Crest Systems is a Value Added Reseller (VAR) and a brand new company. The company specializes in selling speciality inventory products to more than 1,200 VARs who sell in vertical markets. Each market serves a different industry. Crest will also offer inventory data collection hardware, which will be used to operate the software. VARs that sell in these vertical markets traditionally focus exclusively on the particular product or service they offer. These VARs do not have a product that they can offer their customers, despite having to keep track of inventory.
It is crucial to the product’s success that the customer can purchase an inventory management software solution for less than $5,000. Crest Systems has entered into a strategic alliance with Promerit Engineering in order to sell its software products via these VARs. Promerit Inventory Basic is the first product and it will be released in May. Crest Systems anticipates that Crest Systems will sell 20,000 units over the next 36 months. The product is expected to sell for $850
The VAR will receive $400 from the sale. Crest Systems will be paid $250 for each unit sold. Crest Systems will also sell hardware to run the software. Crest Systems will offer portable data collection devices from Symbol and PSC. The cost of the hardware will be between $2,000 to $3,200 per unit. Crest Systems receives between $600 – $900 on each unit. The total cost for software and hardware packages will not exceed $5,000
While the company is concentrated on vertical markets VARs selling warehouse are also interested. Crest Systems will put together 1,000 VARs who manage warehouses and sell Promerit Inventory Basic.
Crest Systems will also be developing specialty software modules to integrate with Promerit Inventory Basic software. These modules will retail for anywhere from $800 to $1000. Crest Systems plans to maintain strong business relationships and provide additional software, hardware, and support products to its VAR customers.
Crest System’s owner Richard Torres has more than twelve years of experience in selling to vertical markets. Last year, he was Cycon Systems top salesperson with over $3 million in sales.
1.1 Objectives
The objectives of Crest Systems are to:
Sell 8,000 units during the first year.
To sell, it is important to establish strong relationships.
Each year, increase the sales of software modules by 15%
Promerit Systems needs to be in close contact with you so that we can improve the product quality and customer satisfaction.
Success Keys 1.2
The keys to success in Crest Systems are:
Low-cost inventory control solutions, which can be implemented for as low as $5,000
Quick and reliable responses to all VARs’#8217’s questions and/or requests
A reliable administration that is ready to serve VARs, prepare accurate billing, follow-up on orders and other documentation, and maintain a close watch on expenses and collection of accounts receivable.
A growing number of families have become dependent on their two incomes. This has made it necessary to establish a child care industry. In an era of increasing demand, there is more children who need a safe and enriching place.
Solution
Safe Kids Child Care will be able to provide a secure and caring environment for its clients’ children, as well as personal attention. The center’s dual goals are to empower parents to feel confident about their child’s care and make it fun, safe, educational and enjoyable for them.
Market
Safe Kids Child Care is a local child care provider that focuses on Lynn’s 10-mile radius. Children can be taken in on a part-time or full-time basis.
Competition
There are over 300 child care providers in the local area. The larger commercial chain child care centers, such as KinderCare, have a majority of the market share. Because of their good reputation in the market, these larger chains are able to compete well. Safe Kids Child Care offers a lower staffing ratio that is more appealing to parents. The company also maintains child care fees that are between 5-10% and 10% lower than the average for large commercial chains.
Why Us
Safe Kids Child Care is a child-to-staff ratio of less than one, which is appealing for most parents. In addition, the child care fees charged by Safe Kids Child Care are still 5-10% less than those of large commercial chains.
Expectations
Forecast
Safe Kids offers safe and secure child care in Lynn, MA. Safe Kids will grow to sustainable profitability over the next 3 years. Safe Kids will gain market share quickly and be a trusted provider of child care services thanks to their high-quality products and excellent customer service.
Financial Highlights for the Year
You will need financing
Our business will need $40,000 to begin. Each owner will contribute $20,000 in order to cover our opening costs.
