Simplistic Labyrinth is a designer/prototyper who designs a variety outdoor gear. Simplistic Labyrinth creates prototypes based on customer specifications and Simplistic’s imagination. Once the prototype has been made, the customer is able to license the product for their use and sell it as theirs. This service is valuable for companies that do have an in house design studio but are unable to produce “one-off” models.
Simplistic Labyrinth is able to design products for manufacturers and market them to the right companies. Simplistic Labyrinth Design Studio’s competitive advantages in imagination and expertise will help them gain market share. Profits will be volatile over time due to the revenue cycle of this type of business.
1.1 Objectives
These are the objectives for the first three year of operation:
To create a service-based company whose primary goal is to exceed customers’ expectations.
Simplistic Lebyrinth should be used at least by four multimillion dollar companies.
To increase the number and quality of clients by 20% per annum.
To establish a sustainable home-based design company that licenses designs to top manufacturers in their respective industries.
1.2 Mission
Simplistic Labyrinth Design Studio’s mission is to create cutting-edge designs that can be licensed by manufacturers. We are here to retain and attract customers. All else will fall in line if we live by this maxim. Our services will exceed the expectations of our customers.
Wy’’East Law Firm is a boutique technology law office in Portland, Oregon. Richard Bloom, an experienced attorney who has worked previously for (name omitted), will lead the firm. WLF will handle all IT-related needs. Specializations include mergers, acquisitions, and qualified stock options plans.
In addition to WLF’s technology practice, we will offer public interest legal work at subsidized rates. The technology practice will allow the firm to be able to provide public interest organizations legal help at the cost of overhead.
WLF is a limited-liability company that was founded by Richard Bloom.
1.1 Objectives
WLF’s objectives for the first three year of operation are:
To create an law firm whose primary goal will be to exceed customers’ expectations.
To create a client roster that includes at least 20 companies each with revenues over $3,000,000
To improve our ability to serve public interests organizations each year.
To be able each year to offer some legal services at a sub-subsidized rate.
1.2 Mission
The mission of Wy’East Law Firm is to provide the Portland community with technological and public interest legal guidance. We exist to attract and maintain customers and to support the public interest community. If we stick to this maxim, everything else falls into place.
Grutzen Watches (a start-up producer and distributor of watches) is located in New York. Its strategy is to serve the upscale niche markets of the watch industry. It will benefit from the German engineering and manufacturing that went into the production of the watches. This industry offers many opportunities for those who desire stylish and high-quality goods but cannot afford them.
It is the firm’s intention to build and export its products to the United States and to make Grutzen Watches the number one selling European watch in the Western U.S. To do this the company’s long-term goals are to to achieve a 20% market share in the U.S, build brand image and brand equity through marketing, achieve a sustainable 55% profit margin, and eventually produce luxury watches in addition to the initial, moderately-priced line.
The Company
Grutzen Watches (international corporation) is privately owned. Production takes place in Germany and sales and marketing are focused on the United States – California – for the short-term future.
The initial investment is made by three individuals. These include Franz Grutzen’s head of production, Henry Winster’s head of American and sales and market divisions, and Walter Young’s vice president for American division.
The German factory is located at 210 Autoroute 17, Frankfurt, Germany. The factory covers 1,000 square meters. It should be sufficient for the company’s first three years of growth. Henry Winster’s home at 343 Palm Avenue, Los Angeles, California will receive the watches and distribute them. In Los Angeles and San Francisco, the watches will initially be sold in high-end watch shops.
Grutzen’s sales force will consist of Henry Winster and two freelancing sales representatives. Henry Winster in America and Franz Grutzen Germany will communicate to facilitate order processing.
The Products
The brand’s initial product line will feature elegant analog watches featuring sporting characteristics that can be used down to 100 meters. The company plans to release two versions, the “sport†watch and the “night†watch.
Our pricing strategy will be initially to lower our main competitors by 10 percent using a marketing penetration strategy. The pricing strategy will then be modified to be competitive with other major competitors. The price per watch will be approximately $100-$200
The Market
Entry into the high-end watch industry comes at a propitious time. The purchase of European watches at mid-level and high levels has increased 50 percent over the last two years in the U.S., and this trend is expected continue.
One of the most significant trends in recent times is that potential buyers of watches are more likely to spend more because of their increased image appeal. Therefore, a company that can build a substantial brand image in this industry gains a significant competitive advantage. It is the aim of Grutzen to capitalize on its high quality and reasonable price while pursuing the innovative styles necessary for brand building.
