The Skate Zone has been formed to implement inline skate hockey services. Skate Zone is an American company located in Miami. Its mission is to promote hockey and make it more accessible to all.
The company’s original strategy is to promote Roller Hockey. It is one the fastest growing sports leagues in America. Since 1993, participation has increased steadily according to the National Sporting Goods Association. The company’s goal is to provide a professional and safe environment for inline hockey, with added support to provide entertainment and physical fitness for players all ages. Players and their guests can enjoy food and beverages during games and practices at the snack bar. Further endeavors will include bringing inline hockey products such as skates, body protection equipment, sticks, and jerseys with team logos into an in-house Pro Shop.
The company anticipates it will generate income from these specific areas:
Registration fees. Person(s) who will be playing hockey will be required to pay a seasonal fee to play in the league.
Equipment and concessions. Income from food and beverages. Future projects include the purchase of certain equipment that can be used by players for sporting activities.
Special operations. Miscellaneous uses for the rink. Payments will be made to cover operational expenses.
It can be difficult to purchase an engagement ring, especially if you don’t have any knowledge of diamonds. Current studies indicate that there are 1.7 million engagement rings purchased per year in the United States (74% of brides, from 2.3 million weddings), with an average expenditure of approximately $2,000 per diamond engagement ring.
Potential buyers have the ability to research the characteristics of the diamonds they want to purchase before visiting jewelers. In this case, we solve that very problem of “knowing so little” about the characteristics of the merchandise. This allows people to gather and learn information before actually visiting their local jewelers to buy diamonds.
Online retailers don’t want to have to learn and gather information. They want the learning and gathering process to translate into sales. However, selling diamonds online is not the same as selling books online. The actual product should be seen before purchasing. “What if the brilliance shown online is lower than the one I bought?
It is the question of how to leverage “high-touch” among the high-end dot-com retailers. We are struggling to find the right formula that will bring these high end loose diamonds to customers, while other low-end jewel retailers have been focusing on selling quantity.
Rocks by Request (RBR), is the solution. RBR was established by Rock Stone, a third generation jeweler in the Bay Area, three years ago. RBR plans on expanding its operations outside of California after the three-year-old operation. The RBR concept is quite simple, leveraging local jewelers as its “front-end.” Through this strategy, RBR answers both “credibility” and “high touch” issues in selling its high-end merchandise via the Internet.
RBR is changing how it positions itself in the aftermath the dot.com bust. RBR will continue to maintain connectivity, interactivity and speed but also ‘#8220’ humanize e-commerce by combining technology and tradition in the diamond retail industry.
In this strategic plan, we describe how to further optimize the connectivity, interactivity, and speed in developing recommendations for RBR’s new business strategy.
1.1 Objectives
To create an additional course of action, recommendation, or change to RBR’s current strategy to increase market share in loose diamond etailing.
RBR is to be informed about industry trends and market insights in the diamond industry. Provide a psychographic analysis of the current and possible engagement market. Also, describe the competitive landscape.
1.2 Mission
Our mission is to expand our current 2% market share to a greater portion in online diamond retail. When we look at the diamond retailing industry itself, the current 2% is rather low compared to the number of diamonds sold yearly in the United States. RBR needs to expand its network and strengthen its alliances with media vendors and Internet sellers in order to meet the growth criteria. RBR should also increase its R&D effort to provide the best e-commerce technology.
1.3 Keys To Success
RBR will expand its operations by taking advantage of these key factors:
Expanding its network to include family jewelers throughout the U.S. as well as globally.
Additional warehouses are being built to meet customer demand.
Improvement of logistic/supply chain to enable fast delivery and return.
Repositioning the website’s look by updating graphic elements and state of the art navigation.
For the promotion of the idea of buying loose diamonds online, it is important to form alliances and work with supporting media.
The addition of more product categories to the existing loose diamond section, such as gold settings in pendants, rings, earrings and earrings, along with gold trinkets/accessories that are aimed at a younger audience.
This business plan is designed to present NovOculi, Inc., to potential investors, and to raise equity capital necessary to start production and continue research and developing its patented products.
