaq.
The Yearly Total Sales chart summarizes our ambitious sales forecast. Sales are expected to grow from $5.3 Million last year to more that $6 million next and to more then $9 million during the last year.
1.1 Objectives
The third year saw sales surpass $9 million.
Keep the gross margin at 30%.
Selling $1.5 million worth of support, service, and training services by 1998
Increase inventory turnover by 6 turns by 1998
Success: 1.2 Keys
You can differentiate yourself from other price-oriented, box-pushing businesses by offering service and support and charging for it.
Increase gross margin to greater than 30%
Our non-hardware revenues will reach 20% of our total sales in the third fiscal year.
1.3 Mission
AMT is based upon the assumption that management of information technology in business is similar in nature to accounting and legal advice. Smart businesspeople who don’t consider themselves computer enthusiasts need to locate reliable suppliers of software, hardware, support, and services. They must use these vendors as trusted allies, just as they do their professional service providers.
AMT is such an entity. It is a trusted ally for its clients and provides the loyalty of a partner as well as the economics associated with outside vendors. We make sure our clients have everything they need to run their business as efficiently as possible. Our clients can trust that we will always be available to help them with their information applications.
Comgate is a custom-mill house that specializes in architectural woodwork, such as wall panels, custom cabinets and other products, for the local residential market. After initial losses and several thin profit years of competitive bidding construction projects, Comgate is creating this business plan in order to bring its mission statement into clearer focus. Prior years were marked with intense efforts to bid as many jobs and high-stakes negotiations. Margins were thin as pricing policy was “flexible†for fear that there would be insufficient work for production staff.
Comgate can increase its margins and efficiency with sufficient sales growth. This will allow Comgate to improve its overall profitability and long-overdue restructuring. We are focusing our efforts on the target market. These changes will ensure greater accuracy in pricing, billing and tracking costs for comparison purposes. Expectations are for increased profits.
The Company
Comgate’s mission is to be a profitable competitor in Connecticut’s high-end residential custom woodwork market. It will be a leader in custom work and specialize in the most difficult needs of designer homes, new or remodeled, in the price range of $3 to $15 millions.
Products
Comgate is engaged with custom architectural woodwork. This includes wall paneling in various forms, moldings, moldings, pilasters in radius units, circular stairs in special woods, elaborate dressing areas, and specialty kitchen work. With the recent addition to state-of-the art CAD capability, Comgate will be able to significantly increase sales for higher-end product lines by targeting design professionals who can influence subcontractors when building homes that are trophy’ homes. These homes are more expensive than $3 million. Comgate is all about ‘#8220’customer. The average home wouldn’t use our products. Custom woodworking of the type carried out by Comgate is made to order only. No finished goods can be held in stock. It is not common for finished goods to be made up for stock.
Market
The industry has a long history and is well represented. Many mill shops can be found in the same market, but they are all focused on different areas. One mill shop may concentrate on custom furniture and form special alliances with upholstery shops. Other mill shops may focus on standard kitchen cabinetry. Comgate targets the residential market at the top ($3-15 million homes). This work is not as price-sensitive and can be maintained even during economic downturns. The company’s most important competitive weapon is its CAD capabilities. This program is specifically tailored to the custom woodwork market. It is expected to have a significant impact on the residential market at the highest end. Comgate will be able stand out from the rest and fully exploit its newly expanded production capacity.
Comgate is integrating its CAD capability and the practices design professionals to allow it to outsource parts that are less complex to other mill shops. However, Comgate will continue to build trophy homes. Comgate will be able present a mill shop with exact CAD drawings and precise material lists. This will help increase sales and profits.
Financial Projections
The recent addition of over $110,000 in advanced new Computer Numerical Control (CNC) machinery, coupled with the building of an in-house industry-adapted Computer Aided Drafting (CAD) capability, will propel sales to nearly $800,000 by the end of Year 1, and $1.2 million by the end of Year 3. Profits will grow as well. In order to maximize trade discounts and increase receivables, it is possible to reduce accounts payable in Year 2. This will create a short-term need to borrow more bank lines of credit.
1.1 Mission
Comgate’ is a company that aims to be profitable in the Connecticut high-end residential market for custom woodenwork. We will place a high value on quality custom work and be able to meet the most stringent requirements of designer homes that are being built or renovated in the price range of $3 to $15 millions.
1.2 Keys to Success
Success in the contractor industry is dependent on these key factors
Industries that are involved in mill shop manufacturing include:
Avoid bidding for projects based solely on price.
Price the job correctly. This will require:
Accurate takeoffs and listings
A clear understanding between the company and the client, in reference to quality and terms of payment.