Considerations for Financial Planning
The startup costs of the company will amount to $226,000. Owners’#8217 will contribute $171,000. Another $30,000 in funding will consist of short-term borrowing, and the rest will be long-term loans. Rent, research and development, inventory and strong cash accounts will make up the majority of start-up expenses. Grutzen Watches’ Break-even Analysis indicates that they will be able make steady profits in the second and third years.
1.1 Objectives
Grutzen Watches has been voted the best-selling European watch.
To eventually produce luxury watches in addition to the moderately priced line.
To achieve a 5-5% profit margin.
To gain a 20% share of the U.S. market
1.2 Mission
Grutzen Watches manufactures wrist watches in the United States. They are initially located in California. The company will first establish its image as a quality brand and then begin to sell luxury watches with higher profits.
1.3 Keys to Success
To succeed Grutzen Watches must:
You can build and sell high quality products.
Achieve 100% customer satisfaction.
Marketing helps to establish brand image, brand equity, and build brand awareness.
Stroll Net is a forum that allows for communication and entertainment via public Internet access. We will create 16 Internet enabled pay-kiosks that can be used in public places throughout Tech City. These locations are frequented both by students and business people, but have no similar competition. Our flagship location will be next to the downtown bus and train station, where, for less than a dollar, travelers can check email, locate phone numbers, and look up directions on any of the multiple online-mapping sites. You can also surf the internet, depending on your budget and time. We accept both credit cards and real money (coins or dollar bills), so we can capture both the casual user and the traveler who has money to spare.
Stroll Net is the solution to a growing demand. Americans want access to the methods of communication and volumes of information now available on the Internet, at a cost they can afford, and in such a way that they aren’t confined to a bedroom or office desk. Stroll Net’s goal is to offer a cost-effective and convenient way for the community to connect to the Internet from anywhere, including their offices.
This business plan has been prepared for financing in the amount $299,671. The supplemental financing is required to begin the purchase of public Internet terminals, the purchase of an office warehouse, office equipment and supplies and company vehicles, and to cover expenses in the first year of operations. Cam Piotr (owner) and Bob Green (long-term loan $100,000) have provided additional financing.
Stroll Net is now incorporated as a Limited Liability Corporation. This will protect Bob Green and Cam Piotr from double taxation and personal liability. The investors will be considered shareholders and are therefore not liable for more that their $5,250 per person personal investment.
Stroll Net will be able to open and continue operations in year one thanks to the financing as well as the capital contributions of the owners. Stroll Net will be able to offer its customers and clients the best public Internet terminal possible thanks to its large capital investment. To provide customers with an unrivalled service, a unique product is necessary. Successful operation in year one will provide Stroll Net a customer base that will allow it to be self-sufficient in year two.
We project dividends of $100,000 and $200,000 for an investment of $299671, depending on cash flows. These projections are made based on real business revenues from similar start customers of our internet kiosk supply in other states. With a break-even point at $42,599 per monthly, we anticipate revenues of $727.072 and net profits of 18.5% or $134.305 for the first year. Stroll Net’s net worth will rise to $610,320 by year three. Revenues will reach $1,136,067 by year three. Cash flows will determine the dividends. Investors have the option to be purchased outright by the company owners at year five.
1.1 Mission
Access to the internet is becoming more and more common as it grows in popularity at an alarming rate. Stroll Net provides internet access for both business and personal travelers. It can be accessed via public Internet terminals, or wirelessly from your office. Young and old internet users can connect to the internet at a minimal cost. They can also use it while they are in hotels, waiting at airports, or shopping in malls.
We want to be the first to bring an innovative, high quality public Internet terminal to the current market. We will bring value to the community by providing valuable services and a high-quality product. Our terminals will utilize the most advance technologies and our staff will possess the utmost in customer service experience.
1.2 Keys to Success
As a start-up company, new to the industry, we must be focused and work hard to create an acceptance for ourselves and our products and services within the marketplace. Our success is based on these key factors:
Placement and delivery of innovative products or services that expand existing markets as well as create new ones.
A steady, disciplined pattern of growth.
Building a relationship with clients.
1.3 Objectives
Stroll Net&
#8217’s first year objectives include:
Innovative product introduced that makes it affordable and easy for Internet users from all over the world to access the Internet without leaving their home.
The creation of an environment that allows businesspeople to access their files and programs.
The establishment of 100 Internet terminals for public use in the North MyState.
The following are our growth goals for the next two-years:
An increase in the number of public Internet terminals by 20% every year.
Revenue growth of 25% annually
1.4 Risks
Stroll Nets are not without risks
Is there a demand for Stroll Net’s services in Tech City?
Will the popularity of the Internet continue to grow, or is the Internet a fad?
Will Stroll Net’s service be affordable for individuals?