The Company
NovOculi, Inc., is a new company that plans to market and develop ophthalmological surgical techniques and tools. During the past two years, NovOculi’s principals have had extensive experience with refractive correction techniques (both laser and non-laser based). The principals have begun to test a new method of incisionless refractive treatment called NICS (Noninvasive Corneal Sculpting br>).
All current refractive procedures, including LASIK and PRK, require the destruction of at most a portion the protective epithelial layers over the cornea. This can lead to complications. The principals have developed an effective method that involves iontophoresis using an ionic drug and a wavelength -specific laser. It allows for efficient refraction with minimal epithelium damage.
NovOculi plans on using NICS to profit from the market opportunities for market expansion and penetration within the laser refraction industry, which is experiencing a nearly doubled demand each year.
Based on financial projections that were prepared by the company’s management it was estimated that equity investment would be required in order to start the company’s operations. The funds will be used in order to test, market, and produce NICS as well as provide initial capital for the first 2 years.
Market Potential
There is a large market for laser refractive surgeries. It is estimated that approximately 54% of the U.S. population (~162 million) has refractive errors, approximately 90% of which are eligible for correction using current techniques or those on the near horizon (Federal Air Surgeon’s Medical Bulletin). In contrast, only 900,000 Americans have had LASIK (the most popular laser correction technique) as of two years ago. This represents just 0.6% market share, leaving 99.4% untapped. (“/Bye-Bye glasses, EyeCare Online). Further, the demand in laser refractive is nearly doubling each year (“/ByeBye Glses,”/ EyeCare Business Online).
The company has contacted nine of the leading ophthalmological medical institutions in the U.S. Seven out of nine leading ophthalmological medical institutions in the U.S. have expressed an interest in collaborative research. They also hope to commercially perform NICS once it becomes available. John Hopkins University (Harvard), Stanford University (Oregon Health Sciences), Duke University (Duke University) and University of California at San Francisco (UCSF) are just a few of the institutions who have expressed an interest.
NovOculi’s principals have also conducted a preliminary market survey at a local grocery market in the Durham, NC area. Fivety-five consumers with refractive error were randomly chosen outside of a local supermarket and asked the survey questions. The Market Survey topic contains a copy of the survey as well as a summary of its findings.
Technology
The principals have developed and patented a revolutionary technique, NICS, and two novel devices which are used to accomplish incisionless refractive correction. The patented technique involves the injection of an ionic color from its polymeric vehicle into a patient’s cornea with the patent iontophoretic device. This device creates a charge, which repels or attracts other charges. After the ionic dye is successfully driven into the cornea, away from sensitive structures and other delicate structures, a laser tuned according to the wavelength of dye can be used to target the dyed cornea to alter its shape. This is similar to current laser refraction protocols. After the procedure is complete, the iontophoretic tool is reapplied. This time, it is with opposite polarity. The dye is then drawn from the cornea by the attraction of opposing charges. Through the use of the patented device and technique, the ophthalmologist performing the procedure will be able to avoid the most troublesome and complication-ridden aspect of current laser refraction surgery: the corneal incision. With NovOculi’s technology, nearly all the complications in current laser refraction surgeries are due to problems associated with the incision process and the healing process.
Strategy A key component of NovOculi’’s strategy to market its technology is to both those performing the procedure and those to whom it will be performed. After the publicity and research data are collected, the sales force will assist in encouraging the initial investment in laser and equipment for the procedure. The demand pull for components will be generated by institutions through direct marketing to patients.
The sales team starts with six experienced salespeople and grows to forty-four by Year 5. The sales team will work closely with laser manufacturers in order to promote the technology to patients and surgeons.
Six U.S. locations will offer NICS training to ophthalmologists: San Francisco (Boston), Atlanta, Philadelphia and Kansas City. Durham, NC is the sixth. Each site will have in-depth training sessions led by a prominent ophthalmic surgeon.
In order to offer patients access to the best technology, doctors will be allowed to charge a premium. NovOculi will extract approximately half of the nearly $1,000 premium through licensing fees associated with its patented procedure and sales of the individual components.
Regulations
Like its predecessor, LASIK, the FDA will not approve the company’s product before widespread usage. LASIK had been performed on almost 900,000 patients without approval by the FDA as of two years ago (Current Trends in Refractive Eye Surgery, 128th Annual Meeting of APHA).
