ScholarshipAssist provides assistance to college-bound student in the search for scholarship money. ScholarshipAssist has the ability to increase the amount of scholarships awarded to students. It can also increase the chance of students receiving a scholarship. ScholarshipAssist provides personalized consulting for each client and maintains a vast database with available scholarships.
Keys to Success
ScholarshipAssist identifies three key factors to success it believes are crucial to the health and well-being of an organization. The first is to provide significant value to customers. Second, maintain a 60% success ratio for scholarships or increasing the scholarship amount. Adherence to strict financial controls is the third key.
The Market
ScholarshipAssist shattered its market into 2 distinct segments. The first group is sure thing applicants, the market segment that is very likely to receive scholarships. This segment is growing at 10% per year and has 93,000 potential customers. The second group is the questionables. ScholarshipAssist will significantly increase their chances of getting a scholarship. This group has an annual growth rate of 11% with 112,000 potential people.
Management
Steve Tracker, an industry veteran, leads ScholarshipAssist. Steve’s educational credentials include a graduate degree in business from Babson College. He has worked in the financial aid department at Babson college, Fannie Mae, and Pew Charitable Trust Foundation. ScholarshipAssist can only succeed with a skilled manager.
ScholarshipAssist projects sales of $172 589 in year two, and $232 508 in year three. Over the next three year, profitability will rise. ScholarshipAssist’s combination of a well-designed business plan in a rapidly growing market and a skilled manager will allow for rapid market penetration in a dynamic market.
1.1 Mission
ScholarshipAssist’s mission it to help thousands college students achieve their dreams by finding scholarships. ScholarshipAssist is committed to providing 100% customer satisfaction.
1.2 Objectives
Be the resource for scholarship assistance
Reach profitability by the end of year one.
Within three years, you can generate $200,000 in annual sales.
1.3 Keys to Success
Offer significant value to clients by having a comprehensive database of scholarships and useful application information.
Assist at least 60% clients in obtaining significant scholarships.
Margarita Momma can rent a frozen drink machine. We will be specializing in church functions, children’s and adult birthday parties as well as weddings and barbecues. We will be providing concessions at Copperas Cove and Ft. Hood, Killeen. You can add alcohol to the frozen beverage, but it’s also enjoyable without. However, if the customers choose to have alcohol in the drinks, they must purchase it, and add it, themselves. This is a very unique service, however frozen drink machine rentals have been increasing in popularity across the country.
The selected beverage concentrate contains no preservatives and has natural flavors. This makes it far more delicious than other brands. We provide a quality far beyond that found at convenience stores which offer frozen drinks.
Margarita Momma will deliver the machine with everything necessary for making the gathering a success. The cart delivery includes: 50 nine-ounce cups, straws, and salt (if needed for margaritas). Only thing that the customer needs to provide is their enjoyment! The mix is also included in delivery. This is where the customer would provide and add any alcohol to the drinks. Margarita Momma provided the cart for easy delivery. It also helps to minimize furniture damage. The cart comes with a tray that is deep to contain spillages and reduce carpet/furniture damages. Next morning’s pick-up is provided for in the rental cost, and will be performed at a time convenient for the customer.
In order to begin renting, Margarita Momma requires $11,960 to purchase three Frosty Factory machines, ten cases of concentrate, two cases of cups, and two cases of straws.
1.1 Objectives
The objectives for this business plan are specific goals which are achievable by Margarita Momma in the first few years of operation. These objectives can be found below:
For the first two month, we had sales of $2,000 and steady growth for the rest of the year.
To increase from 3 to 6 machines in Year 1.
To go full time within nine months.
1.2 Mission
Margarita Momma will provide the community with an alternative beverage to be served at any event for any age group. We will provide delivery and set up, and make the first batch. We will deliver the machines well in advance of the party to ensure that the mix is ready. The cost of the rental includes: cups, one mix, salt, straws, and written instructions. You can buy additional mixes for an extra charge at the time of renting; however, one mix is enough for most events. For customers convenience, pick-up will be available the day following.
1.3 Keys to Success
Margarita momma is a financial success story.
