Category Archives: Businnes Plan

Businnes Plan

Art Supply Store and Gallery Business Plan


Art Supply Store and Gallery Business Plan


NALB Creative Center (NCC) is the place where artists meet. NALB is an acronym for “No Artist Left Behind,” with our company by-line stating: “Live Your Art.” NCC is a specialty retail store offering a large array of artists’ materials and supplies, crafters’ needs, a gallery, and an education center. NCC will be a comfortable facility that will inspire, support and encourage amateurs as well as professionals and crafters from the Big Island art scene. NALB will sponsor art competitions and fairs, as well as scholarships for artists who wish to continue their education. NALB will facilitate, organize and offer creative workshops and classes in a variety of techniques and media.

The Market

NALB leads in a growing and exciting market. Only two stores currently exist on Hawaii offering only art and craft supplies. Neither of these stores is able to offer education and hands-on opportunities. Both do not actively support the artists community. NALB also cannot provide the level of customer support they can. NALB is unique in that it is run by artists and is the only art supply shop on the island. NALB Creative Centre will reach out to the increasing number of West Hawaii’s professional artists. We will also fill the needs of the growing market of retirees (100% growth in the last three years) many of whom have settled in Kona because of the thriving art community that exists here. NALB will market actively with teachers and students within the expanding private and public education systems.

The Organization

NALB is owned and operated by practicing artists. It is founded on the idea that maintaining satisfied customers is essential to the bottom line. NALB Creative Center will make every effort to satisfy all customers with all transactions. To maintain a presence within the art and craft community and close relationships to customers, NCC will be an active member of the local art scene through participation and education. The latest trends and products will be taught to staff at NALB. NALB’8217’s owners will be able to anticipate and create consumer trends through creative work.

Products, Services, Delivery

NALB will open a store in the commercial area between Costco, Home Depot and Home Depot. The store will measure 3,000 square feet. Many of the original tenants were cabinetmakers. NALB will have the floor space to offer a wide variety of art and craft supplies. Due to our size, we will also have the purchasing power to buy from manufacturers directly, thus avoiding middle man mark-ups. We will offer discounts to regular customers. All orders above $300 will receive free delivery to North Kona. NALB will offer Artist’s Oasis vacations to travelers by organizing local accommodations, renting equipment, selling materials, and providing maps and guides.

Financials

NCC expects to make modest profits starting in month 1. A wholesale buying option will ensure that margins of 50% are possible. The first full year’s sales will exceed $300,000. We are projecting conservatively a growth rate of 5% the first three years and 20% thereafter, even though existing art supply stores are reporting growth of over 30%. We have great vision, even though we budget conservatively.

1.1 Objectives

  1. Customer Satisfaction: To create a shopping environment that caters to the needs of the art and craft community of the Big Island by offering knowledgeable and professional customer service. We aim to measure customer satisfaction through repeat business (our goal for 50% of our customers to return within six months for an additional order) and multiple sales (our target is 30% of all sales that are accompanied with an additional purchase).
  2. To achieve 80% market share and be the top art and craft supplier in the island.
  3. To reach a profit margin of 50% within the first one year.
  4. To be an active, vocal member of the community.
  5. To create, in years two and 3, Artist’s Oasis for Hawaii. This program would provide local accommodation and rental of materials for visiting/vacationing artist.

Success keys 1.2

We must do these things in order to make NALB Creative Center a success:

  • We will ensure 100% satisfaction for our customers and suppliers.
  • Advertising and promotion in areas where our target audience will hear about our store.
  • Continuously review our inventory and sales and adjust our inventory levels accordingly.
  • Provide products that have the highest quality, reliability and quality. Our competitors must offer more premium products than we do. Offer loss leaders and other promotions that bring customers into the store to buy goods, explore our line of services, and sign up for future events.
  • Be a member of our community.
  • Provide in store classes, demonstrations or events.

    • 1.3 Mission

    NALB Creative Centre’s mission it to support and help the community of artists, crafters and craftspeople by offering quality, brand-name supplies to satisfy customer needs. By hosting and supporting shows and classes; and by promoting the island to be an artist’s oasis and destination.