This was possible because the FDA does not approve procedures but only equipment. (‘#8220’Eye centers have set their sights on LASIK procedure growth, Houston Business Journal July 16). The FDA has already approved the components of the procedure for medical use. NovOculi’s patented device and technique will be available for sale without FDA approval. FDA approved similar devices for medical uses in the following fields: 1) The FDA approved the dermatologic use of the 440nm Laser. 2) Iontophoretic device approval has been granted for drug delivery on epidermis. 3) Polymeric contact lenses have been approved and are commonly used as an external aid for refractive correction, and 4) The targeting dye, tartrazine, is the most ubiquitous food coloring additive on the market to date.
Major Milestones
The following are key milestones for the startup period:
Completion of strategic plan nine months before start date.
For research grants, applicants must apply at least seven months prior to the date of start.
All patents, foreign and domestic, must have been applied for at least six months prior to the start date.
Start-up capital is raised at the beginning date
All milestones for the second year are in line with the business plan.
Competitive Advantage
NovOculi is uniquely placed to benefit from this market opportunity because of its proprietary, protected positions. Three patents have been filed in the U.S.: one for protecting the reversible iontophoretic device, the second protecting the technique involved in NICS, and the third protecting the unique vehicle for the ionic dye.
The principals have spent considerable time developing and researching the current products to satisfy market demand for a simpler, more safe laser refraction correction procedure.
Financial Summary
Based on detailed financial projections and if the company gets its funding, it will be profitable by Year 4 with a substantial net profit. Below is a summary chart of the projected financial information.
1.1 Mission
Provide innovative designs for the treatment and prevention of ophthalmologic diseases.
Office Space Solutions helps businesses. It specializes in high-growth businesses and restructures and streamlines communication, paper flow, and office systems. It also assesses office space organization and office flow. It is possible to achieve a complete turnaround in efficiency, income, and happiness.
Office Space Solutions has two strong competitive advantages. The first is the extensive experience in office management and efficient work flow. Bev Johnson was the owner of the company and spent 10 years with three fast-growing start-up businesses. It was Bev Johnson’s responsibility to manage each company’s personnel growth and improve employee productivity. This was a priceless experience. Office Space Solutions will also be able to benefit from networking through Bev’s past industry connections.
1.1 Mission
Office Space Solutions’ mission is to provide high quality support services for clients. Bev’s focus is on retaining and attracting customers. If we live by this maxim, all else will follow. Her services will exceed your expectations.
1.2 Keys to Success
The following objectives are set for the initial three years of operation
To build a service-based business whose main goal is to exceed customers’ expectations.
To increase the number client served by 20% annually through superior performance.
To create a profitable, sustainable start-up company.
Most people with hearing loss who are able to use hearing aids or who have had cochlear implants placed in their ears expect to hear well. However, the reality is that tens of thousand of patients continue to experience severe difficulty hearing in the real world, away from the clinical setting. This is due to incorrect adjustments made by clinicians to the medical device. Audiologists and speech therapists both need to have a hearing test that accurately and quickly determines how well people with hearing aids and cochlear implants can hear in noisy environments. Such a test is especially important for children, as early intervention can reduce slowed learning. Special education costs for children with hearing loss, if they do not receive it early, will be $420,000. A lifetime cost of about $1 million. Hearing loss can start as early as 50 years old. Failure to get intervention early can result in job loss, emotional distress, and cognitive disorders. In addition, since life expectancy can realistically reach to age 90 and beyond, an individual could potentially be affected by hearing loss for half of his/her lifetime.
To evaluate hearing loss, pure tone hearing tests are used. These tests require sound proof booths and audiometers. These tests can only evaluate the fundamental hearing loss but they cannot predict how an individual will be able to understand sentences and words in a real environment. The current tests cannot also determine if a patient would benefit from a second hearing aid or cochlear implant. This is crucial for patients and their loved ones as cochlear and hearing implants cost about $40,000 and $5,000, respectively. Insurance companies often do not cover them.