Is it possible that the price of Internet access from home will drop so much that there won’t be a market in the future for public Internet terminals.
The number of movie theaters is decreasing as the major chains create megaplexes that pile more people into smaller spaces. Popular downtown theaters are now vacant due to this profit strategy. Second Run Pizza is theater/restaurant business. It believes there is a substantial number of theater-goers searching for a more satisfying way to catch a film and enjoy a little bit of food. Second Run Pizza plans to renovate the Majestic Theater in downtown Manhattan and create a small restaurant that will display second-run films that are still very popular among our target audience. We will provide a completely unique dining and movie experience at an affordable cost that will draw repeat customers to our theater.
Robert Williamson and Judy Fillmore of Second Run Pizza stress two things that they believe are crucial to their success.
Judy’s 15 years experience as a manager of four of the city’s most successful restaurants and Robert’s experience as manager of the Lighthouse Theater, a small art house theater which has recently returned to profitability under Robert’s stewardship.
Robert’s seven-year working relationship with Premiere Film Distributors, which will supply the second run films for Second Run Pizza.
Market and financial analyses show that we can make $600,000 in sales and high net profit with a start-up investment of $300,000.
1.1 Objectives
Sales exceeded $600K the first and more than a half million the second.
In the first 12 months, salaries for personnel are less than $300K
Profitable in the initial year. Each year net profits rise.
1.2 Mission
Second Run’s mission it to create an enjoyable, satisfying theater experience for its customers. Second Run will encourage them to return to Second Run often and to share Second Run with their friends. Our customers will be thrilled by our quality service, food quality, and theater environment. We believe that customers will choose to see a new film at Second Run after the credits roll and the applause has ended.
Success Keys 1.3
Selection of popular films that work best in the group viewing environment; i.e. Comedies, scary or adventurous films.
You will leave an impression with your exceptional service.
Consistent entertainment atmosphere and product quality.
Management of our cash flow and internal finances to allow capital growth.
Strenuous control over all costs at all times without exception.
Legal Associated Temp Agency (LATA), a full-service temp agency, provides Portland/Vancouver a network of experienced and qualified temp attorneys. While this market has been served in part by larger general temp agencies, it is not fully covered. LATA will provide a higher-quality alternative to the current supply of temp attorneys. LATA will appeal to small- to mid-sized law firms who are in need of some temp legal help for individual projects.
LATA is also attractive to firms looking for an associate, but who want to test the lawyer for a period of time. LATA’’s service allows the firm to hire a temporary attorney to work for three months, then decide whether they want to make them a permanent employee. This reduces the risk involved in hiring people you don’t know. LATA will find their niche in the Portland legal market.
The projected growth rate for LATA is 107% by year three, with gross margins at 100% as a percent of sales.
1.1 Objectives
The following objectives are set for the initial three years of operation
To create a service-based firm whose primary goal will be to exceed customers’s expectations.
The utilization of LATA in at least 30 different law firms in the Portland/Vancouver legal community.
To increase LATA’s clients by 20% per year through superior performance and word of mouth referrals.
To develop a profitable, sustainable business serving the Portland legal community.
1.2 Mission
Legal Associates Temp Agency aims to provide customer with the best legal professionals for their specific needs. We are here for customers to be attracted and retained. This maxim will guide everything else. Our services will surpass the expectations of customers.
This plan includes detailed information for investors and the basic strategic plan information needed to start JTB Products and Services, Inc. JTB Products and Services, Inc. will be created in Richfield, Louisiana, under the laws of Louisiana.
JTB’’s Products and Services Division is responsible for manufacturing custom tools that are tailored to the Automotive and Auto Body Repair, Sports Service and Commercial Drilling Industries. A division of JTB will provide reconditioning services to clients that use our JTB product line.
Mitchell R. Jeremy and Rachel L. Jeremy make up the Product and Services Division’s management team. They also manage the day-to-day operations. Three members of a customer-focused and team-oriented staff will support the management group. JTB Products and Services, Inc. has retained the services a CPA firm in order to perform company audits, prepare taxes, pay payroll, and assist in setting long-term strategic goals.
Based on the current prices in the Products and Services market, JTB Products and Services, Inc. has the potential of making sales of $348,000 within the first eighteen months of operation. It is possible to expect revenue growth of 24.53% with good management. The projected ratios for Fiscal Year 2 look solid.
The investment of each investor will determine how much equity they have. A detailed discussion on Ratios is available in the Financial Plan section.
Our primary markets include:
Auto repair, and Automotive industries. (JTB Tools)
Contractors in the private and public utility sectors. (JTB hole-making products, services)
Sporting Goods Industry. (JTB drilling, and drill refurbishing service)
Metalworking and Manufacturing industries as a service provider.
