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Businnes Plan

Pallet Manufacturer Business Plan


Pallet Manufacturer Business Plan


Although the scrap tire recycling industry has existed for many years, it is still in its initial stages. Less than 20% of all scrap tires are processed. Approximately 10% are incinerated, generally for power generation, although air quality issues are always a concern as scrap tires, like coal, are dirty fuel. About 4% export our scrap tires to countries where the casings can be used in retread machines or the tires are sold as they are. Currently, about 2 percent of our scrap tires are made into crumb rubber that is used in molded products as well as modified rubberized asphalt applications. This gives a longer-lasting and more durable asphalt surface.

Scrap tires piles can pose a serious health risk as they are breeding grounds for rodents and snakes. They also present a fire hazard. This is a serious problem. In the United States, scrap tires are produced at an average of 250 million per year. Existing piles are estimated at between 2-3 Billion.

ATP-Advanced Technology Pallets, a Nevada Corporation (ATP), proudly presents its unique and patented RST-PAL Pallet. This pallet is made from recycled tire rubber. The #8220>RST-PAL Pallet can be used again and again, making it an attractive alternative to wooden pallets. RSTPAL Pallets may have serial numbers and bar codes to allow for easy tracking and retrieval.

The inventor, Dan Radke, has assigned to ATP all patent rights (to the approved and issued patent USPTO # 08/680,476) to manufacture and market the RST-PAL pallets worldwide, in perpetuity.

OUR MISSION

To provide durable, cost-effective and economical pallets to all industrial and manufacturing sectors.

THE EXISTING PROBLEM

  • The wood and plastic pallet life cycles are very short and expensive.
  • Wood pallets break and need repair or replacement every one or two trips.
  • Wood absorbs liquids. It gains weight, breaks, and splinters. It’s also very difficult to clean.
  • Industries require pallets that are more durable and last longer.
  • Environmental hazards can be created by scrap tire stockspiles
  • Present wood pallets are estimated to consume more than 3.5 million trees each year.

THE SOLUTION

  • RST-PAL pallets are less costly to buy and maintain.
  • RST-PAL pallets have a greater durability and are indestructible.
  • The load capacity of RST-PAL pallets is 15 times that of similar wooden pallets.
  • RST PAL pallets are stackable, rackable, more durable, and longer lasting.
  • RST-PAL pallets, which are made from recycled scrap tire rubber and recycled plastics, are unique. They use a newly patented process that incorporates rubber, plastics, and a binder system.
  • RST-PAL pallets are guaranteed for years.
  • RST-PAL pallets have no competition worldwide.

TECHNOLOGY & PROCESS

  • The materials process and the manufacturing of pallets are based on an approved and issued patent (USPTO # 08/680,476).
  • International (PCT), Patent protection filed.
  • The production line machinery is readily available and can be sourced.
  • It is easy to find raw materials and they can be sourced.
  • Flexible production lines allow for the creation of different sizes of pallets with high quality and yield.
  • Product is ready for production. Qualification and R&D is complete.
  • Modular capacity allows for rapid manufacturing expansion.
  • Factory is environmentally “clean” with no waste stream.
  • Prototypes of prototypes have been tested, built, and qualified.


THE MOUNT

  • U.S. pallet consumption is estimated at 800 million per year (National Wooden Pallet and Container Association. NWPCA).
  • RST PAL pallets have the longest life cycle cost of any material, including wood, aluminum, or plastic.
  • Global Pallets-leasing Options Available
  • Marketing to focus on both closed and open loop distribution systems.
  • International markets and licensing opportunities (Internationally-protected patents).
  • U.S. Government Agencies and Contractors Markets
  • The U.S. government has imposed a policy of replacing products with recycled ones first.


MARKET QUOTATIONS

  • It is urgent that ‘#8220’ Quality, Reusable Multi-trip Pallets instead of poorly constructed Single User Pallets be made (Reference: NWPCA)
  • Contractors that do business with government agencies are required to buy &#8220 and &#8220 environmentally-friendly products.

Recycled products products first. (Reference: President Clinton Executive order)


SALES

  • Different industries gave prototypes positive feedback, as did government agencies and military.
  • Potential sales subject to investment and production ramp-up
  • Certain markets are eligible for environmental incentives (Government sub-contractors).
  • All licenses, permits, and governmental agency acquired or in support for project.

PALLET COST COMPARISON – OVER FIVE YEARS

  • Use of RST-PAL pallets demonstrates substantial savings, $22 for RST-PAL pallet vs. $133 for total cost for wooden pallet, over 5 years. (See Topic 4.2 and 4.3.1).

INVESTMENT REQUIRED and USE OF FUNDS

  • $6M investment for 35% ownership estimated to reach profitability within 12-18 months.
  • The dividends will be divided at 50% for the shareholders from the second year onwards, provided it does not impact the expansion. The remaining 50% will be dedicated for growth.
  • Funds raised will be used for plant setup, operations, equipment, marketing and sales.