Calculate accurately the material required for completion of the project (including wastage).
Properly applying overhead factors and profit margins as well as any other considerations is key.
A system that supports the operation of operating procedures and keeps track of job costs. It compares job bids with actual job costs. Continuous adjustments to bid formulas.
Reliable production staff that can communicate with administration in order to produce the job on time, as per bid, using maximum labor, materials and machinery.
1.3 Objectives
ComgateՉ۪s major goals are:
Increase production. The new machinery and four production workers have been carefully measured to ensure that the full productive capacity is reached. The goal is to reach, on a monthly basis, 80% of this capacity in the last quarter of Year 1, 85% in Year 2, and 90% in Year 3. This 80% capacity means that 342 feet worth of crown molding, 22 pilasters and 54 doors in various grades are produced each month. There is also a need for 77 feet cabinets or an equivalent combination. This will result in monthly sales of $60,816.
It is much easier to keep site contractors (six). At present, full employment levels generate monthly revenue of $34,623, which (after expenses), nets the company $21,794.
Continue to increase awareness of the company’s in house CAD capability, especially in Hartford, New Haven Stamford, Stamford, Norwalk and Shelton. These are the areas that have the highest concentration of the $3-15 million residential homes.
Join the Connecticut Chapter of American Society of Interior Designers as an industry partner and the Connecticut Society of Architects as a CSA member. Get listed in their resource directories.
Make the necessary administrative changes to ensure that all work has been properly billed.
Work to complete an operations manual that has been started.
Advanced Linguistic Pontificators, a leading seminar and training company, is headed by Daug Matisim, best-selling author. Advanced Linguistic Pontificators will be targeting medium- and large-size companies/corporations. Pontificators will be able to quickly achieve profitability and reach $79,000 net profit in the second year.
Services
Advanced Linguistic Pontificators provide training programs and seminars to medium- and large-sized companies on topics such as advanced reading, stress management, time management, and more. Advanced reading courses will help you read faster with better comprehension and memory. Stress management will help you to manage stress better. Time management will show you how to make the most of what time you have. You can choose to have the subjects taught in a seminar format or as part of a training program. Seminars are presentations that concentrate on a single topic. For seminars, the audience is only present. A training program works in the same way as a seminar but the attendees are involved throughout the process.
Marketing
Advanced Linguistic Pontificators (ALP) will employ a 3-prong strategy to achieve a 15% increase each year in clientele. The first is free public seminars. Public seminars are a great way to bring together diverse groups of people who may not otherwise have heard about Pontificators. The second prong is the dissemination of printed material and the promotion of Daug’s published books. The third prong involves word of mouth and networking. Daug is aware of the “small universe” of training programs and seminars, and will use this to generate significant business through network contacts.
Management
Daug is an expert in his field and the organization he runs. Daug Matism is a published author in the subject area he teaches. The foundation for this expert level of knowledge comes from a Master of Education as well as a Communication degree. Daug’s impressive C.V. is only one of many. His enthusiasm is contagious among the participants in seminar.
Advanced Linguistic Pontificators can fully use DaugՉ۪s extensive knowledge and notoriety for the benefit of the seminar business. Pontificators projects sales of $181,000 in year two.
1.1 Objectives
These are the three-year objectives.
To create a service-oriented company with the primary goal of exceeding customer’s expectations.
Forbes Magazine ranks at least five companies that use Advanced Linguistic Pontificators.
To increase the number client by 15% per annum.
You must be able to sustain your home-based business by generating its own money.
1.2 Mission
Advanced Linguistic Pontificators’ mission is to provide high-quality seminars for companies. We are here to keep customers happy. This maxim will guide everything else. We will exceed your expectations with our services.
Pyramid Engineering is a firm specializing in mechanical, electrical, plumbing and fire protection. We offer engineering, design, consulting, and engineering services for government, commercial, and educational facilities. We provide engineering services that are more cost-effective and result in better design and construction.
The target clients are architectural firms. The target work can be divided into five categories: contractors, educational, government, commercial, and health care. Our knowledge of digital-based design resources will give Pyramid an edge. The firm will stand out by its exceptional customer service. Implementation of a quality control and assurance program will also provide a focus for production.
Pyramid Engineering, P.C. was created as a professional corporation chartered in Pennsylvania. The four founding partners are John Lavoie; Tom Heasley; John Solarczyk; and Eric Haugh. All of them are licensed engineers with a combined total of 90 years’ experience.
Year 1 sales are expected to exceed $350,000 and increase to in excess of $400,000 by the end of Year 2. This year will be the first year of profitability. Expected profits to rise significantly by Year 3.