    We will strive, constantly, to supply what the consumer is asking for; we will continually review what is available in the marketplace. We will be able to offer the services and products you need. We will maintain NALB as a place for artists to gather.

    Our customers will define success as their trust in us and their ability to deliver on their price, service, or selection expectations.

    Businnes Plan

    Movie Theater Business Plan


    Movie Theater Business Plan


    Falls River is an older town that lost its sole movie theatre a decade ago. Residents who want to go to the movies must drive 30 miles to get there. The theatre is usually a mega-plex of antiseptics, devoid of any character once they arrive.

    Falls River Theatre will bring Falls River residents a long-awaited local movie theatre. These films will be second-run releases of popular movies for young people and families. The building that will be home to the facility is the historic theatre building. Built in 1936, it has been home for the long-running acting companies of the town. It has been used for community functions only since its closure. Before its grand re-opening, the owners will restore the building to its former glory as one of the town’s main destinations for evening entertainment.

    Steve Brinksman (the owner) and Samantha Farmer (the operator) have the experience, capital and expertise necessary to make this theatre a success. Samantha has managed a large moviehouse for seven year, gaining valuable skills in management and movie selection as well as establishing relationships with key figures in the industry. Steve has the skills and ability to restore and upgrade the building so that it will be comfortable and welcoming.

    We see modest profits in the second year despite a large initial investment from our owners.

    1.1 Keys for Success

    • Proper film selection for the theatre’s audience and environment.
    • A mix of quality snacks, beverages and traditional movie fare will bring in more revenue.
    • It is essential to manage internal finances carefully in order to control the costs.
    • Great customer service.

    1.2 Objectives

    • A healthy year for sales and more than doubling in the third.
    • Concessions generate high revenues.
    • Year two: Moderate to stable profit margin

    1.3 Mission

    Falls River Theatre’s mission in life is to bring big-city entertainment to small-town residents. Our customers will enjoy comfort and high-quality presentation of second-run films, all within a quick drive or walk from home. Falls River residents are accustomed to this comfort since the theatre closed 11 years ago.

    We aim to please local residents (who can only wait a few months to see their favourite movies and don&#8217t want the high-priced new releases from big cities). We will also provide affordable snack foods and beverages to our customers.


    Businnes Plan

    Retail Tennis Shop Business Plan


    Retail Tennis Shop Business Plan


    Tennis Master Pro Shops, Inc. operates retail tennis stores known as Tennis Master Pro Shops. Each retail location sells custom racket fitting and indoor tennis instruction. Both of these revenue streams have high profit margins and require low inventory. Custom fitted rackets are made on site from components and are marketed under the “Tennis Master” brand name. In-store instruction and training in tennis are provided by a USTA professional at every store.

    A Tennis Master Pro Shop measures 5,000 sq. ft. and contains two virtual reality tennis simulations, two computer swing analysis and racket fitting systems, as well as four additional practice courts. Private label and brand name tennis merchandise are also included in the product mix.

    Tennis Master expects to grow from its 15 stores to a total of 380 stores in the next three-years. Ten stores will be owned by the company and the rest will be franchised. Qualified regional marketing professionals will be able to sell forty Master Franchise Licenses. This will allow them to grow at the high rate that this expansion plan targets.

    Tennis Master franchises, as well as company-owned stores, will all fall under the corporate umbrella Tennis Master Pro Shops, Inc. Annual revenues combined are projected to reach $6.8million in Year 1, $14.3million by Year 2, and $23million in Year 3. Profits are expected increase from $1.8 million to $5million in Year 1 and to $9.3million in Years 2 and 3. Over the same period, margins will increase from 26.7% – 40.3%. These highlights of the over-all plan are illustrated in the chart below:

    1.1 Objectives

    Tennis Master’s goal is to become the nation’s largest indoor training facility. Our ultimate goal for the company is 400 retail stores. As our ultimate goal, we have targeted 40 Master Franchises. Each Master Franchise has ten retail locations.

    • Year 1&#821110 Master Franchises, 60 retail shops.
    • Year 2–20 Master Franchises and 120 retail stores (Cumulative: 30 Master Franchises and 180 retail stores).
    • Year 3&#821110 Master franchises and 200 retail locations (Cumulative : 40 Master franchises and 380 retail shops).