Two production lines will be in operation for the first year. 1,137,000 units are expected to be produced, with a projected profit of more than $8 million.


INVESTOR DISCUSSION

  • Projections represent the return of an original investment in less then two years.
  • Approximately six times valuation, based on discounting of five years of net earnings to present value.
  • Five-years of net earnings projected at a 25% discount (incl. The risk factor is $98 Million.
  • In five years, less than 1% market share achieved with five plants.
  • Projectioned revenue of around $402 million
  • Projected net profit (before taxes) of approximately $178 million.
  • Strong, professional management team with highly-skilled consultants.
  • Exit Strategy alternatives: (a) IPO after two years; (b) Acquisition; (c) Private ownership with a long horizon of profits.

&#8212_ MANUFACTURED OUT RECYCLED SCRAP TIRES


TO CLEAN UP AMERICA’#8217’S SCRAP TIRE

1.1 Mission

ATP is a production and marketing company that specializes providing durable and cost-effective pallets from used scrap tires to all industries. The product and manufacturing process are protected by patents worldwide.

Pallet users include both companies and individuals who use pallets for main distribution. They want a pallet that is more durable and lasts longer than wooden pallets. The National Wooden Pallet and Container Association states that a wooden pallet gives service for only one to two trips before having to be repaired or replaced. Pallet users are often forced to purchase pallets because of their short lifecycle.

Stockpiles of scrap tires throughout the United States pose a serious environmental risk. They provide habitat for rodents and insects, as well as a potential fire hazard.

ATP will reduce hazardous scrap tire stockpiles and help conserve some of the 3.5million trees used each year to make wooden pallets. ATP will locate its manufacturing plant in rural areas that are close to major cities, where it is most needed.

ATP will continue to earn profits and pay a high return to its investors. The company will also fund aggressive growth in order to increase its annual production. ATP will also maintain a friendly, fair, and creative work environment, which respects diversity, product improvement, and hard work.

1.2 Objectives

  1. To establish two production lines at the first plant in Stamford, Texas in order to produce 1.2 million pallets annually, with projected net income (before taxes) in excess of $8 million.
  2. For years 2-5, to increase production by opening two more lines of production every year.
  3. To achieve a market share target of 0.15% in your first production year, to 0.75% at the end of five. The U.S. produces 800 million pallets annually.
  4. The first year’s projected market share is 0.15%. Net profits are expected at $8 million (before tax) and 0.

Net profits of $66million are projected for 75% of market share in five years. Accumulated profits (before taxes) are projected to be $173 million for the first five years of production.

  • ATP will capitalize on America’s urgent need for solutions to America’s scrap tire problems and set up plants in various locations where there is ample supply. It will also take advantage of subsidies and benefits offered by State Government programs for the treatment of scrap tires.
  • License agreements can be used to develop foreign markets, particularly in Europe and Far East where there are similar problems with scrap tires.

    • Success keys 1.3

    These are the reasons ATP will be successful:

    • An existing pallet market in the U.S. of over 800 million pallets sold annually. It is estimated that about 60% of all pallets in the United States are hardwood. These are ATP&#8217’s most targeted customers.
    • RST-PAL pallets have the lowest life cycle costs compared to wooden or plastic pallets.
    • RST-PAL pallets are patent protected, are durable and virtually indestructible, and can carry in excess of 15 times the load of wooden pallets.
    • RST PAL pallets are guaranteed to last for years.
    • Pallets are a well-known, necessary and established product; therefore there is no need to penetrate the market with a totally new product. RST PAL pallets don’t represent a new product. However, they are far better, more durable and more long-lasting than other similar products on the market. RST PAL pallets will continue to be affordable as they are introduced to users at trade shows and conventions by ATP&#8217. Sales representatives from ATP’s targeted marketing regions will also help keep marketing costs low. Dallas/Fort Worth in Texas is the initial targeted marketing region. This is near Stamford Texas.
    • Through an executive order, the U.S. government mandates that all government agencies and contractors (including the Department of Defense) &#8220 &#8221 about &#8220 ‘buy recycled first’. ATP will target state and federal agencies to market RSTPAL palettes.

    Businnes Plan

    Fishing Shop Business Plan


    Fishing Shop Business Plan


    Near the new Oakridge Plaza on Highway 126 is McKenzie Tackle and Bait Shop. This shop will provide a convenient resource for all fishing supplies to visitors to the McKenzie National Parks System. Highway 126 connects you to over 130 public fishing areas. Oakridge Plaza offers last-minute shopping and dining options before you enter McKenzie National Parks System. McKenzie Tackle and Bait Shop hopes to draw customers from its location. It will offer a wide selection of fishing products as well as information on fishing conditions.

    Brad West is the owner of McKenzie Tackle and Bait Shop. He has been a passionate fisherman in the region for 25 years. He is well-versed in all aspects of fishing and has run two bait and tackle shops during the past seven.