The biggest challenges facing the firm are expanding its client base and positioning it to be a more prominent player in a global market.
This business plan defines the goals, focus, as well as the implementation of this firm. To sustain our cash flow in the coming year and to make sure we stay profitable, we are looking for $26,000 in short term borrowing.
1.1 Mission
Our mission it to provide the highest quality professional engineering service in construction to a balance of public and private customers. We strive to provide high quality service and ethical practices, as well as reasonable profit.
We will be sought out by our clients for our reputation of being an integrated engineering company whose ability to collaborate goes beyond our walls to include our clients and the entire project team as well as the surrounding community.
We will be honored for our design excellence and systems integration as well as our commitment to sustainability. We will promote the idea of a greater unity between people, materials, and the environment through our designs.
We are committed to adding value through innovation, creativity, aligning with our clients’ goals, delivering services that exceed their quality, schedules, or cost objectives.
1.2 Objectives
Pyramid has identified and achieved the following objectives
Revenues of $350,000 for Year 1. Estimated to reach $400,000 after 5 years.
At the end the fifth year, achieve 10% market share
Reach profitability within three years.
In five years, you can be a top-ranking engineering firm in central and western Pennsylvania.
1.3 Keys To Success
Pyramid identified several keys that will lead to a sustainable company. If these keys are followed, the likelihood of success will significantly increase.
Excellence in providing high quality professional services that are on-time and within budget
To increase visibility and generate business leads.
Developing a follow-up strategy to gauge performance with clients.
Implementing an assurance and quality policy.
Leveraging expertise from our combined experience into multiple revenue generation opportunities: mechanical, electrical, plumbing, fire protection, and project consulting.
Noah’s arf is a full service animal care facility. We are committed to providing outstanding customer satisfaction, quality pet care, as well as a fun, clean and enjoyable atmosphere at an affordable cost. We will maintain a friendly creative work environment which respects diversity, ideas, and hard work.
This is the right time to start this new venture. Animals are playing a larger role in our lives, and working people are choosing to provide them with a good life. Loving families with active pets and an active conscience are in search of better lives for their pets and peace of mind for themselves, causing busy animal lovers to flock to an ever-growing number of animal day care facilities across the nation. Noah’’s Arf will provide day care in addition to overnight care. This facility also offers pet care services such as pet grooming, pet behavior, pet portraits and gift and pet specialty products.
Kris Price, owner, has worked at a high paced, customer service oriented profession at a growing company for twenty-three years. Her hard work and dedication have earned her the respect of her colleagues. Her daughter, a graduate of veterinarian technical college, will join the staff in year 1. Kris has cared for many pets over the years, including several animals that live in her home. Kris is a friend surveyed and business associate. She has the experience to make this venture a success. Kris will rely on her reputation to surpass expectations and maintain an active client base.
Noah’s Arf is seeking long-term commercial loans to meet our objectives. This loan will be paid back from the cash flow of the business within seven years, collateralized by the assets of the company, backed by personal integrity, experience and a contractual guarantee from the owner. Fixed assets, supplies, and cash will be used for startup costs.
1.1 Objectives
Throughout FY 1, monthly sales increased steadily
Gross margin higher that 50% for pet products
Year-end FY 2. Full capacity
Service expansion by FY 3.
1.2 Mission
We aim to provide the best animal care in pet friendly environments while providing excellent service in a safe and playful environment for our customers.
1.3 Keys for Success
The keys to our business’ success are:
Superior customer service: 24-hour high-quality care and support
Environment: provide a clean, upscale, odor free, enjoyable environment conducive to giving professional trusting service.
Convenience – Offers clients a wide variety of services within one environment.
Locator: This location is easily accessible for customer convenience.
Reputation: credibility, integrity, and 100% dedication from 23+ years employment at current workplace.
Artemide Auditing & Consulting AG (Artemide AC), which is an ongoing sole-proprietorship owned by Sandor Artemide AC, is in process of being created. This company is a spinoff from Daten Riffwald – Ennetmoos AG. Between the owners of Daten Riffwald-Ennetmoos and Artemide AC there will be 25% cross-participation. This plan is intended to guide the management of the new business and provide a foundation for marketing ideas. The two objectives of Artemide AC are to generate a profit and to grow at a challenging and manageable rate.
Artemide AC’s mission it to provide high-quality, reliable services in consulting and auditing for small and medium businesses (SMB), individuals as well other organizations.
The keys to success for Artemide AC are: visibility to generate new business leads, networking with other professionals, responsiveness, and quality.
The initial primary service offered will be auditing, although specialized fields will be considered in future growth.