JTB Products and Services, Inc. is looking for ways to minimize the risks that may hinder its success.
Funding the project properly with sufficient capital
Lower overhead than anticipated will result in higher bottom line profits. Managers will hire multi-skilled employees. A continuous training program will ensure superior service. Customer satisfaction is the highest priority goal for developing the company.
You must build a customer base. The demographics have helped to determine the location of your business. You can then use an aggressive marketing campaign by a part-time marketing associate to achieve the desired results.
To demonstrate how the business can improve quality of life, get involved in your community. Community projects using the company facilities will be developed to help civic groups obtain their financial goals. Schools, churches and other groups can reach out to the company to raise funds.
1.1 Objectives
Integrate your products and services into Industrial Distribution.
Direct-market product lines to over 100,000 potential customers in the U.S.
To gain market share, use our Business Technology Software.
Our clients receive high quality products and services, while we maintain high profitability.
We have been helping these businesses for many years with their production processes, job costing and expediting the services. These services are delivered one-on-1. First, we review the client’s use of the products and then make a recommendation to either replace, scrap or rebuild the item. We can also recommend a replacement product from one of our distributor partners.
JTB Products and Services, Inc. will be a partner in the JTB network, and will also use this network to promote its products and services throughout our industrial distribution partners.
1.2 Mission
JTB will offer the highest quality products, services and development.
Our products will save customers money and last longer than those of our competitors.
Our re-manufacturing service will provide a client with a solid purchase that is value-based. It will be backed by the 100% quality commitment of our employees as well as management.
JTB’s own manufacturing facility will serve as a prototype and test bed for products. JTB provides mid-sized corporations with innovative ways to cost efficiently manage external vendor and customer transactions. This will allow them to make continuous savings and provide a competitive advantage for their customers. JTB will continue to grow as a long-term, high-quality corporation by partnering with manufacturing companies.
1.3 Keys of Success
With over twenty years of experience in industrial distribution and metalworking, this experienced manager has a wealth of knowledge.
Long-term, well-defined goals to ensure longevity. To allow growth and flexibility, our plan was developed.
Highly skilled project-management personnel with prior Engineering experience. Clients receive product and service support within an industrial setting.
Marketing goals that are strong with niche products and services. Targeted services and products with unique marketing strategies.
The startup has very low internal development cost. Management is well-suited for managing and developing all the projects described in this Business Plan. Pre-production expenses can be reduced by using industry partnerships to lower the initial costs of bringing products or services to market.
Previous base of high-quality external support vendors available to build on, with over twenty years of industry contacts to work with, in both the purchasing of quality products, and also in the marketing of our own products.
There are many years of experience and successful business plans to draw upon. Management’s previous business plan assisted in closing an SBA program valued at $240,000 to acquire C.N.C equipment. The business plan will be implemented and refined by management. Management expects to bring a lot of creativity, positivity, and energy into each of the projects.
University Patents aims to transfer technology from research universities into pre-existing companies through the licensing of patents.
The office of technology transfers is responsible for bringing university research and patents to market. Some universities have been very successful in this area, such as Stanford, U of Wisconsin or MIT. However, most universities lack the network and workforce necessary to place most patents. Universities are traditionally focused on patents that will make them money. Yet, less than 0.6% generate more than $1,000,000 annually in royalties. University Patents is able to assist universities in placing technology. The company’s singular focus can also help increase the revenue of the university through increased licenses. University Patents will make income by receiving a commission for each successful placement.
Many patents that are the result of university research cannot be used to support a business. They are most valuable to companies that already have products or can diversify their businesses into new markets. The small size of these patents mean that most Venture Capital (VC) firms are not interested in these patents and the universities are reluctant to spend time trying to place them. University Patents will have the ability to concentrate on the smaller patents. This will allow them to bring several patents per year to market.
University Patents’#8217′ business model will involve working with universities to place technology patents with corporations. University Patents will investigate the market, devise a value structure and find potential licensees. University Patents will negotiate with these parties and will be paid a commission based upon the licensing agreement and future royalties.
1.1 Objectives
First year objectives
Establish solid relationships with four university programmes in your first year.
Move four patents to commercialization in the first year.
Within the first six-months, establish a contact process for contacting public and private companies.
MSN Real Estate (MSN), an Oregon-based realty company, will provide benchmarked rental units in Eugene, Oregon. MSN’s units are designed to provide tenants with safety, modern features, and a positive experience.