    1.1 Objectives

    • It has become a popular and indispensable shopping destination for fishermen who are heading out to fish.
    • Your customer base will grow each and every year.
    • Both novice and veteran anglers will receive exceptional service and products.

    Success Keys 1.2

    Here are the keys to McKenzie Tackle and Bait Shop success:

    • Location: McKenzie Tackle and Bait Shop is located off Highway 126, next to the new Oakridge Plaza. Highway 126 leads to more than 130 public fishing spots in the McKenzie National Park System. Oakridge Plaza is where you will find the last commercial shop or restaurant before you enter McKenzie National Park System. The plaza is a frequent stop for travelers who are visiting the park system to start or end their day.
    • Service Brad West, the owner of McKenzie Tackle and Bait Shop knows that customers don’t just come to his shop to look. They want the best product or the best information to help them fish. McKenzie Tackle and Bait Shop will offer exceptional service and get the customers on their way so they can enjoy a day of fishing.

    1.3 Mission

    McKenzie Tackle and Bait Shop has one mission: To be the most prominent and visible fishing product and information resource within the McKenzie National Parks. We want tourists to see our store as an important stop on their fishing trip.


    Businnes Plan

    Satellite Communications Business Plan


    Satellite Communications Business Plan



    Introduction

    Blue Sky Satellite Communications CC (Blue Sky) is a communications solutions and satellite service provider in Africa with its operations base in South Africa. The company provides customized satellite phone and terminal packages as well as customized airtime packages to suit the client’s needs.

    By focusing on its strengths, its key customers, and the underlying values they need, and the introduction of broadband technology, Blue Sky Satellite Communications will meet the following goals: increase sales to more than $20 million in three years, improving the gross margin on sales to greater than 30%, and improve inventory turnover to eight turns by Year 3.

    This business plan is the mainstay of our strategy. It renews our vision and strategic focus of adding value to our target market segments: the corporate business and high-end home office users, in our horizontal market. It also contains the steps to improve our sales, gross profits, and profitability.


    The Company

    In 1996, Pedro M G Camacho started “Hyper Parts Com Division” after purchasing a satellite phone from COMSAT. He was so impressed by the capabilities and potential of the satellite phone that he decided he would start his own satellite communications business. In 1998, the firm changed its name to Blue Sky Satellite Communications. It has since had two good years of legal trade, with the prospect of enormous growth. As Pedro saw Inmarsat as a niche market and reacted well to it, the same outlook has been given to VSAT, as it is the next logical step in the development of the satellite communications industry.

    Blue Sky Satellite Communications has been built on the assumption, that the management and development of broadband service will be the most important steps of communication since the invention if the telephone. We have been the service provider for Inmarsat VSAT services and are now at the forefront in Africa, which is the most connected continent in the world. Our goal, in short order, is to build as many links as possible within Africa. This can only be done by partnering local telecommunications firms, private or state-run.

    Our goals will be achieved by focusing on the following keys: increasing Inmarsat use, developing the VSAT markets, increasing marketing in Africa, outsourcing quality services, introducing better value-added products to end users, maintaining and growing customer service.

    Blue Sky Satellite Communications, located in Bedfordview South Africa. It is located only 15 minutes away from Johanessburg International Airport and 15 minutes away from Sandton (a suburb of Johanessburg).

    The company currently has 4 employees, with 1 director. The company intends to grow the company by at least 20 employees in the near future. Sales personnel, customer service which is available 24-7 and technical support will all be added. Marketing and promotions will be outsourced to specialized businesses.

    Our product comes from different Land Earth Stations. In most cases, our relationship is direct with the manufacturer.


    Market

    Our products and services are one of the most highly sought-after commodities due to the increase in Internet use for information and sending messages. With the advent of broadband, we expect the growth to be exponential, more and more people and corporations will invest in faster and better communications systems to make them more productive and to show a better bottom line.

    Satellite services are expected to grow by 20% annually in the Middle east and African markets. The market for satellite services is valued at approximately $12 billion in year 1. Blue Sky hopes to tap into this market and will be able capture a 10%-20% market share.

    One of the most talked about aspects of new business is the expected market growth in Telecom’8217;s sector. With the emergence of new broadband services, and the privatizations of many Telecom businesses (previously run by government), we can see that future growth will be far greater than any projections.

    We will offer two types of hardware so our customers can be more productive. Inmarsat products, such as the Mini-M Sat Phone and the M4 Global Area Network terminal, are poised to maintain a growth pattern over the next 24 months. Re-launches of Iridium products will have a similar impact.

    This market exists, and we are in a good place to seize this opportunity. The VSAT market has just appeared last year, and the sentiment is that it will grow even further in Year 1 and Year 2.