The overall objective is to focus the activities towards the specialized services (analyses, investigations, startups, etc.) and to become a leader in this niche in the Luzern area. In the next three-years, the company expects to grow by 10% in sales.
Artemide AC’s key to success is developing visibility and new business leads, focusing on clients and quality services, as well as strong relationships.
The cooperation between Artemide AC (Data Riffwald Ennetmoos) and Artemide AC can be flexible with the aim to adjust quickly to meet market demand.
The sole proprietorship company “/Sandor Artemide dipl. Wirtschaftsprufer’#8221″ was founded 8 March 1996. Within the first ten months, the company was able to generate sales of $50,000.
Artemide AC has its own office in Luzern. It is separate from Daten RiffwaldEnnetmoos AG. Daten Riffwald Ennetmoos acts as secretary and responds to telephone calls.
There are four major classes of competition in the actual fiduciary business in Switzerland. These include individuals, small fiduciary and accounting firms and medium fiduciary offices. They are available for general financial or tax consulting. There are also large consulting and auditing companies. These companies can employ hundreds of people. They tend to operate more in the lucrative consulting business. Banks, Assurances and other financial consultants are also new competitors in this field. Banks are actively involved in start-up consultancy, corporate finance and mergers and purchases, among others.
Artemide AC has a lot of technology that is crucial to its success. It is important for Artemide AC to stay on top of technological developments. In addition, it will be crucial to spend a proportion of every year’s revenues on upgrading equipment and other software.
Artemide AC has a targeted market strategy. Logical segmentation breaks the market down into the following: Individuals, Investors, Small Businesses, Medium Businesses, Large Businesses, and Authorities and Public Organizations. For further development, we consider individuals and investors as crucial.
Our business does not have major competitors. Artemide AC doesn’t have major competitors. They are all large and well-known in a vast marketplace of services. It is worth noting the annual growth trend of the general market, which is between 5%-10%.
Over the next few years, there are three major opportunities (needs), in the fiduciary industry:
Bookkeeping and other services that are related to the operative management of financial resources (payroll, cost accounting, accounting for pension fund, etc. ).
Consulting and special mandates: financial planning, business evaluations, valuations of mergers and acquisitions, special audits and others.
Auditing of legal documents (incl. IAS and any other standards) as an independent institution.
A further three main market trends were identified by the company that seem to be most relevant for our business.
Rapid growth in complexity in business calls for rapid adaptation in strategy and structures.
Higher percentages of failed ventures mean more litigation.
The expansion of financial outsourcing.
This provides ongoing opportunities for Artemide AC, a dynamic company.
We believe that our business has a chance for great success. Your competitors should be specialists and generalists simultaneously. A primary business segment is required for fiduciary businesses of any size, small or medium. If accounting is the core business, all other fiduciary businesses such as auditing, tax, and consulting, must be kept to a minimum. It is important that the core business has the ability to both stay current with services and innovate, such as new Internet-related accounting services.
Artemide AC’s competitive edge is in the well-established reputation of Sandor Artemide who has been in the consulting business for over a decade, and the company’s ability to focus in this niche market.
The company’s sales strategy is based on long-term customer relationships which will lead to repeat business. The company projects that revenue will reach approximately $232,000 per year by Year 3. Profits will follow. The company will manage its assets and create profits with no debt financing. It does not anticipate any cash flow problems.
Artemide AC majority owner Sandor Artemide will assume the strategic management functions. Brigitte Artsemide will handle customer support and market research. Since there are no plans for major staff increases over the next three years Mr. Artemide will still hold his managerial roles throughout these years.
1.1 Mission
Artemide AC’s mission is simple and straightforward:
Artemide AC’s purpose is to provide high-quality, reliable, and complete services to individuals, SMBs, and lawyers. You must provide solutions and results with your services!
Vision – By providing innovative services, Artemide AC generates a name in Luzern and the surrounding area.
Success: 1.2 Keys
These are the keys for success for ArtemideAC:
Create visibility to increase business leads.
Relations with clients: Establishing a relationship of trust, respect, and close contact with potential clients and clients.
Marketing/Strategy and networking with professionals
Collaboration with Daten RiffwaldÂEnnetmoos AG – for all fiduciary services, and IT services.
Client-orientedness (fast response time to special problems).
Quality (especially when it comes to reporting information).
Excellence in fulfilling the promise.
Openness: Languages and willpower to create interregional or international contacts
1.3 Objectives
These are the objectives of the business plan:
To provide a written guideline on managing this business.
This plan will not be used to secure financing.
This plan provides detailed monthly projections of the current year as well yearly summaries over the next two years.