Auris Solutions is an early stage hearing care company, which solves these market needs by delivering novel and scalable software-based hearing tests that rapidly and reliably assess hearing in a realistic environment. Our tests, unlike other tests, allow clinicians to optimize the settings of hearing devices and make recommendations on the purchase or replacement of hearing devices for their patients. The ability to adjust the medical device for each patient in a way that is most comfortable can make a huge difference in preventing them from experiencing the mental and emotional problems that come with hearing loss. Our tests are expected to be an essential part of the portfolio of hearing tests offered by audiology clinics, and will be conducted following the audiogramtone test.
Auris Solutions is ready for market with its first product, CRISP. This reliable, rapid system for diagnosing speech intelligibility in children computers the way that hearing tests are done. Clinical users can now control how sounds are presented, how they are stored and analysed, as well as the process through which the child can make choices and get reinforcement.
Auris Solutions is currently looking for $250,000 to help implement its marketing strategy. It will also offset our startup costs (product development, capital purchases, and support our business development plan.
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[1] http://trfn.clpgh.org/shhh/Factsheet.html#r1
1.1 Objectives
We will use a model to ensure that our gross margin is at or above 75%.
We will find a suitable management team to support and grow the company’s core competencies.
We will satisfy all of our customers by offering quality products and superior customer service.
We will invest a significant portion of our sales revenues into research and development in order to grow and offer new, innovative products within the hearing care market.
1.2 Mission
Auris Solutions, LLC, an innovative provider of solutions for refining hearing impairment diagnoses, offers a wide range of services. Our products are faster, more reliable, and more efficient than any of our competitors. We will ensure that our business is managed for planned growth and long-term profitability.
We will expand by building on our existing strengths and meeting the needs of customers. Auris Solutions, LLC will be an industry leader in hearing solutions and maximize shareholder value.
These are our values.
Corporate Responsibility – The Company will participate in community events.
Ethical Standard-The Company will continue to operate on sound ethical principles.
Care We offer compassion, kindness, and concern.
Respect #8211 We are proud to honor the human spirit.
Excellence –: We expect the very best of ourselves, and one another.
Stewardship Our resources are responsibly used.
community We build relationships that motivate us to serve.
1.3 Keys to Success
At Auris Solutions, we aim to provide our customers with the best products and related services. Our commitment to quality will begin with our employees, who are our most important assets. These are the areas where our employees will have to take responsibility.
Management team:
Hire the right people to work for the company
For all employees, set up evaluation policies and standards
Give staff the authority to make decisions and hold them responsible for their actions
Sales & Marketing:
Auris’ brand and products are well-known
Create and implement a marketing strategy
Reduce barriers to entry
Implement a marketing plan that successfully brings our advertisements and products to the target market
Provide customer support for all products after purchase
Product Development and Product Quality:
Timely launch of new products
Establish quality processes
Management & Customer Support:
Take control of your purchases
All purchases should be made based on the customers’ needs
Reduce need for an in-house inventory and overhead costs
Set marketing budgets and manage accounts receivable
Lavinia WATTKINS, LMT owns Healing Touch Massage as a sole proprietorship. Since July 1984, Ms. Watkins has been licensed as a massage therapist in Oregon. The business has been run from her home. Since its inception, the business has been consistently profitable.
Massage can be done in several styles: Deep Tissue, Sports Massage or Hot Stone Massage.
This is a massage therapy business plan that examines the feasibility of expanding into downtown. This would make the services more accessible to people who work full time, and also make the office more convenient for clients with medically-ordered massage therapy. The income from billing insurance companies to cover medically required massage can be lucrative. However, because the therapy is short-term and usually lasts between 15 and 30 minutes, clients need to be able to get in to see the therapist while they are at work or lunch.
Mission
Our goal is to provide therapeutic massage in a professional and caring environment. Our massage services include traditional Swedish Massage, deep tissue work, sports massage, hot stone massage, reflexology, and other styles. We aim to customize the experience for each client based on the initial interview information and in-the-minute feedback throughout the massage. This will ensure that the client is satisfied and comfortable and increase repeat business. We will provide massage that is effective yet respectful of our client’s boundaries. We care about the overall experience. We use quality oils and lotions and appropriate scents. The client can choose to listen to soothing music, nature sounds, or just silence.
Objectives
By moving to a city center location, you can increase your day-time clients 100%
Increase new clients by 50% by advertising locally.
Look for other LMTs or personal service providers to sublet space.