    This table illustrates the expansion plan. It is found in Appendix “D” (Note: this appendix is customer-included and is not part a standard business plan).

    Each store should aim to use 25% of the available training time. All the projections in this plan are based on timed growth up to the 25% utilization level. Achieving this level of utilization can lead to highly profitable retail shops. To ensure the success of your plan, you will need to have profitable stores as well as successful franchise sales.

    1.2 Mission

    Tennis Master Pro Shops, Inc. strives to offer the finest indoor tennis training available. We seek to promote the enjoyment of the game of tennis by helping tennis enthusiasts of all levels play better tennis. This product will be delivered via individual instruction and the fitting of an individual tennis player’s equipment. We provide all our products and services at convenient times and places for our customers.

    Tennis Master Pro Shops, Inc. will offer outstanding business opportunities to its franchisees. We also promise to provide the training and ongoing support that is outlined within our franchise program.

    1.3 Keys for Success

    Here are the keys to success for Tennis Master’s Business:

    1. Attainment and achievement of our store expansion goals (both franchise stores and company stores).
    2. Attained a minimum of 25% training time in each retail outlet.
    3. Obtaining initial capitalization.
    4. Execution of franchise marketing programs
    5. Executing retail marketing program.
    6. Conversion of existing stores to training/racket-fitting format.
    7. You can pay attention to where your products are located by using the economic and tennis playing demographics.
    8. Management control of both company and franchise stores.
    9. Cash flow management.


    Businnes Plan

    Technology Investment Business Plan


    Technology Investment Business Plan


    The Center for Technology and Investment (“CTI”) is a company dedicated towards bringing technology investment to small rural businesses. This company was founded on the belief that rural small businesses are in dire need of technology consulting and experience. However, they don’t have the resources to hire large multinational companies to do the job.

    CTI is a pioneering new force in rural Oregon. It will do this by utilizing innovative funding sources like grants and donations from the owner’s business and other individuals who are interested to support rural Oregon’s economic growth.

    CTI’s Management Team consists of Bill Franklin. Mr. Franklin has developed technology in the Silicon Valley for over 35 years, and was one of the first Electrical Engineers to work at the Stanford Research Institute (SRI). Franklin is a leading expert on technological advancement. He owns multiple businesses and sold two of them for a profit.

    The market for CTI’s services are not limited to rural Oregon, and if the business expands, it is likely to expand further into the rural West. In the Western United States, there are more than 45,000 rural “mom-and-pop” businesses. A large number of them don’t have any experience in high technology or know little about alternative funding sources.

    This investment business plan helps formalize the strategy. This open credit is to provide cash flow management and a $10,000 loan to start with CTI.

    1.1 Objectives

    The Center for Technology and Investment will serve the needs of approximately 500 clients by Month 4 of Year 1. The Center for Technology Investment will serve the needs of approximately 500 clients by the fourth month. At least 50% will have bought one or more products, and 100% will purchase services.

    Below are some financial goals:

    • Within the first year achieve a 25% contribution margin on books, software, academic materials, and other products.
    • Limit revenue costs to 20%
    • From Month 1 to Month 12, net revenue increased 350%
    • 30 % net revenue margin in year 1, 35% in year 2.

    1.2 Mission

    The Center for Technology and Investment (a non-profit organization) was founded to assist rural small businesses in using technology more efficiently. The company’s charter was based on the fact that many rural small business owners don’t have access to the right resources and connections to make technology work for them. Our mission is to fill this gap through training and education of small business owners in how to use their resources effectively and to take advantage of technology available to improve the performance of their businesses.

    The organization will have fulfilled its mission when all of its clients have achieved growth rates above 20% combined.

    1.3 Keys of Success

    Here are some key keys to success.

    • Concentrate on the target market. Dig down to several layers of demographics.
    • Intricate planning and execution. Quarterly seminars need to be thoroughly researched, with accurate costs understood and fresh content maintained.
    • Retainer Consulting must remain low-cost to rural business owners. This must be a small percentage from any SBA program or technology grants that are available to them. CTI should not be seen as a broker of SBA funding, or other funding. Instead, it must serve as a consultant with the expertise to help clients obtain high-level funding in technology.
    • Financials must be kept above the highest standards due to nonprofit status in a largely for-profit industry.