Artemide Auditing & Consulting’s objectives are:
The overall objective is to focus the activities towards the specialized services (analyses, investigations, startups, etc.) It is our goal to be the leader in this field in the Luzern.
Cash flow – To generate sufficient cash flow to finance future growth and development, and to provide the resources needed to achieve the other objectives of the company and its owners.
Growth – – To expand the business at both a challenging and manageable rate while serving the market with innovation & adaptability. (Projectioned growth of 10% in the next 3 years.
Sew Distinct LLC is a sole proprietorship owned by Sally Stitch. My customers are discerning and purchase original, high-quality custom made quilts. They can keep them as heirloom art or give them as gifts. I do the customer response, design, piecing, and machine quilting; hand-quilted works are quilted by two independent local hand-quilters with roughly 20 years of experience, with whom I have negotiated per-piece prices. Sew Distinct quilts can be made in the home of the owner and shipped directly to customers in northwest MyState. My experience as a quilter spans many years. My strength is transforming even the vaguest ideas and descriptions from a customer into beautiful and meaningful quilt designs which both giver and recipient appreciate.
Sew Distinct works to provide custom, individually designed, warm and snuggly quilt art to customers who value originality but don’t have the time or skills to create such pieces on their own. Working with my customers at the design stage gives me the satisfaction that I have contributed to their gift or artwork. It is not a time-consuming investment of their time and labor required to create such a quilt. The result is a personalized, usable, beautiful quilt which will be appreciated for generations to come.
Three years ago, I began making quilts for commission. This has been a passion of mine and it is hard to keep up the demand from my customers. Sew Distinct is a part-time venture that will be run from my house. My goals are to be able to pay myself and my independently contracted hand-quilters a decent wage for doing the work we love, and to repay a small start-up loan within two years of opening the business.
I will ask for payment at the point of commission to reduce financial risks. For the customer, this means that they can take as long as they want to work with me on a design, but once we have agreed on the design, they must pay me in full for the quilt before I will begin creating it. This arrangement has proven to be the best for both the customer and the customer in the past.
The most valuable part of quilts is the labor that goes into designing and creating them. This is more than the materials (fabrics, threads, etc.). These are the materials of which they are made. My start-up requirements are therefore fairly small (under $5,000):
A basic fabric library with $1,000 worth of stock
A second sewing machine costs $1,000
$1,600 cash Reserve
$350 for website development
$600 in various supplies, legal charges, etc.
To start the business, I will spend $2,500 and require $2,050 to purchase initial equipment and fabric. Based on my current prices and the time required to complete each quilt, I anticipate sales of $45,700 for the first year. I expect to begin breaking even in the third month.
1.1 Mission
Sew Distinct recognizes that my customers are as passionate about originality and quality work as they are about their time. I ask for only a portion of my customers’ time to give me the information necessary to create a custom-designed quilt that can be proudly given as a gift or kept as an heirloom.
Success Keys 1.2
Sew Distinct’s success is based on these key factors:
This has helped me to establish my reputation as an exceptional company.
To cater to my customers’ needs to feel different, I emphasize the personal nature of the customization process. This puts the customer, along with his orher personality, in the center of the product.
Quickly (5-10 weeks) turning out these finished custom quilts, both locally and through my website, for a price premium which enhances the prestige of the customized product.
It is important to maintain originality and skills in order to transform bulk fabrics and other materials into high-end artworks, which can bring high prices.
1.3 Objectives
In six months, you can make and sell original, custom-made quilts at a rate that includes the labor of the owner.
Make sure to make word-of–mouth marketing a success by contacting local artisans groups and my customers.
You can create a website to provide information and start non-local business.
In just two years, pay your initial investment back with 10% interest.
Doggie Pause is a daycare for canine professionals with disposable income who want to provide high-quality care for their pets during work. It is a response to a real market need in a high-end high-income market.
1.1 Objectives
To launch the business and develop sales approaching $25K per month by the end of the first year.
To breakeven in the second year and be profitable in third year.
To increase sales by 20% in the second year and third year, while still being profitable.
1.2 Mission
We will be the market leader in canine health care for the upscale community. Our operations will increase confidence in pet owners that we can care for their pets in the best possible way. As we grow and expand our business, we will gain significant market share and increase profits. We will grow our business prudently and finance our growth with operational revenue.
Success: 1.3 Keys
The location of the initial site will be in an upscale community just outside the city.
We will try to accommodate the canine owners’ needs as best we can.
We will keep the saying “The customer is always wrong” in mind because owners know best when it involves canines.
The business finances will be run in an organized and timely manner.