Unique services, unmatched both in quality or presentation
Low operating overhead
Advertising via word-of mouth is an effective form of advertising.
Teacherafterschooljobs.com is a new job search website that is designed to provide teachers with part-time or seasonal employment, supplementing their current income. The site will connect mature, responsible, educated educators to employers looking for their part-time, or summer, assistance. While the revenue will come from the employer listing fees, Teacherafterschooljobs.com will have two general customers, the employers as well as the employees in search of the jobs. In addition to having a robust job board on their site, Teacherafterschooljobs.com will also offer tools for the educators, often consisting of a large list of useful hyperlinks. This feature provides additionally functionality to the site encouraging more traffic which is valuable to the employers that post jobs.
Market
It is well-known the educators are dedicated professionals that work at lower wages than the market. Teachers are poorly paid in America due to many factors. With this in mind, there are a high percentage of teachers that are looking for supplemental income, indicating a bountiful market. As mentioned previously, Teacherafterschooljobs.com will be receiving revenue from the employer listing fees. The four target markets are: Retail, which is experiencing an annual growth rate 50%, will be the first. Teacherafterschooljobs.com believes there to be 50 potential customers in this segment. Next comes government with a 50 percent growth rate and 40 customers. Private daycare and camps have a 25% increase rate and can be accessed by 20 customers. The last segment targeted will be education with a 10% growth rate and 20 customers.
Competitive Edge
Teacherafterschooljobs.com has a unique pool of prospective employees, all of the employees are professional educators who have skill sets centered on education, professionalism, and the passion and dedication commonly associated with teachers. This distinguishes them from many other online job boards, such as Hotjobs and Monster. There are many job seekers. Employers who are looking for employees will be more likely to find them if they have a large pool.
Management
Teacherafterschooljobs.com will be developed and run by Patrice and Rosario Cibella. Rosario and Patrice both have more than a decade of experience in the education sector. Both were passionate teachers for many decades. However, they realized the potential of an online job site that offers part-time and seasonal opportunities to educators. Patrice was a teacher in the eleventh grade for 12 years in a local school district. She was also the department head for social studies in the last four years. Patrice served as the department chairperson. Her managerial and strategic focus skills were honed as she led the department’s recognition as one of the best in the country. Rosario has also a background as an educator, but his role was also administrative. He served as vice principal at his school for six year. Rosario was directly responsible in the management of the school as the vice principal. This experience will be directly applied in leading Teacherafterschooljobs.com to become the premier specialized online job board.
Teacherafterschooljobs.com is poised for success by combining a solid business model with a huge market potential and a solid management team. The venture will be profitable from month one with modest gross margins for year one, increasing slightly by year three. Teacherafterschooljobs.com is forecasted to achieve a minimal gross profit by the end of year three.
1.1 Objectives
The company’s main objectives are:
Attract minimum 100 employers that subscribe to job listings for one year.
To provide educators with more reasons to visit the site, you can attract related links.
Use the increased traffic to attract additional employers to finance expansion of the Web page offerings.
1.2 Mission
Teacherafterschooljobs.com seeks to provide a concise and reliable site for employers and teachers to fulfill mutual needs. Employers need reliable candidates to fill their part-time and seasonal needs. Teachers, being traditionally underpaid professionals require supplemental income in order to continue their chosen profession. The company seeks to provide a much needed resource to maintain quality educators, while at the same time increasing the profitability of retailers and service providers by reducing their turnover rates.
Professional wrestling is now more popular than ever. Pro wrestling has been featured on 7 of the top 10 cable TV shows every week for the past year. Jay Leno from Tonight asked Shaquille, a NBA Superstar Shaquille Owens-Neal, what his favorite thing was to watch on TV. Shaq quickly responded that professional wrestling was his favorite thing to watch.
The NBC Television Network released the results from a survey it conducted last February. It listed the ‘#8220’ top viewer sports in America as:
National Football League
Professional Wrestling
Major League Baseball
National Basketball Association.
Professional wrestling is family entertainment. It appeals to all ages, with 40% of the audience being female and 40% being male. Additionally, 35 million people tune in to professional wrestling every week. Millions more attend sold-out arenas to see it in real life.