    Blue Sky is surrounded by a variety of local competitors. They are able to give us the motivation and determination to improve customer relations. We learn from their mistakes and maintain a good relationship. Blue Sky has spent a lot of time focusing on the future trends within the industry in order compete effectively with these companies. This will allow it to position itself to be the market leader in this sector. The following are the top trends.

    To maintain the recurring monthly income in top form, all customers will require maximum attention through strong customer service. Many customers will benefit from fast service through the customer care center and Internet interactive chat.

    The market’s most important and obvious trend is falling prices. This has been true over the years, but it seems that this trend is accelerating. We are seeing major suppliers and manufacturers putting together systems with incredible specs.

    Another trend is ever-greater connectivity. Everyone wants to access the Internet. Small offices also want a local area network. Many small offices desire their LAN to be connected with the Internet. Blue Sky will face the challenge to offer customized service packages that provide all desired features at an affordable price.

    The company is focusing on the small and large businesses that need a wide variety of services packages that have lower costs per airtime than other competitors.


    Strategy & Implementation

    1. We are committed to providing support and service. Blue Sky will not simply sell the service. We will keep in touch with our clients on a regular basis to provide important information about the service or product that has been delivered.
    2. Our goal to build long-term relationships with our customers. Since recurring income is the main objective of this business, it is important to keep as many clients in touch as possible. We must keep in touch with our customers. To keep our clients informed about all the happenings in the market, we send out emails and newsletters.
    3. Blue Sky’s success will depend on its ability to focus on the right markets. Blue Sky is a long-standing business that has seen many changes over the years. We are also familiar with the challenges of new markets and can make timely and efficient decisions regarding them. This allows us the ability to pay attention to the market segment in order for it’s needs to change.
    4. Differentiate and fulfill the promise. We aim to be different from other service providers. We want to be Africa’s first choice for satellite services. We want to offer rural telephony services and pre-paid telecommunications, as well be involved with education of our users. We want to live up to our commitments and help those who really need it.


    Financial Projections

    The company is expecting to make $62.2 million by the end of year three, with a gross margin 31.7%. Controlled SG&A costs will create a very strong net margin. To achieve a regional presence within Africa, the company will invest $6.2M in long-term investments over the next three years.

    1.1 Mission

    Blue Sky Satellite Communications was established on the assumption of management of satellite technology, and the development broadband services as the most important step of communication since the invention in the telephone. As Inmarsat and VSAT service providers, we are proud to have been able to place ourselves at the forefront of Africa, which is still the most remote continent in the globe. Our goal is create as many African links as possible in a short time. This will be possible by partnering up to local telecommunications businesses, private or state-run. So, all our customers can have legal access to high-quality communication no matter where they live.

    Blue Sky Satellite Communications is bringing satellite communication down to earth.

    1.2 Keys to Success

    1. Increase Inmarsat airtime usage.
    2. Develop the VSAT marketplace.
    3. Marketing in Africa: Increase your marketing efforts
    4. Quality services can be outsourced.
  • Introduce better value-added services to end user.
  • Continue to improve customer service.

    • 1.3 Objectives

    1. The third year saw sales surpass $20 million.
    2. Keep the gross margin at 30% or higher and keep it there.
    3. By Year 2, you can sell $4 million worth of support, training, and service.
    4. Get inventory turnover up to six times next year, seven times in Year 2, eight in Year 3, and eight times in Year 2.

    Businnes Plan

    Motel – Hunting Lodge Business Plan


    Motel - Hunting Lodge Business Plan


    Introduction

    Lowland Heights Roadhouse aims to become a permanent lodging, restaurant bar, RV park, and temporary lodging establishment. We aim to offer a unique experience that capitalizes on the personal service provided by the Roadhouse and its historic location in South Central Weststate. We intend to be more that a great RV Park, hotel, restaurant, and bar. We intend to create a place of luxury and comfort that goes beyond the Dusty Corners norm. Our exposure through the internet and the introduction of the Greenhorn Valley will enable us to maintain a higher than normal occupancy rate and to make more profit.

    Location

    Lowland Heights Roadhouse is found in South Central Weststate. It is located at the northern tip of the Greenhorn Valley. The area is surrounded both by the Ombligo de Dios range on one side and the Lost Pony hills the other. The Roadhouse can be found on Route 173, a major thoroughfare, approximately 52 miles north from Silver Gulch and 47 mi southwest of Friday Falls.

    The Company

    Lowland Heights Roadhouse has been an established Motel/RV Park for over forty-four year. It was previously known as Thirsty Creek Lodge or The Lodge at Lowland Heights. After briefly establishing the property, we added a new restaurant to provide steady patrons (hunters and tourists) to the establishment. Since the previous four owners only had the property for two- to three years, the business was not being operated at its maximum capacity. Next spring we plan on adding a full service coin-operated laundry facility (washing, drying, and optional folding) along with a four bay self-serve car wash.