    Businnes Plan

    Agriculture Fruit Farm Business Plan


    Agriculture Fruit Farm Business Plan


    Problem & Solution

    Problem worth solving

    People need vegetables and similar food with high nutritional quality and taste. Our national diet is a disgrace. Our obesity problem is very serious.

    Our Solution

    We use the best agricultural technology available to produce tasty and nutritious vegetables. We start with an existing farm that has custom-innovated equipment. We then add horticultural technology to the strawberry production. This will double the use of the climate-controlled overhead.

    Target Market

    Concurrence

    Current Alternatives

    Alabama is one the top farming regions in the eastern United States. This creates intense competition with many industry participants. Since almost all the produce is considered commodities, large scale buyers are more concentrated than the farmers. As a result, overall margins and rivalries for wholesaler contract contracts are very small. Three main segments of the market are vulnerable to competition:

    • Imported vegetables of lower-quality.
    • Mississippi pound raised vegetables
    • Alabama vegetable producers.

    Three farms are directly competing in the individual buyer market segment: the Anniston farm and Organics-To-You vegetable farm. Each of these farmers has produce stands. They also sell to local farmers&#8217’ markets. With the exception of Organics-To-You Farm though, they all focus on a niche market, and heavily depend on federal subsidies.

    Our Advantages

    Farmers Group’s strategy is to efficiently and profitably use current and future agricultural technology in vegetable production. By acquiring a profitable vegetable farm, the company will have a significant advantage in the industry. Additional application and utilization of horticultural technology in the production of strawberries will allow double utilization of the climate controled portion of the overhead. Farmers Group wants to consolidate the considerable goodwill it has created by not adding another high-production facility in the present supply-demand environment.

    In the first year, the company’s goals are to:

    • Prepare for the future.
    • Green Acres vegetable plant system to be moved and expanded. It is now operational.
    • Incorporate greens cultivation into the system.
    • Get the composting system up and running by the spring of the next year.

    The company’s long-term strategy is to discontinue products that are less profitable and replace them with more practical and economical products.


    Businnes Plan

    ISP Business Plan


    ISP Business Plan


    Web Solutions, Inc., (Web Solutions) can be described as an Internet Service Provider, ISP based in Phoenix, Arizona. This company provides the following services to customers:

    • Dialup and dedicated Internet access (up to 64 Kbps).
    • High bandwidth Internet Access (128 Kbps).
      • Integrated Services Digital Network
      • Digital Subscriber Line
      • Wireless.
    • Hosting websites and virtual sites
    • Co-location of servers
    • Services for network design, installation, administration.
    • Web design (currently outsourced).

    Web Solutions was founded to offer customers a comprehensive solution for all their Internet and private networking needs. Customers include all consumers, small to medium-sized companies, and start-ups.

    Web Solutions can benefit from many strategic alliances that allow it to obtain very competitive pricing for almost all its services. This allows them to offer their customers competitive pricing.

    ISPs allow people to access the Internet. International Data Corporation (IDC), a Framingham-based information technology research and consulting company, predicts that the market for consumer ISPs will grow from $10.7 billion to $37 billion by 2003.

    Other ISPs based in Phoenix are competitive threats. These include Jump.Net (Arizona.Net), Arizona.Net (EarthLink), and Mindspring. Most competitors offer solutions for Windows, and perhaps Macintosh, but ignore all other operating systems. Web Solutions could be a better option than its rivals, given the success of Linux and other alternative operating system.

    Web Solutions has a world-class management team with direct knowledge of the industry, extensive research experience, and unique administration skills. Its team includes Ms. Geena Williams, Mr. Jason Williams, and Mrs. Amy Williams.

    Projected revenues for 2000 through 2002 substantial steady growth. The company seeks major investments to fund four areas for growth.

    1. Increase staff to manage sales, service and development.
    2. Increase marketing to assure future customers are aware of our offerings and aggressive pricing.
    3. We will expand our base of operations by using wholesale providers, partnerships, or other mechanisms to reach the top 100 U.S. countries for dedicated Internet access and dialup.
    4. You can conduct research and development in order to bring new products onto the market.