The top two pro wrestling organizations in the industry are the World Wrestling Federation (WWF) guided by its president Vince McMahan, Jr. and the Ted Turner-owned World Championship Wrestling (WCW).
TV Guide predicts that the WWF will earn $550 million and WCW $350 million in this year’s earnings. Vince McMahan made the WWF public in the first quarter and raised another $250 million. McMahan’s wealth is so great that he announced recently that he was creating his own professional football league, The Extreme Football League, to challenge the National Football League.
There is a significant gap between the top pro wrestling organisations and all other organizations at this time. Extreme Championship Wrestling (ECW) is the closest thing to third. It’s a small group from New York/Philadelphia. ECW’s violent and “hardcore” nature makes it difficult to attract mass audiences and maximize its profit potential. ECW’s weekly Friday TV program on The Nashville Network has seen ratings hover below the 1.0 mark while TNN promised advertisers a 2.5 rating. IWA Championship Wrestling (IWA), has set as its goal and mission to create a family-oriented TV product and live events to maximize it’s appeal to television viewers and advertisers.
The IWA aims to become the third-largest pro wrestling organization within three years. They also aim to make at least 10% of the current monies made by the #2 (WCW), or approximately $35 million annually. Projected costs are approximately one quarter of that amount. This will create a profitable and viable scenario for all involved.
1.1 Objectives
IWA Championship Wrestling aims to achieve the following goals during its three-year period of expansion and growth.
You can be the third most loved professional wrestling organization in the world.
Secure a national cable television contract for a weekly one-hour program.
Start producing the weekly, hour-long pro wrestling program.
Find the best existing talent and train new writers and managers.
Send television programming to the globe.
Promote live events in areas that have television programming.
1.2 Mission
IWA Championship Wrestling will create a family-oriented television show for sale and distribution in the United States and internationally. It will help the television program with live events tours. These additional revenues will come from:
Quarterly Pay-Per-View Events
Sponsorships and advertising revenue
Merchandising souvenirs and other concession items. Also, a collection of videos that can be purchased via mail order, live events, or the official IWA website.
Creation of an IWA Professional Wrestling School .
For IWA talent, personal appearance fees may apply.
Within three years, the IWA is expected to be the number 3 professional wrestling organisation and a major industry player. Our programming will continue to receive TV ratings in between 2.0 and 2.5. We will use established stars to entice viewers to tune in and will also have outstanding new talent.
In five years the IWA can challenge WCW’s second place in the industry and earn approximately $35 million annually.
The IWA’s appeal will be to fill the major void in professional wrestle by providing a “family-oriented” and “family friendly” professional sports entertainment programming. The IWA is committed to family values and will appeal to more people than just hardcore fans.
There is currently no pro wrestling programming. The WWF and WCW are the only options for fans, and they look identical in format and design. There is a high emphasis on extreme violence, vulgarity, disrespect of authority and women, nudity, and use of alcoholic beverages in the ring and locker room areas … all seen as part of their weekly television programming.
The only alternative to WWF and WCW programming currently is Extreme Championship Wrestling (ECW) which appears on the Nashville Network (TNN) and appeals to the hardcore, extreme fan only.
IWA fans are encouraged to encourage their children to follow the IWA’s programming. We will establish role models that are positive, strong, and family-oriented in every way. The IWA will bring “rasslin”, or professional wrestling back to life. They will emphasize talent, skill, abilities, and not the ridiculous, demented stories that are in fashion with the others.
It makes strong business sense to appeal to the majority or masses of wrestling fans who range in age from 3 to 93, are 40% female, and very strong in the 21 to 49-year old male segment of the population. Pro wrestling does not need to be only for kids. By tapping into the “main stream,” the IWA will have a unique and very strong position within the industry that will yield maximum profit potential.