    The Lowland Heights Roadhouse (dba Golden Cholla Enterprises LLC) is owned and operated by Tory Britts, assisted by Gisli Nygrenyn.

    Britts and Njerdginsyn plan to operate the Roadhouse during September and December as a hunting resort. During the rest of the year it will operate as a vacation resort (January to August). The lodge will open seven days a săptămână, twenty-four hours a day.

    Our Services

    Built in 1954, the Lowland Heights Roadhouse originally opened its doors. Each room has two double beds or a full-size queen bed. There are also rooms with a second or additional bedroom. A full-service restaurant is available, along with a bar that offers live entertainment and eight RV sites. We will soon be adding coin-operated laundry services (washing, drying and folding), as well as a four-bay self service car wash. On-site service is also provided by the Roadhouse’s front desk. The buildings have had a few restorations, and we plan on adding more, including 10 more motel units in the spring.

    As the Roadhouse establishes itself during peak season, we plan on expanding our services to Dusty Corners’ and surrounding communities in the off-season. Large dance floors are ideal for informal or formal gatherings (e.g. wedding receptions, club meetings, Christmas parties, family reunions, etc. ).

    The Market

    Lowland Heights Roadhouse’s target market strategy is based on becoming a destination choice for the people in the Greenhorn Valley who are looking for a place to relax or recharge. Our target markets are families or individuals looking for a vacation location, as well family reunions, hunters and drop-in customers. People and families will love our setting and facility, with so many outdoor activities in the Greenhorn Valley. The projection is for an increase in unit rental of 30% per year. There is no laundromat within 50 miles, so the possibilities are endless.

    Weekly sales have increased at the restaurant as there is only one Mexican restaurant within 20 miles. This projection assumes that there has been an average increase of tourism.

    Our main customer segments include tourists, hunters from across the United States as the area is known for outstanding hunting of elks and deer, and local patrons that require the facilities to host various events.

    We offer a number of Web services that will allow potential customers worldwide exposure for a nominal annual fee. Plus, we have a website.

    http//www.lodgeatlowlandheights.com

    . Roadhouse would like to see 10% more customers each year.

    Financial ConsiderationsGolden Cholla Enterprises LLC, dba Lowland Heights Roadhouse, will acquire the property via an SBA loan. The buyers will contribute 20%. As shown in the Start up table, we will assume an initial capital start-up to cover operating expenses that we have already contributed.

    In the Financial Plan section below, we present an average monthly fixed cost. These include operating expenses, mortgage payment and mortgage payments. Both the peak season and off-season have significant impacts on monthly earnings. The first year will see an increase in on-season revenue, which will compensate for the off-season losses. We expect that low-season revenues will be sufficient for Lowland Heights Roadhouse to break even in the next season as it builds its market position with local patrons.

    1.1 Objectives

    Lowland Heights Roadhouse’s first three-years of operation had the following objectives:

    • Open Lowland Heights Roadhouse as a ‘#8220’ turnkey operation. Existing bookings from previous owners are accepted. New bookings will be accepted at a reduced rental rate.
    • Exceeding the customer’s expectations for hunting and vacationing accommodations.
    • Each month, maintain a 90% occupancy level.
    • Establishing a culture of experience and a competent staff.
    • To increase the number client by 10% each year.
    • Increase your market reach and exposure by using Internet technology.
    • We aim to increase offseason occupancy by 30% using incentives and more exposure on Internet.
    • To increase off-season rental, expand into other property uses (cater party, receptions etc. ).

    1.2 Keys to Success

    These are the key factors that will make the Lowland Heights Roadhouse a success:

    • Do your best to create an environment that is both first-class and meticulous.
    • Make sure that each guest feels important.
    • Provide quality meals.
    • Keep your guests coming back to you for repeat bookings and referrals.

    1.3 Mission

    Lowland Heights Roadhouse seeks to be the most preferred choice for temporary lodging in Prickly Pear County by increasing its exposure via the Internet (with multiple network links) and introducing the region to market segments who have not yet discovered this year round hunter’s dream. We want to be more than just another Roadhouse. We want to create a place of conveniences that is more than the Dusty Corners standard fare.

    All Roadhouse guests will find everything they need to be comfortable. Catered meals, chilled wines, and other special occasion options are available. For an additional charge, catered meals and chilled wine can be arranged. During weekends, guests will return in the evening to the Roadhouse and find a great restaurant to eat at before going to bed.

    We will expand our services to Dusty Corners in the off-season as Lowland Heights Roadhouse establishes itself through peak season. This large dining area can be transformed into a larger area that is ideal for both formal and informal gatherings (i.e. The large dining area can be transformed into a large space, ideal for formal or informal gatherings (i.e., wedding receptions. Family reunions. Christmas parties. With its mountain views, the outdoors offers many additional opportunities. The Roadhouse can host a catered reception inside to make your event smooth. We intend to ensure that each guest is treated with respect by our staff.