Keys to Success
Professionalism refers to everything, from keeping confidentiality to our LMT training up to date, to maintaining good boundaries among clients and therapists.
Individual Attention: Making every effort to tailor each client’s experience to their preferences.
Repeat business/Recommendations: giving the kind of service that brings people back for regular treatments, and encourages clients to recommend us to friends, and other health professionals to recommend their clients.
Timely Trucking is a new medium to long-haul dry van trucking company based in Portland, Oregon. It was started by Jim Kerrigan, an entrepreneur who has been around for many years. Timely Trucking will provide logistics management and freight hauling services to businesses throughout the Pacific Northwest. The business will develop a reputation for its on-time and accurate service as well as sophisticated Web and software functionality, allowing clients to align their business with Timely Trucking’s services and scheduling automatically. Jim Kerrigan will manage the business as CEO and Chief Operating Officer.
Timely Trucking may be started for approximately $700,000. The investment of Jim Kerrigan as well as some investment by investors partners is significant. Three 18-wheeler trucks will be used to launch the business. The company will then expand to eight 18-wheeler trucks by the end its third year. Auto loans will be used to finance this expansion. As the business grows, gross margins of around 60% will allow for substantial profit by the third-year.
Beyond three years, the business will seek to expand to additional bases of operation in the Northwest and to add trucks with refrigerated and temperature-controlled trailers. The business is available for sale to a national freight hauling service looking to expand or add operations in the Northwest.
Objectives
Timely Trucking intends to serve businesses in the Northwest United States (Washington, Oregon, Idaho, Montana, and Wyoming) with truck-based distribution services.
Timely Trucking will strive to achieve the following goals during its first three years of operation:
You can set up bases in Seattle Spokane, Portland and Cheyenne.
8 18-wheeler trucks purchased with dry van trailers
Hire 10 full-time truck drivers
You can achieve strong annual revenue with 1.2 Million Miles of hauling in the 3rd year
Mission
Timely Trucking can simplify the distribution and delivery of goods to Northwestern companies, making them a trusted partner in running their business efficiently and effectively. Timely Trucking will manage logistics and deliver goods on time and accurately from the Northwest. It also partners with warehouses and distribution centers to help them achieve their goals.
Keys to Success
These are the keys of success in the trucking business:
Robust communication systems between drivers, bases, and clients
It is important to set delivery times that can be fulfilled (i.e. Setting the right expectations
Safe, reliable drivers are important to find and keep.
Understanding the needs of clients and finding the best distribution solution for them to build long-lasting relationships is key.
Trestle Creek Cabinets will become a custom cabinet company that specializes exclusively in high-end commercial, residential, and resort market cabinets. Its founders are experts in cabinet construction. Trestle Creek Cabinets is part of Trestle Creek, Incorporated, a construction firm that shares staff, office spaces, and administrative costs. Trestle Canyon Cabinets is treated as a separate business for business planning.
After years of experience in building luxury homes, the company’s owners recognized the need to offer a range of design options and high-end finishes. They also wanted top-ofthe-line organization, service, quality and customer service. Trestle Creek Cabinets can meet these customers’ needs. The company expects significant growth in revenues between FY1- FY3. This is due to its strong market position in high-end residential, resort and commercial development segments. By maintaining an average gross margin of over 25%, the company estimates handsome net profits by FY3.
The capital needed to fund the startup expenses was provided by the shareholders. To cover operating expenses, the company is currently seeking a 3-year commercial loan.
1.1 Objectives
The company objectives are:
To be a premier cabinet supplier to luxury homes on the regional market.
Revenues of more than two times Year1 levels at the end.
Target 70% in high-end residential customers segment.
20% of sales in the mid-range residential customer segment.
10% of sales in commercial development segment.
To open a showroom in three months in a prominent retail area.
1.2 Mission
To deliver a high quality product on time and within budget. We also provide an error-free ordering system.
Godsend Concierge Service is a concierge that focuses on the untapped corporate market of Eugene, Oregon. The company is capable of handling almost all errands requested by clients, allowing them to focus on developing value for their employers. Employers will be pleased with our service. It provides an alternative form of compensation that can be used to attract qualified employees.
The three most important goals for the first three-years are: GCS use in at the least four of the Top 10 Local Companies, and to increase the number of clients we serve by 20% per Year through superior performance or word-of–mouth referrals.