    1.1 Mission

    Web Solutions’ mission is to offer customers a complete solution for all of their Internet and private network requirements.

    Web Solutions has a reputation for high quality work and plans on continuing to grow its position in the market. The company seeks to become a well-known and respected provider of advanced network solutions by:

    • Increasing the number of services offered
    • Increasing availability and accessibility to current and future customers.
    • Create innovative, cost-effective and unique solutions for customers’ problems.


    Businnes Plan

    Painting Contractors Business Plan


    Painting Contractors Business Plan


    Barnum Painters will provide top-quality interior and exterior residential and commercial painting services. The principal officers of Barnum Painters believe that most companies in this industry suffer two major problems. These are poor scheduling of job projects and poor retention of quality employees. Both lead to lower customer satisfaction, lack of repeat business and a low word-of-mouth referral rate. Barnum Painters believes it can exploit these weaknesses and gain local market share by implementing the contractor business plan.

    The following are the goals for Barnum Painters in the next three years:

    • To generate sales revenues of approximately $620,000 per year 3.
    • To reach a customer mix that is 30% commercial and 10% residential per year.
    • Expanding operations to include all of the Greater Seattle region, Kirkland Renton, and the Kitsap Peninsula.

    The company will provide painting services in the quickest possible manner, with a continuous quality-control program to ensure customer satisfaction. Each contract is viewed by the principal officers as an agreement, not between a company and its customers but between partners who wish to establish a close and mutually beneficial long-term relationship. This will enable you to make long-term, more profitable referrals and repeat clients.

    Barnum Painters will adopt the following key methods to help it achieve its goals.

    • A position as inventory coordinator should be created. Each project should have at least one expediter.
    • Each project needs a dedicated project manager who can manage quality-control concerns.
    • Institute a program of profit sharing among all employees.

    Barnum Painters LLC is a limited liability start-up company. The principal officers have combined industry experience of over 40 years. Barnum Painters will consist of Mr. William Barnum as well as Mr. Anthony Barnum. The principals will invest substantial amounts of their personal capital in the business and will also be seeking $7,000 for future growth and costs. A $10,000 line of credit has been obtained by the company (not shown in financial statements). This credit can be used for any unforeseen expenses.

    Barnum Painters’ office will be in a rented room in the Rucker International Park at 710 Snoquamie Route. The space will include offices for the principals and a storage area for inventory. It also includes a lounge for employees. Barnum Painters offers a wide variety of services primarily focused on interior and exterior residential and commercial painting. It also offers services like drywall plastering, acoustical roofs, and pressure washing. It is designed to offer clients a wide variety of services that will decrease the need for them to employ multiple contractors. Barnum Painters will adopt a low-cost leadership approach while still maintaining a high level of quality.

    Initially, the company will be focusing on residential and commercial customers within the Everett region of Washington. The company plans to serve the entire Puget Sound region by the end the three-year projections. The company thoroughly examined its financial projections. It found them to be both conservative in profits but generous in spending. This was done intentionally to allow for unexpected events. The company’s principals believe that cash flows projections are realistic.

    Keys to Success

    Barnum Painters principal officers have many years experience in contracting. Barnum Painters is able to solve two of the major problems facing painting contractors in this industry.

    The first problem comes from scheduling of jobs. It is difficult for many painting contractors to keep their schedules straight with customers, which can lead to customer dissatisfaction and loss. Poor management, unreliable employees, and delays with inventory distribution and procurement are all factors that contribute to this problem. Another problem is retaining motivated, reliable staff. Painting companies often rely on temporary and transient workers, which can lead to high turnover rates as well as lower service quality.

    Barnum Painters will establish the following key procedures

    • The creation of an inventory coordinator position. Each project should have at least one expediter.

  • You should assign a project manager that can manage quality control issues for each project.
  • Establish a program for profit sharing among all employees.

    • Mission

    Barnum Painters has one mission: to provide outstanding interior and external residential and commercial painting services. Barnum Painters will provide the best quality services at the most reasonable prices. They also have a comprehensive quality control program that ensures 100% customer satisfaction. Principal officers of the company see every contract as an agreement between two partners, not between customers and businesses. They are meant to be a long-term partnership that is mutually beneficial. This will result in greater long-term profits via referrals and repeat customers.