    Businnes Plan

    Hair Replacement and Salon Business Plan


    Hair Replacement and Salon Business Plan


    Herr Haar offers complete service and is committed to quality services. Herr Haar is unique in its approach to customer care and will make it stand out among other salons. With the most innovative advancements in hair replacement and other salon services, Herr Haar will stand out from the rest. There are no other businesses in Anytown that offer an effective solution to hair loss. Herr Haar’s experienced cosmetologists are committed to filling this niche.

    Herr Haar has been running since May 2003. But, due to the limitations of his current location, it is necessary to relocate. Herr Haar is seeking a $4,000, short-term (10-month) loan to accomplish our goals. The talent and determination of the owner, with 27 years of experience, is sure to make Herr Haar a continued success.

    Herr Haar’s hair services have risen to almost $47,000 over the past six months. This is more than $7,800 per month. The new facility will allow us to accommodate a wider clientele. We anticipate that hair services sales will increase to approximately $10,600 per monthly. This is a very conservative increase. With the addition of a massage area, booth rental from other stylists, increased direct sales of products that we previously recommended, and increased revenue streams, we expect to open new revenue streams. Our 2004 sales goal is $244,000. These forecasts are based both on similar salons in the area and on research done with other stylists/massage therapists in Anytown.

    Hair replacement was once viewed with suspicion by many men. Herr Haar’s professionalism and integration hair replacement into a wider variety of hair, skin and other care products will make this a valuable service for the busy, successful man. Herr Haar is the first to make sure you feel and perform your best.

    1.1 Objectives

    Herr Haar offers more than a salon that provides excellent hair care products and services in a relaxed, peaceful atmosphere. Herr Haar will create a positive work environment by respecting diversity, creativity and hard work.

    1.2 Mission

    Our mission, as skilled cosmetologists, is to provide services that are professional and respectful to our customers. Our customers will find all of their hair care and beauty needs in one location. We offer a range of complementary services, including hair styling and bodycare.

    1.3 Keys To Success

    • Place #8211 Provides easy accessibility for clients and better visibility to prospective clients.
    • Advertising – will get our name and the concept of Herr Haar out to the public.
    • Unique&#8211 Herr Haar excels in providing high quality haircare and solving more complex hair problems in private consultation.
    • Reputation The stylists and owners have a great reputation with their clients
    • Distinct We have a new location that is visible to the public. This allows clients to come in and not assume they are seeking hair replacement.
    • Customer satisfaction! This is what makes a customer a repeat customer or a friend who recommends us to others.

    It is time for a salon that can provide the skills and knowledge necessary to address hair loss issues and daily hair care needs. This business is a testament to the hard work of the owner and the sincere desire of each skilled cosmetologist who works with Herr Haar, to continually improve their knowledge.


    Businnes Plan

    Dry Cleaning – UK Only – Business Plan


    Dry Cleaning - UK Only - Business Plan


    Guildford Dry Cleaning Service will be a start-up business and sole trader. The company will offer dry cleaning, laundry and garment alterations. Regular home pickup and delivery are available.

    A production facility will be available for the company, but a retail storefront will not be required due to our pick-up/delivery service. Delivery vans will be required, as well as customer service trained drivers.

    Customers have the option to choose whether they want to pay for each delivery at once or through monthly credit card bills. Each month, statements will be sent by the Service to all contract customers. They will include details about service fees and charge to their credit card for payment.

    The business provides a new door-to-door dry cleaning, laundry, and alteration service in Guildford that surely will attract customer attention. Working customers may find this service is convenient for them and want to try it. If customers are satisfied with the service, they will likely become repeat customers. If they are regular customers, they will become loyal. These customers will tell their friends about Guildford Dry Cleaning Service. Guildford Dry Cleaning Service’s image will improve as more people use it. We will also gain more market share.

    The sales forecast will slowly increase over the next three years and include total sales of PS324,700. In the first one year, we project solid net profits. In the third year, sales and net profit are significantly higher.

    1.1 Mission

    We offer dry cleaning, laundry, clothing alteration, and free delivery. Our convenience and high quality will make it easier for customers to work.

    1.2 Keys To Success

    1. This business is in its first year. Therefore, a thorough marketing strategy will be crucial to ensure the success of this business.
    2. Remember that your target customers are looking for a quality service and will spend money on it.
    3. To ensure that customers don’t feel rushed after a long work day, it is important to be flexible with the hours of operation and be prompt in completing service.

    1.3 Objectives

    In providing laundry and garment alteration services for customers in Guildford area, Guildford Dry Cleaning Service aims to:

    • Attain a 30% marketshare by the end the first Year
    • Have first year total sales in excess of PS324,000
    • Producing net profits of over PS75,000.