AgaMatrix (a Boston-based venture in development) offers digital signal processing (DSP), technology that significantly improves the performance and functionality of biosensors. AgaMatrix’s core DSP algorithms solve a number of immediate problems in the medical devices market by significantly boosting the performance of biosensors without costly specialized hardware and additional chemicals. AgaMatrix initially will sell medical device manufacturers, specifically home glucose monitors and point-of-care blood analyzers. AgaMatrix plans to have positive cash flow for the third consecutive year. Future targets in healthcare include the large immunoassay sector and implantable sensor sectors.
Problem – Glucose Monitors Are Burdensome, Painful To Use
Patients with diabetes fail to use their home glucose monitors as directed because it is too difficult or painful. To insert the glucose biosensor, a patient must do this four to seven days per day. The average testing compliance rate for diabetes is less than 1.5 per day. This causes complications like blindness or stroke and can accelerate the progression of these conditions, including heart and kidney disease. Diabetes is the most common cause of blindness for people aged 20 to 74. Therefore, better glucose monitoring compliance could be the biggest step towards prevention. Device manufacturers have identified that non-compliance stems from the physical pain experienced when using their devices. Therefore, they are looking for ways to decrease the size of the samples required by their devices. AgaMatrix technology will enable less invasive drawing mechanisms to meet the overwhelming demand for less painful alternatives.
Problems in the hospital blood analyzer market are more related to the lack of the comprehensiveness and accuracy of the devices, which results in reduced adoption levels. AgaMatrix’’s value proposition is very clear to this market: devices that have higher accuracy and more sensitive will be more likely to be adopted.
A Software Solutions for a Hardware Issue
The biosensor device industry has tried to overcome issues such as accuracy, robustness, and sensitivity by improving the hardware (or chemical) aspects of its devices. For example, their chemical and biological design. By contrast, AgaMatrix is pioneering a software approach based on digital signal processing (DSP) algorithms that has a number of distinct practical advantages, including lower cost, easier/faster upgrade capability, and complementarity with respect to a wide variety of chemistry/hardware-based biosensor technologies.
AgaMatrix’#8217;s solution consists of a series of software modules. This allows for new functionality, and dramatically improves performance of biosensors. Performance improvements include the possibility to use increases in signal to noise ratio to reduce blood sampling requirements. AgaMatrix can be used to increase the accuracy and sensitivity for hospital point of care analyzers. This eliminates the major obstacle to widespread adoption of portable blood analyzers instead of traditional laboratory equipment.
Software DSP solutions were crucial to the success and growth of other industries, where physical limitations might have hindered their growth. CD players, for example, relied on error-correction algorithms and oversampling in the 1980s to compensate low quality hardware filters. AgaMatrix algorithms provide similar solutions in biosensor space.
Business Model: Software Licensing from Device Makers and Royalty Fees
AgaMatrix initially will be a technology licensing firm, generating royalty revenue streams based upon device makers’ consumables sales (i.e. disposable test strips or cartridges used in devices). Revenues will be generated from the sales of the technology to blood glucose device makers at home, hospital point–of-care and implantable developers.
Therasense: An Illustration of How Disruptive the Glucose Industry Is
Only a few years back, the blood glucose market was dominated primarily by four players (numbers denote annual revenues from test strips).
27B), J & J (1.09B), Bayer (650M), Abbot (450M) These companies have existed since the 1980’s. They have grown their market capitalization to over $800million in less than 2 years after their product rollout. The bottom line is that this market is very open for new technology entrants, especially if they can lower pain for the user.
Competitive advantageThere is no direct competitor to our proprietary and highly innovative approach, which has been refined over the past seven year by our top-notch scientific team. AgaMatrix technology is complementary to indirect competition from major medical devices manufacturers’ in-house laboratories. The sustainable competitive advantages that AgaMatrix commands include:
Superior software paradigm, complementing chemical (hardware), advancements in biosensors.
The seven-year period of biosensor research was a time of great expertise.
Monopolization of the scientific group responsible for the original paradigm-innovation.
Development lead time of at least two years over potential competition.
Intellectual property strategy involving two core utility patents (filed) and three defensive utility patents.