Market
MSN will target 3 distinct customer segments. They will serve the largest segment, University of Oregon students. This segment is growing at 7% a year with 18,000 prospective customers. This segment is especially attractive, as many local rental properties are not in good condition and are targeted at students. Local professionals are the second segment, with 12,000 potential members and growing at 4%. Faculty and staff at the University is the last segment. This segment has a 5% rate of growth and potential customers of 6,000.
Competiton
The market for high quality, reasonably priced apartment units has been growing at a rate of 6.7%. Oregon’s fourth quarter rental rates remained steady at $697 per square foot (or $.79/square foot). Although the Oregon market is seeing rapid employment growth, there is not much new housing. Not only is MSN pioneering this particular niche of affordable quality living, but it is capitalizing on the strength of the current economic growth in Oregon
Why Us?
MSN Real Estate offers high-quality and comfortable rental units in Eugene, Oregon. MSN’s apartment units reflect the rapid advances in technology and growing demand for quality housing. Our company offers a hassle-free environment where our tenants can enjoy all the benefits of attractive, safe and welcoming units. MSN’s primary goal is to provide the best customer service possible, unlike many realty companies which are only concerned with making profits. Our top priorities are tenant safety, happiness, as well as comfort. MSN maintains competitive market prices, while working toward expanding the number of units owned, and increasing total profits earned. As a company, we will strive for a harmonious and cohesive unit that is committed to achieving our mission. MSN’’s success is largely dependent on customer satisfaction. Equally important is employee satisfaction. MSN Real Estate founders are convinced that employee satisfaction will make the company succeed and be the key to their long-term success.
Expectations
Forecast
The company will be able to buy its second facility by year 2. It is currently in discussions with the owners of a 20-unit apartment building in downtown Portland, OR. It is difficult to predict changes in the building values over the long term, but it is estimated that we will be able to purchase this building for $570,000.
Financial Highlights by Year
Financing Needed
We will start with $1,250,000 of funding from diverse sources. We will have a $1,000,000.00 angel investment firm. A loan of $200,000. Lastly we will get $50,000 from the two owners
There is a shortage of skilled and respectful assisted living facilities that are full-time. CT does not have enough skilled, short-term facilities that can provide medically qualified care for its residents.
Solution
Bright House is a home for 14 full-time residents of assisted living. It offers medically-skilled and self-sustaining care, as well as skilled nursing care for residents who are short-term. Bright House is a beautifully renovated 6 acre property, the former Wayfield Bed and Breakfast. It is located in Middletown CT, a small college town. Bright House brings together decades worth of experience and alternative visions for the potential in our older family members’ latest years.
Market
The Baby Boomers’ aging is a well-known, and often discussed, fact. This group, which included many of those who created the counterculture of the 1970s and 60s, is increasingly unhappily amazed at the number of options they have as they get older. Fortunately, like the American Association of Retired Persons (formerly AARP), elder-care alternatives based around the Eden Care model are being established.
Residents’/Patients’ Needs
Based on years of care for elderly patients, our experience shows that people who are looking for skilled nursing care or assisted living care have many similar needs.
To be treated with respect and dignity
To actively engage in a social group
Participation in one’s/her treatment and life plan
To be cared for by skilled, medically-knowledgeable clinicians and caregivers, working as a team
It may seem that our list is in the opposite order of that of many nursing homes. This is not an accident. Unfortunately, most of our elderly population who need care are treated with the billing system’s needs, and not their own, in mind.
Families’#8217 Needs
In the same way, families seeking caring environments for loved ones have their own set needs.
It gives them peace of mind about their loved one’s physical and mental health.
Relief from the time-consuming job of caring for their family members themselves
It is possible to feel relief from the guilt they often feel when they are unable to provide the proper care for someone they love.
Family members who are seeking care need to be aware that the unstated, big elephant in their room is the feeling of being a bad wife, daughter or son. She is not willing or capable of giving up her life for someone she loves. Bright House doesn’t want to discredit this feeling. Instead, we try to assure families that choosing to let us care for their loved ones is a caring, kind, and generous act.
Concurrence
There are a number of different options for families seeking nursing home care, from in-hospital recovery centers, to for-profit chains, to specialized care for people with Alzheimer’s, AIDS, diabetes, and so on. The closest care facility to our model is the specialized care facility. These facilities offer personalized nursing care but are usually reserved for individuals with particular medical issues.
Why Us
Bright House encourages dignity and self worth in all our residents. We strive to provide excellent quality life, as determined by residents individually and collectively. We encourage residents to participate in decision-making by the House Councils. Residents also have access to all areas of Bright House. They can also choose their own activities, socialization and food preferences. Bright House is not just a caregiving facility–it is their home, and their community.