    Businnes Plan

    Gift Novelty Souvenir Shop Business Plan


    Gift Novelty Souvenir Shop Business Plan


    Yeti Card & Gifts (Yeti) is an established retail business that offers a wide range of cards and gifts. Yeti’s motto, “Fun Function & Funky,” is what it stands for. Yeti opened in 2012 as a gift shop specializing Asian decor and gifts. Yeti quickly out-grew its original space and is now located in the Wigman Hospital/Physicians & Surgeons South Building, open Monday through Saturday 10 am – 6 pm. Yeti is currently finishing tenant improvements on their second location, a space in University Heights. The grand opening is planned for July 4,

    The Market

    Yeti has managed to successfully appeal to two distinct market segments in a way that no other retail gift/card store has been possible. Yeti&#8217’s first target group is university students. This group is identified by their younger age, higher disposable income relative their household income. For many students, the years at university is the first time they are living away from home and away from their parent’s often watchful and restrictive eyes. Students love to make use of their disposable income to the fullest extent, sometimes even exceeding their financial capabilities. This market segment is home to more than 38,833 potential customers.

    Yeti is also very successful in appealing specifically to the University faculty and staff as well Wigman Hospital staff and greater Cleveland Heights/University Heights residents. This segment is an older, more mature market relative. They seek a friendly, safe environment that combines youthful excitement with a touch of nostalgia. This market has potential customers of over 191,590.

    Competitive

    Yeti’s competitive advantage is their ability serve two market segments simultaneously, something that no other gift/card shop can do. Yeti has achieved this feat by using two competitive advantages. The first element is a wide product selection that appeals to both target markets. Yeti’s second motto, &#8220/Risque Not Raunchy ”, captures this idea very well. Although some products may be a little too outrageous or offensive for their intended purpose, they are all within the realm of acceptable taste. This creates an environment that is not only unique but comfortable for everyone. Yeti can serve two distinct customer groups with its wide product range. However, a wide product range is not enough to satisfy all customer segments. Their second competitive advantage is the excellent level of customer support that goes along with the large product selection. Customers are treated with great care and feel at home in the store. Each Yeti employee has been trained to provide a friendly, warm, and welcoming environment for customers. The sales staff recognize that it is their job to provide the customer with whatever type of assistance they may need. The customer will leave the shop feeling that Yeti is there for them.

    Yeti Cards & Gifts have been open almost two years. They have proven to be able meet the needs and wants of two different customer segments. Dan and Ishada Gordon, husband and wives of Ishada Gordon lead the Yeti company. They each bring a wealth in experience and skills. Yeti is currently in preparation for the grand opening at their second location. The company’s overall growth looks very promising. Sales forecasts indicate revenue of $169,000 for Year 3 and $180,000 for Year 4 with net profit of 5.96% and 7.59% respectively.

    1.1 Mission

    Yeti Cards & Gifts’ goal is to offer new and exciting products in a friendly environment for staff and customers. Our number one priority is customer service.

    #8220Fun, Functional and Funky, that’s Yeti.

    1.2 Keys to Success

    The keys to success are:

    1. You can offer items with a unique quality-value ratio that aren’t available anywhere else. This is important for maintaining the niche markets discussed in the Executive Summary.

    2. Advertise and promote in areas where our target customers will find out about our store.
    3. We must constantly review our inventory and sales. If necessary, we will adjust our inventory levels.

    1.3 Objectives

    Yeti has 2 objectives for the organisation. These goals are lofty but can be achieved. Through tracking and developing goals

    To achieve the organizational goals, everyone will be pushed to their full potential.

    • Increase visibility and sales potential by opening a second location in University Heights.
    • In Year 4, open a third store

    Businnes Plan

    Nightclub Saloon Business Plan


    Nightclub Saloon Business Plan


    The Nightclub will become the best, most energetic, high-energy theme dance and nightclub in Waldport. We want to be an example of excellence in service and stay ahead of the rest. We want our guests to have more enjoyment during their leisure times. We will offer more video and electronic technology per square foot than any other company in the area. Locals and tourists will feel ‘#8216’ connected with us through our simple but unique themed menu. Our operating motto is: “happy and enthusiastic employees create happy guests.”

    The main objectives of the development of this new venue are:

    • Take advantage of this excellent opportunity and make a quick commitment to the Town Square development.
    • To launch the venue with a highly publicized grand opening event in the summer of Year 1.
    • To keep tight control over costs, operations, cash flow, through diligent management and automatic computer control
    • To maintain a food cost below 33% of food revenue.
    • To keep beverage revenue below 25% and maintain a lower total beverage cost.
    • To exceed $3 million in annual sales by the fourth year of plan implementation.

    These are the keys for success in achieving our objectives:

    • Service that is exceptional and leaves an impression
    • High quality products and an enjoyable environment.
    • To enable capital growth, we must manage our cash flow and internal finances.
    • Strict control of every cost, at all time, without exception.


    Businnes Plan

    Golf Club Manufacturer Business Plan


    Golf Club Manufacturer Business Plan


    RA Concepts hopes to make a successful effort to secure start-up financing to begin operation as a golf club manufacturer in the Southern California area.