Regali Luxuri’s principals, Kaethe Valnova and Bensai Hallstadt, are Kaethe Villanova. Regali Luxuri a specialty gift shop is located in Treschicburg’s Warehouse District. We specialize in a variety of high-quality merchandise such as personalized greeting cards, business cards, home accents, and personal apparel. Regali Luxuri targets middle-to high-income clients. Our company image shows what customers are looking for in home accents or gifts. This is a ‘#8220’ Modern & Urban Style. Our company is different from other specialty retail shops because of the printing services we offer, our unique product line, and a variety of proprietary products that we have created.
We will have a website before Regali Luxuri’s Grand Opening. Regali Luxuri hopes to break-even in year one, and generate moderate profits in year 2. Regali Luxuri’s future growth plans include expanding the physical location to include the 2nd Level of the live/work unit, broadening the product line, hiring people to design our unique merchandise; implementing ecommerce to our existing website by year three; as well as establishing a mail-order catalog.
We incorporated our business as an “S” corporation. Bensai Kaethe and Kaethe have worked for many years to develop and expand our home-based retail business. Each of us contributed an equity investment to the retail location’s opening. Kaethe has five year experience in retail accounting and retail, and Kaethe has taken management and entrepreneurial classes at the University SBDC. We are able to train future employees and manage daily operations thanks to our experience and ongoing education.
1.1 Objectives
Total sales revenue must be generated to make a profit by the end of the first year.
Implement e-commerce capabilities to existing company website in year three.
Set a three-year average annual growth rate at 20%
You should aim for a sales cost of less than 45%.
In the second year, 50% of our merchandise will be made into proprietary products.
Our company will be a leading “Brand Recognized#8221 name in the community by year 1.
1.2 Mission
Regali Luxuri is an exclusive boutique for specialty cards, gifts, and apparel that specializes exclusively in unique merchandise that is not often found in larger retail markets. We are dedicated to providing customers exceptional customer service in a visibly relaxing and engaging shopping environment. We aim to offer high-quality, unique merchandise at reasonable prices to our customers.
1.3 Keys to Success
Personalize a product collection of handcrafted, unique products.
Provide products and services that are customized to meet the needs of each customer.
Establish a loyal customer following by offering seasonal promotions / discounts, distributing direct mail postcards, offering quality merchandise at affordable prices, and providing a visibly inviting and comfortable shopping environment.
A #8220Brand Identity” is a brand that personifies quality, gift giving merchandise and exceptional customer service.
Gentle Touch Creations was established by Joanne Lovejoy as a start-up company that sells hand-made herbal items. These products include herbal therapy packets, soaps and Saint-John’s-wort oils, balsam eyes packs, salves as well as moisturizers, herbal bags, and bath powder. Gentle Touch Creations only use herbs that have been picked in the wild or grown in a local field or forest.
Consumption of herbs has increased in the past tenyears. The $4.3 billion in annual sales for herbal products was last year. A customer used to have to go to a specialist shop in order to purchase herbal products. But now, the same product can be purchased at a local supermarket. The demand has created a cottage industry of supplying herbal products to companies who then market the product under their own brand name.
Gentle Touch Creations sells its product line through herbal product companies who sell baskets with particular themes (such as balsam oil and eye packs).
Joanne Lovejoy has seven years of experience in the herbal product industry. She has worked as a Product Manager for both Jerry’s Herbal Products and Safe Soap. She has kept in touch with industry contacts and has signed contracts with Forest Meadows Products, WindWalker Products, to supply herbal therapy packs and salves, balsam eyes pack, and Saint-John’s-wort oil.
1.1 Mission
Gentle Touch Creations has one mission: to create natural products that are soothing, healing, and cleansing for our customers.
1.2 Objectives
These are the objectives of Gentle Touch Creations:
In the first 12 months of operation, we achieve our sales goal at $120,000
Attract 10 companies as a customer base.
Increase sales by 15% in the second-year of operation
Green Power Consultancy (Burlington, VT) is a start-up business that offers advice and design to architects and consumers about environmentally sensitive buildings. They also offer energy consumption recommendations. Green Power has identified three key factors that have made it a success. Green Power believes that it is important to only offer solutions that can be sourced from the market. The second is to make sure all offerings are based upon economic justifications. A solution must be able to justify its long-term economic worth beyond environmental considerations.