    Objectives

    Barnum Painters’ goals for the next three-years are:

    • Revenues of approximately $450,000 in the third year.
    • You can achieve a client mix of 30% commercial and 10% residential building contracts each year.
    • Expand operations to the entire Greater Seattle region, including Kirkland and Renton as well as the Kitsap Peninsula.

    Businnes Plan

    Event Planning Business Plan


    Event Planning Business Plan


    Opportunity

    Problem

    Companies need to make sure their employees have the best training and tools available. They use the retreats to help colleagues get together and work well together which helps avoid turnover. Happy coworkers mean happy customers

    Solution

    Corporate Retreat Professionals (CRP), an event planning company that specializes in corporate clients, is called Corporate Retreat Professionals. CRP will offer retreat training services and product launches event planning. The retreat training services include leadership development training and teaming skills training. CRP can help with both the planning and hosting of these types of retreats by partnering with one of its strategic business partners.

    Market

    The corporate market for event planning is steady and profitable. In some cases, large companies will have to make cuts in their training budgets due to economic downturns. But this is not true for all companies. These benchmark companies might reduce the workforce during downturns, but they don’t cut funding for training. They know that investing in human capital is always a wise investment. CRP intends to profit nicely from this. CRP will also be able to profit from product launches even during economic downturns. CRP will be able to capitalize on the ever-increasing demand for corporate event hosting/planning services.

    Concurrence

    In the past the purchasing patterns of large corporations were dictated by the availability of an in-house solution. This pattern is in decline as outsourcing has the potential to offer efficiency improvements.

    Why Us?

    Corporate Retreat professionals can help companies plan the most memorable events. Our goal is to keep customers coming back. All else will fall in line if we live by this maxim. Our services will surpass the expectations of customers.

    Expectations

    Financial Highlights by Year

    Financing Needed

    We will receive $50,000 as a gift from the founder and owner.


    Businnes Plan

    ASP Software Developer Business Plan


    ASP Software Developer Business Plan


    Despite the continuing slide in this industry, the US housing sector saw its record-breaking $550.14Billion gain last year. This sector is expected to continue its steady growth in the coming years. The segment’s top revenue-generating sector is single-family housing construction. It accounted for 67% of all residential construction in the US.

    The business model of the industry has evolved over the years towards greater cost efficiency and lower entry barriers. The industry was characterized by low barriers to entry, aside from the need for state-based licensing and registration. But, the competition is mostly based on reputation and demonstrated performance. Many new competitors have difficulty establishing a foothold in this market.

    Existing companies have many advantages over new entrants. They:

    • Get access to skilled subcontractors.
    • Keep in touch with your suppliers.
    • Establish ongoing agreements with financial institutions and property development companies.
    • Can display completed examples of their work in a local market and leverage off “word-of-mouth” referrals.

    KnaelHaed ASPware – KnaelHaed is a provider Web based vertical market software applications. The DigitalSuspenders is an online software solution to be offered by KnaelHaed ASPware in support of the building construction process.


    The Issue

    In terms of R&D investment, the construction sector is behind other industries. R&D investment for mature US businesses is typically 3.5% of sales. In some industries like aerospace, that number could be as high at 7% to 14%. Construction only reinvests 0.5%. While the reasons for this low reinvestment can vary, they are often due to cost and complexity. Most construction firms employ less than 10 people and earn very low profits. Technology spending is often viewed as an expensive luxury.


    The Solutions

    DigitalSuspenders is a family of Web-based software programs that will support all phases of the building lifecycle, from conception to construction to management. This suite supports small contractors with online collaboration, digital takeoff and estimating as well as project and property management capabilities. It is easy to use and understand.


    The Market Size

    According to the latest Economic Census, 163,703 establishments are part of the home construction industry. They employ 796,880 people. According to the most recently completed Economic Census, this industry has grown to record 175,000 establishments. In contrast, 34,588 establishments are found in the US’ commercial and institutional construction industries. Construction accounts for around 8% US GDP.


    Start-up cost

    KnaelHaed ASPware anticipates initially requiring $120,000 to complete the beta prototype of the DigitalSuspenders, provide for legal and infrastructure expenses related to start up and to cultivate potential customers. We intend to seek capital from corporate partners as well as angel investors for the initial financing of our start-up.