    RA Concepts will respond to the growing demand for technology in the golf sector. The initial product offering of the company will be the D-style featherweight putter. Three other designs will follow within the first year.

    The “D” style is expected to be very popular among women golfers because of its light weight, multiple color combinations, and other custom options. We are confident that the technology used and the accuracy of this club will satisfy any avid golfer who wants to make a difference in her game.

    Our technology makes it possible to do things traditional manufacturers cannot. We can make a custom club for any customer, and ship that club within three working days. Traditional manufacturers with old technology cannot produce stock clubs, let alone custom clubs, in less than four weeks.

    All clubs will be compliant with USGA regulations. Technical approval has been granted to the USGA’s &#8220’D&#8221’ design.

    Our clubs will be marketed to both end-users as well as retail golf supply shops. By offering additional benefits for female customers, we are targeting high-end and prestige golf retailers as well as pro shops. This allows us the opportunity to showcase our club in more than a thousand stores and shops across America. This network will allow us to rapidly enter the golf market.

    1.1 Mission

    RA Concepts is committed in delivering the customer satisfaction they expect. We will manufacture clubs that conform to USGA regulations. They will have better accuracy, lighter weight and more style than the clubs currently produced using traditional methods.

    Technology will not be used for the purpose of improving our products. No changes will be made to the appearance or performance of the club. But, our mission is not to make golf clubs more attractive to retailers or manufacturers. We will demonstrate that golf manufacturing is not dependent on standard mass production, but high-tech innovation in materials and design.

    1.2 Keys to Success

    RA Concepts’#8217′ keys to success will include:

    1. A high level of quality in its product line.
    2. To grow and maintain its referral networks in order to generate repeat and new business.
    3. Large investments in engineering, research and development are made with the intention of focusing attention on new technology.

    1.3 Objectives

    1. Buy 1% of US sales and 1/2 % global putter market.
    2. Expand product range to include all types of golf clubs
    3. By Year 2, increase net profit to a healthy, stable percent of sales.


    Businnes Plan

    Produce Farm Business Plan


    Produce Farm Business Plan


    Mixed Greens Salad Gardens, (MGSG), is a brand new company that caters to the unsatiated demand for high quality salad greens. It is close to Eugene which allows for a steady supply of customers. MGSG is a start up grower and distributor of exotic greens for restaurants as well as individual consumers. MGSG, which is located in Blue River Oregon, serves the southern Willamette Valley. MGSG’s goals are to create a product-based business that exceeds customer expectations, increases production efficiency by 10% per year, and finally, to develop a sustainable farm operation, able to sustain themselves off their cash flow.


    Products

    MGSG plans to sell a spring blend of salad field leaves. These greens include, but are not limited, red leaf, radicchio and radicchio as well as mustard greens, endive and chicory. These greens are grown for use in salad mixtures, purchased by the end consumer as well as by restaurants who then serve it to their patrons.

    The Market

    MGSG decided to target two distinct segments of the market, individual customers as well as restaurants. Individual customers will purchase greens directly from MGSG at the Saturday and Tuesday Farmer’s markets. This market is currently growing at 12%, with over 12,000 potential clients. The second segment are local restaurants. This market has 28 potential customers but is larger and more reliable throughout the year.


    Competitive Edge

    MGSG is competitive in two areas that will allow them to grow at high growth rates and increase their market penetration. The first is quality. MGSG is proud of the high quality of their exotic salad greens. Greens that are not up to MGSG’s standards of quality will be rejected as they are not good enough and given to a not for profit food bank. Their flexibility is MGSG’s second competitive edge. They can change or scale up existing crops to meet customer demand. The farm was designed to do this. This is unusual because most farms cannot change their crops during the year.

    Management

    Heidi Ponic runs MGSG. Heidi began her career as a grower in a greenhouse. After college, Heidi went to work for a large grass seed company. Heidi was able to learn from this experience and decided that she wanted to stay in the agricultural industry. After her experience at Willamette Seed Company, Heidi decided to enroll in Oregon State University&#8217’s Master in Horticulture Program. Heidi’#8217 was able to complete her Master of Horticulture Program and gain the necessary details and skills to start her own farm.

    1.1 Objectives

    The objectives for the first three years of operation include:

    1. To create a product-based company whose goal is to exceed customers’ expectations.
    2. The utilization of Mixed Greens’ lettuce products in at least 20% of the top restaurants in Eugene as listed in local paper’s restaurant reviews.

    3. To increase production efficiency by 10% per year.
    4. To grow a farm that will survive on its own income.

    1.2 Mission

    Mixed Greens Salad Gardens’#8217 mission is to produce the best quality salad greens. Our mission is to retain and attract customers. When we adhere to this maxim, everything else will fall in to place. Our services will surpass the expectations of customers.