The Company
This business will be home-based with Taylor Gogetter acting as sole proprietor. Mr. Gogetter will work full-time at GCS. By the end of 2011, 3 full-time employees will be hired by GCS. As this is an industry that demands high quality individuals, GCS intends to offer higher wages to insure quality performance. GCS will offer ongoing employee training.
Services
Godsend Concierge Service provides a wide variety of services for customers. While the tasks of employees will vary greatly, the core need will be for services/errands to be performed during normal business hours. Employees are not at work all the time, and the company would prefer that the employee is productive, rather than running an error.
Market
Concierge companies are a way for corporations to compensate their employees for less time. We will be targeting large corporations in Eugene such as Hyundai, Sony Disc Manufacturing and Levi Strauss. Medium-size companies include Burley Design Cooperative, Palo Alto Software, Bike Friday, larger law firms and medical offices, etc.
Some corporations offer concierge services to their employees. However, this is usually done through an employee in-house who handles the tasks. Although it is an employee perk, having a concierge in-house is not the most efficient way to go about business. GCS can offer concierge services to companies at an affordable rate.
We can also help individuals who realize the value in having someone else take on tasks that they don’t have the time or decide it isn’t worth their time. This segment will be attracted by word-of mouth marketing.
Two concierge-style companies are available in Eugene right now, and they both serve individuals. GCS will be targeting businesses as it sees a market that has not been explored and because it offers greater volume and more consistent work.
Financial Considerations
Godsend Concierge Service will charge a start-up fee that includes all the equipment required to set up a home-based office, legal fees and website creation. GCS projects a growth rate of more than 100% per annum, with strong operating profits. GCS plans to generate $156,000 in sales by 2013. The company will bill its clients at an hourly basis.
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.
GCS is used in at least four of 10 top local companies, as indicated in the annual local business listing in the local newspaper.
We aim to double our clients’ numbers each year by delivering superior service and referring others.
To create a sustainable home business, it must survive off its own cash flow.
Mission
Our mission is to offer the customer any type of legal service that he/she needs. We are here to keep customers happy. This maxim will guide everything else. Our services will exceed the expectations of our customers. We will create an environment where employees can take pride in their work and feel empowered to achieve their full potential.
HandyMan Stan, a new organization that offers a complete handyman service to Duluth residents, Minnesota is called HandyMan Stan. HandyMan Stan has a reputation for being a reliable, affordable and trustworthy service provider and will soon be able to gain market penetration.
Market
HandyMan Stan has segmented his target market into home owners and property managers. There are 24,090 potential customers in the home owner segment. This segment has a 5% annual rate of growth. The property manager segment has 1,243 potential clients. This segment is experiencing a 4% annual increase.
Services
Stan is a handyman who can offer many home repairs. The services are generally fairly minor tasks, if the problem becomes major a contractor is best suited to solve the difficulty. HandyMan Stan can offer the value-added function to pre-screen contractors when Stan isn’t able to perform the repair. This will establish a trusting relationship with the customer. If a smaller issue arises, Stan is more likely than not to be called due to his honesty. Stan offers repair services for plumbing, electrical and windows.
Competitive Edge
HandyMan Stan is different from the rest by offering a low price and a low minimum charge. Stan is charging a reasonable $30 per hour in an effort to encourage people to hire him for tasks that they would otherwise try themselves of just ignore until it became more of a problem. Stan’s one-hour minimum is the second aspect of his competitive advantage. This is comparable to the industry competitors who typically have minimums of two hours or more. This advantage also encourages customers to call Stan’ for assistance sooner than with other service providers.
1.1 Mission
HandyMan Stan is a handyman who provides affordable, reliable, and knowledgeable service to the Duluth area of Minnesota. HandyMan Stan provides honest work to every customer and will correct any mistakes.
1.2 Keys To Success
Treat every customer as if they were the most important customer the business has.
Assess the required skills and assign it to a contractor if necessary.
Your success will depend on your hard work, the quality of your work, and customer satisfaction.
1.3 Objectives
Develop the business into full-time employment within 12 months.
Through the second year, steady revenue is generated.
Get more than 20% of your business from repeat customers