Green Power will target both architects and individual customers. Green Power will have close relationships with architects so that they can offer environmentally friendly solutions to their clients. This group is growing at 7 percent and has 23 potential customer. The second customer group is individual consumers; an environmentally conscious group that have sought out a service provider to help them implement their personal ethics into the design of their new or existing structure.
Green Power offers many services such as advice regarding passive heating and grey water usage, renewable energy considerations, employee transportation options, and recommendations for grey water use.
Green Power will be supervised by Sue Lang and Dan Lang. Dan received a degree in environmental studies, business, and a Masters in architecture. Dan has several years’ experience working in the industry. The second part of the team is Sue Lang. Sue has an MBA and work experience with the Bonneville Power Administration in their renewable energy department. Green Power’, through the combination of outstanding education and valuable work experience will be able successfully execute its business plan.
Green Power forecasts sales at $202,343 in year two and $238,402 in year three. Net profit will be reached in the second year. Green Power will be a profitable, long-lasting business because it has a proven business model and a strong management team.
Mission
Green Power Consultancy strives to provide green energy solutions that are both cost-effective and efficient for existing building owners/lessors. Green Power will grow to be a viable business in Burlington through careful analysis and attentive customer service.
Keys to Success
Green Power has identified several keys to success that will be instrumental in creating a sustainable business. The chances of success will rise significantly if you follow these keys.
Customers demand solutions.
Ensure economic considerations are integrated into all the solutions.
Customer satisfaction must be 100%. Customer expectations must be exceeded by all.
Objectives
Green Power has identified the following objectives for its long-term success:
Proven cost/benefit analysis environmental strategies for structure building, maintenance and consumption.
In five years, you will be the most prominent environmental energy consulting in the state.
Nationally, landfills are closing down or exhausting their remaining capacity. But due to environmental regulations, zoning laws, regulatory and bureaucratic delays and other regulatory and administrative delays, pitifully few new sites are opening to alleviate the growing space crisis. Despite this, municipal waste continues to grow in volume. Handling the nation’s waste stream has become a major problem for most municipalities. Landfills across the country are facing an increasing amount of waste each day, which is causing them to be in constant crisis. Landfills can be compared to owning a gold mine.
Good Earth Resources, Inc. was formed to solve the St. Louis, Missouri municipal waste problem and take advantage of the lucrative advantages of having fully permitted landfills.
Operation
There are four components in this operation: purchase two landfills; sort and recycle incoming waste; import an out-of-state waste stream; and convert landfill gas to either electricity or a fuel alternative.
GER will purchase two landfills: one in Eastern Missouri, Martin Creek Landfill, and one at Barton Sanitary Landfill in Southern Illinois. Both landfills can be found near St. Louis in Missouri. The initial waste stream for both landfills comes from the St. Louis area.
At both landfills, all waste will be sorted and recyclables removed. The remainder will be compacted, baled, and buried in the landfills. Only 10% of all landfills perform these functions today. The remainder prefer to dump the raw waste in their landfills, which ignores a substantial source income.
GER accepts direct waste delivery to its landfills. It also dispatches its own road tractors to haul more distant waste. GER can also transport rail-haul waste from New York City, Chicago, and other cities. GER’s Missouri waste hauling ensures a steady waste stream that is independent of any other sources. This will allow it to reach its income projections within the first month. GER will initially accept 1,540 tonnes of Missouri waste to its landfills each day.
Unique Features
The landfills collect incoming waste and place it in receiving facilities. The waste is transferred onto conveyers, where employee-sorters sort out all paper, cardboards, glass, plastic, metals, and other materials. The remainder will be compressed into bales of two-thirds of a cubic yard. Bales will be stacked in a large, PVC-wrapped cell in the landfill that allows efficient capture of the methane gas. This is a standard practice in most landfills.
Baling organic waste, and removing any recyclable material, adds significant value. Gross revenues are also increased by recycling sales.