    Potential Payoff

    KnaelHaed ASPware expects to break-even in two years. We expect royalty income from licensing our position sensing system and software technology. KnaelHaed ASPware hopes to have the company listed or sold within three to five year to drive further growth and provide liquidity to investors.


    Management Team

    Paul Peen, the current President & Chief Executive Officer, has over 20 years of experience in commercial software development, including stints at Microsoft and Expedia.com.

    KnaelHaed ASPware combines interactivity, speed, and connectivity to create a first-of-its-kind software that offers both efficiency, and a cost-saving strategy, for builders and subcontractors. KnaelHaed offers competitive pricing on solutions by outsourcing. KnaelHaed ASPware is dedicated to the development of new ideas that are useful in achieving clients’ objectives. Together, the owners’ passion and accumulated field work has made KnaelHaed ASPware more than “just-another-outsourcing-hub”, but a catalyst for the next e-commerce re-invention.

    1.1 Objectives

    The mission of KnaelHaed ASPware is to provide a medium for custom builders, general contractors, design builders, engineer-contractors, joint-venture contractors, and turnkey contractors to outsource their works with greater cost saving efficiency.

    This model will be a disruptive force to construction software companies who charge thousands for every copy. KnaelHaed ASPware’s model is to offer a subset of these capabilities for free. Utilizing the open-source business model, KnaelHaed ASPware’s ideal mission is to provide better solutions for all stakeholders.

    1.2 Mission

    Our target market is builders and subcontractors who want to profit from outsourcing. The industry today is supplied independently by software companies whose products are quite costly for small and medium sized users. Because the average home builder builds only around a dozen houses per year, only a handful of companies can be considered large enough to afford premium licensing for a software package.

    According to our estimates, approximately 60% of US’s total market would fall under the small and medium builder criteria, which would mean that 118.980 buildings are possible. Our attention will be on establishments that place emphasis on cost efficiency, and produce precise results.

    1.3 Keys for Success

    We chose the construction market to be our target for several reasons. It is a $787 billion industry, both residential and commercial. This sector offers great growth potential. The annual unit growth of the number of establishments in the housing sector averaged 6.45% and commercial/institutional sector 0.46% last year.

    Despite the low growth in the construction industry, it still remains a very fragmented market. Within the US alone there are over 200,000 establishments (both housing and commercial/institutional) on record.

    These are the keys that will make us successful:

      • Building and maintaining strategic alliances with our software vendors and other industry related business partners
      • Adopting a customer-centric and market-focused sales/marketing paradigm
      • Managing the business by implementing, and consistently measuring and adjusting the fundamentals of a Balanced Scorecard:
      • Goals of Employee Learning and Growth Results
      • Financial Goals Vs. Results
      • Goals of the Internal Business Process Vs. The Results
      • Customer Satisfaction Goals Vs. Results

    Businnes Plan

    Wholesale Bicycle Distributor Business Plan


    Wholesale Bicycle Distributor Business Plan


    Wheelie Deals distributes wholesale to the retail bicycle industry. Wheelie Deals can create a niche within the bicycle industry by offering closeouts last-year models and seconds. Currently, most of the large wholesalers will occasionally have a closeout to offer, however, the availability of special deals is spotty. Wheelie Deals is quickly going to be the best source for retail shops looking for higher margins.

    Wheelie Deals was founded by Dan Psycle MBA. He is a veteran of cycling industry. Dan has taken inspiration from a highly successful wholesale distributor business model for Wheelie Deals, and it will rapidly gain market share. Profitability will be reached by month eight with comfortable profits by year three.

    1.1 Objectives

    The following are the three-year objectives.

    • To create a company whose goal is to exceed customer’s expectations.
    • To increase the number customers served by 20% annually.
    • To develop a sustainable start-up business, surviving off its own cash.

    1.2 Mission

    Wheelie deals’ mission is to provide the most complete selection of bike parts. We exist to attract and maintain customers. This maxim will guide everything else. Our services will meet or exceed customer expectations.

    1.3 Keys To Success

    Excellence in customer service and selection are key ingredients to your success.