Landfill Valuation
Landfills are valued according to the volume of waste in cubic yards (‘#8220’air yards’#8221) that can fit into the allowed area. The volume of the deposited waste can be multiplied five-fold through compacting. Martin Creek’s permit allows it to take in 3,612,000 cubic feet. It covers 42 acres. The landfill would fill in 6+ years with 2,000 cubic yards per day of loose waste, buried without compaction. Recycling, compacting, baling, and baling can reduce the landfill’s life to 2,000 yards. This increases both value and gross income.
The current fee per cubic yard of waste is $11.33 ($34.00 per ton) in the St. Louis area. In 6+ years, $35,328,000 can be generated from 42 acres of loose waste at 2,000 cubic yards/day. The same area can be reused for 32 years by recycling, compacting, and baling. Or, you can increase the daily volume. Compacting and sorting are relatively inexpensive in comparison with the increase in valuation. However, recyclables can offset these costs.
Company Objectives
Anticipating the arrival of waste haulers, GER anticipates collecting 940 tons per day for Barton during its first months of operations. This generates in excess of $5,500,000 revenues per year. Additional 600 tons per day for Martin Creek are transported to Barton during Martin Creek’s construction. This adds $4,000,000. Investors will enjoy a great annual return and the opportunity to own a profitable business with dividends for the first year.
Principals from GER will find other sources to boost this projected waste stream. They may look into New York City or Chicago as well as other large metropolitan areas. Rail spurs are an integral part of this plan. Once operational, they will facilitate the incoming flow waste from distant locations.
Within 12 months of establishing operations, GER can collect methane gases and convert them to energy. This will increase annual revenues.
Management
GER’s principals, who are highly skilled in every aspect of business, founded this company to fulfill the growing demand for St. Louis landfills and to make it a profitable business.
Don Smith, co-founder of GER, has extensive experience in waste collection, landfill operation, and waste handling. During the 1980s, he managed three major Chicago landfills as well as one located in Gary, Indiana. Later, he ran a hazardous waste disposal facility in Scott City. His skills in working with Department of Natural Resources led to the landfill permit now held by the property. He constructed and operated a municipal waste transfer station in Wellston, Missouri in 1984.
John App, cofounder of GER has strong financial and marketing backgrounds and will focus on developing out-of-state waste streams sources from New York City or Chicago. App has owned and managed several businesses over the years. He also served as a founding board member of Capital Bank of Carlsbad in California. In 1974, he was elected to the Orange County California Board of Education.
G. Calvin Rathbone Esq. G. Calvin Rathbone, Esq. serves as corporate counsel for GER. He has a strong sales background and will assist with the development of state waste streams sources. Previous experience with Mr. Rathbone includes managing sales and marketing for an equipment company for the exploration and production oil and gas.
General Plan of Action
The principals are looking for a $16,469 951 net investment to:
Purchase both the Martin Creek and Barton landfills.
Augment the daily waste stream to Barton landfill by hauling waste.
Barton should have compacting and sorting machines to extend the life of its landfill.
Complete the construction of Martin Creek landfill.
Lease or purchase machinery and vehicles needed for operations.
Two transfer stations should be built to collect waste from Missouri cities.
For additional revenue, use methane.
1.1 Objectives
Sales in excess of $6,000,000 ($11,000,000 with an additional 600 tons/day designated for Martin Creek) for the first twelve months of operations by augmenting the incoming waste to Barton landfill and growing each year thereafter.
Barton will have at least one recycling plant installed, with room for expansion up to two.
Construct Martin Creek landfill, and extend the landfill permit for an additional 80 acres.
To renovate an abandoned rail spur near Barton, you can purchase property. Construction will take approximately ninety minutes.
Continue to market Martin Creek & Barton by contacting additional cities and hauling businesses, including out of-state sources.
1.2 Mission
GER will take waste from designated transfer points to either one of its two landfills. This will benefit both parties, since it will lower GER customer’s costs, and through GER’s more efficient transportation, will provide an additional waste stream to GER.
All recyclable materials will go to GER for disposal and sale. GER will accept old vehicle tires as income at the landfills. Each aspect of this operation will not only increase cash flow but also help the environment. The principals of GER will make every effort to use all resources to protect the environment.
1.3 Keys to Success
Concentrate on bringing Martin Creek and Barton the maximum amount of waste capacity.
As efficiently and profitably possible, process the waste stream. Try to minimize stoppages and downtime.
Operate the landfill operation as efficiently and safely as possible using every method to increase profits yet maintain a high concern for the environment.
Maintain family-like atmosphere for all associated with GER, co-workers and customers alike.
Gamehenge Tapers Co-op was established to serve the Portland tapers. Tapers are a hobby community that trades live recordings only for personal use and not for commercial gain. The Co-op provides equipment to facilitate taping shows. This also supports the trading community which trades live shows for personal use. The Co-op is able to sell recording equipment at wholesale prices plus a low overhead percentage. It encourages active tapers to be more active by offering members heavily discounted rates. Because the organization is a not-for-profit co-op, members are willing to volunteer their time to help the organization allowing it to become successful. The organization exists to support the trading community.
Dues for membership and a small overhead fee will cover the costs of running the business. This will allow it to continue to grow. Gamehenge Tapers Co-op expects to grow their membership by at LEAST 20% per year.
1.1 Objectives
These are the objectives for the first three year of operation:
To create a cooperative whose number one goal is to serve its member.
To increase the membership base annually by 20%
To offer the Portland traders community cost-plus overhead deals on CD media, microphones CD-RWs, CDs-RWs, and DAT recorders.
To develop a sustainable co-op.
1.2 Mission
Gamehenge Tapers Co-op’ s mission is to serve the Portland tapers community. Our mission is to maintain and attract customers. All else will fall into place if we follow this maxim. Our services will meet or exceed customer expectations.
CollisionSyzygy Inc. is the leading provider of generic claims outsourcing services. It uses a high-tech delivery platform that includes the Internet and several proprietory software systems. CollisionSyzygy successfully brings together an insurance company’s auto damage claim with the body repair shop in an efficient manner that significantly reduces costs for both.
The goal of this business plan is to acquire capital investment so that CollisionSyzygy can escalate its time-proven business strategy and processes to a level that will reach more of the available market. Time is a critical factor. CollisionSyzygy can be up to a year ahead of its rivals in technological advances that produce the efficiency in collision claims processing that results in profits for its clients. Its ability quickly to infuse money in CSI will ensure its competitors are not left in a position of imitation. CollisionSyzygy’s technology advantage and untapped market opportunities make it an attractive investment opportunity. Because of the high volume transaction costs, it will be difficult for smaller insurance companies to make a profit without outsourcing collision claims.
CollisionSyzygy’s main selling point is its full-spectrum claims processing service. This includes fast transaction clearance, as well as a national and international marketplace of buyers. Many competitors limit or specialize in services because of inadequate technology; CSI uses technology to offer all available services.
CollisionSyzygy remains a working company. William Smith is the company’s leader. He has 18 years of experience in insurance adjustment and collision repair.
The company is rapidly building a network of body shop facilities who receive geographic territories in exchange for agreeing to maintain very stringent quality control standards, certifications, and discount pricing, which further enhances the insurance company’s profit margin.
Various proprietory software programs and CollisionSyzygy’s multi-platform reporting capability promise to make CSI a formidable leader in generic services.
The company is currently in a profitable position. With the new investment, CollisionSyzygy should be able to achieve (lofty) sales for the 12-month period of Year 1. (staggering) profits are expected before income taxes. With (skyhigh) pre-tax profits of, sales should skyrocket in two years. After-tax profits must be (breathtaking). The following chart shows the after-tax earnings.
1.1 Keys for Success
Vast experience in the industry as Chief Executive officer.
CollisionSyzygy remains the only company within the U.S. To provide generic services for insurance companies. Large insurance companies used to handle claims processing.
CollisionSyzygy is almost two years ahead of most competitors in the development of the proprietary software necessary to allow insurance carriers to administer their claims processing. Auto Claims Technology CollisionSyzygy’, which provides claims management software and reporting to insurance companies and repair shops, is CollisionSyzygy’s special software. This will make it difficult to find competitors in the market, as CollisionSyzygy is already a major player.
CSI’’s ever-growing network comprises over 100 repair shops.
With ACT software already functional, CollisionSyzygyis just a website away from offering its connectivity between insurance companies and repair shops over the Internet.
As more repair shops join CSI they can grow their business while maintaining competitive pricing, high quality repairs and a high standard of customer service.
Windows(r-based) proprietary software is a great way to enhance customer service. This software quickly and accurately generates a cost estimate. This allows the repairshop to spend more with customers and take less time creating estimates. Thanks to the database resource, the insurance company can make cost estimates more accurate.
Another software program quickly transmits necessary estimates, photographs, and other claims submission materials to the insurance carrier.
1.2 Mission
CollisionSyzygy, Inc., the only US company that offers a low-cost, generic way to process, administer, and resolve auto insurance claims, is CollisionSyzygy, Inc. CollisionSyzygy is a high-tech, proprietory process that uses software and high technology to route insureds’ claims from the insurer to the right repair shop. This process will guarantee that insureds receive high-quality, warranted repairs. CSI manages the entire process and provides comprehensive reporting to the insurance carrier. CollisionSyzygy aims to make the claims process more efficient for every participant, in a way that is distinctive from its competitors.
The result of CollisionSyzygy’s high technology process is–
An company which has made a claim
Is processed in a fraction of the time used in traditional, in-house methods; the claimant receives repair shop location at the time of filing the claim.
Results in drastically reduced costs to the insurer:
Thousands of dollars saved on indemnity payments.
All repairs made by CollisionSyzygy’#8217 members are automatically discounted at five percent
It is possible to reduce the loss adjustment costs by a significant amount.
Administrative expenses reduced.
You can control the cost of repairs.
You can avoid expensive auto storage by having a rapid claim resolution.
CollisionSyzygy schedules random spot quality checks for member shop repairs to ensure that quality and necessity are met. CollisionSyzygy inspections may deem repairs unnecessary and require members to reimburse the cost of repairs.
With the minimum amount of capital restrained, insurance reserves can quickly be released for use in other claims.
With the CollisionSyzygy internet service, insurance companies will soon have the ability to get true salvage values rather than estimates.
Provides insurer with access to comprehensive management reports detailing all underwriting activity, repair and resolution activities.
Is guaranteed for the life of the repair at all participating CollisionSyzygy repair facilities.
A customer/claimant that:
Lower insurance premiums are possible because of lower insurance costs.
I was amazed by the speedy resolution of an auto accident claim.
Also, member repairshops that are:
It is possible to focus resources and time more on quality repairs or service than expensive marketing.
CollisionSyzygy’s multi-platform software interface offers a simplified process for claim estimation. It takes only minutes to create claims estimates, which saves customers time and allows them to serve more customers.
CollisionSyzygy utilizes a managed body repair process, similar to how the Health Management Organizations (HMOs) have tried to limit costs in the healthcare industry. The exception in this analogy, however, is that cost efficiency is achieved by eliminating unnecessary elements of the traditional claims process, rather than by eliminating necessary repair procedures or parts.
Claims processing can only be profitable when it is done in large quantities. It’s difficult for smaller insurance companies that run profitable claims operations to do so. CollisionSyzygy developed a claims process formula that will allow smaller companies to manage and profit from claims, while also increasing the margins at larger companies.
1.3 Objectives
CollisionSyzygy From June 1, 2000 to May 31, 2001:
You can earn pre-tax income of from (incredible) and splendid% net income.
For claims processing, capture and control at least ten large and medium-sized insurance company accounts. Market share will rise to 60 companies before the end of Year 2. The total target market is currently comprised of around 2,600 insurance companies.
Promote name branding of CollisionSyzygy so that a minimum of 220 repair shops become certified members of the company’s program. This number should rise to about 2,000 repair shops as a result of CollisionSyzygy’’s Year 3.
Implementation of unique programs and technologies not yet available on the market.
Convert proprietory platform to an online e-commerce portal to improve access to CollisionSyzygy processes by both insurance companies (and auto repair shops).
As part of the site launch, we also offer full support online, including an auction for bids and sales on salvageable vehicles.