Customer Transaction
Two manufacturers of hospital point-of care devices and a blood glucose monitor manufacturer have been approached as potential customers. There are 20 more potential target companies we haven’t reached yet. Below is a list of companies that we have made contact with.
Strong interest to partner from two blood glucose monitor companies (discussions with Presidents); details are confidential at this point, but we believe we will be able to close a deal by June 2002.
Strong interest from a top blood glucose monitor manufacturer (J & J – discussions avec Director-level employees) and the leading hospital point of care device maker (iSTAT – discussions mit Vice President und Director-level employees).
The Team
The current team is made up of:
The three top scientists in the field of digital signal processing have over 40 years combined experience in biosensor research and DSP.
Entrepreneurs that have started, built and operated a company offering enterprise-level software.
An expanding group of veteran advisors consisting of doctors with healthcare business experience.
Three additional technical staff members have committed to the company’s success after seed financing. They are engineers from MIT or Tufts with more than 25 years of combined commercial engineering experience.
Financing
Since its inception AgaMatrix is self-funded every year by its founders. Recently, the company raised $500K from a variety of angel investors in healthcare as well as IncTANK, an earlier stage venture capital fund. A Series A round of approximately 1 million is expected to take place in 4 to 5 months.
These rounds of funding aim to finish version 1.0 products and acquire at minimum one paying customer in a period not exceeding 13 months. Given the current state of customer traction and product development, we believe these milestones are reasonable. The company hopes to raise around $4 million through an institutional or other private round before the end of the first year to generate cash flow. Current valuation drivers include:
A scientific team of world-class scientists, including Dr. SridharIyengar (CTO), Justin Gooding and Dr. Ian Harding. The engineering team is supported by an aggressive business team, with management and start-up experience.
Technology that is useful in a variety other vertical markets. It is protected by an IP strategy.
External validation from existing relationships with potential customers and advancement to final rounds in a number of national business plan competitions.
1.1 Mission
AgaMatrix designs solutions that power next-generation chemical and biological sensor systems. AgaMatrix’s ability to significantly improve the accuracy, sensitivity and robustness of a variety of sensors is what makes it stand out in this market. This allows for more efficient medical diagnostic devices.
AgaMatrix’s technology enables the development of devices that will be essentially painless to patients and that will meet the demand for better accuracy in medical diagnostics. It is committed to developing software solutions for a critical problem in hardware that affects millions upon millions of hospital patients and diabetics worldwide.
1.2 Objectives
Design technology solutions that will increase adoption and compliance rates of diagnostic medical equipment by improving functionality and performance of biosensors.
In the third year, achieve positive cashflow.
To reach $50 million annual revenues in four years
Expand into industries that heavily rely in biosensors like industrial processing and military sectors.
Willow Lake Village is just a half-mile from the Willow Park Golf Course. The 18-hole facility is situated in the growing Crest Canyon area. It has beautiful views and a challenging course layout. There is a pro shop, driving range, cart barn and maintenance buildings. The pavilion can hold up to 50 people. The free shuttle service that serves all the area’s retirement complexes makes the course extremely accessible. Willow Park Golf Course will also offer a snack bar.
Each year, over 200,000 retirees visit the Crest Canyon area. The Crest Canyon area attracts over 200,000 retirees each year. They spend more than $250 million annually on lodging, food, and other recreational activities.
Marty Snyderman, Palmer St. Andrews and Luke Roth, co-owners of the Willow Park Golf Course, have signed a 10 year lease with Claremont Properties for $250,000 annually.
1.1 Objectives
For the first three years, the Willow Park Golf Course has the following objectives:
Revitalize the old course to attract loyal local clients.
Strategic alliances and player word-of-mouth recommendations can make Willow Park a destination golf course for avid players and vacationers who are prepared to travel to play golf.
Exceeding customer’s expectations.
Assembling an experienced and effective staff.
1.2 Mission
Willow Park Golf Course’s mission is to be a popular course for residents and visitors to the Crest Canyon area.
MedNexis, Inc. (the company) is a medical device development company that has designed and patented medical devices which it plans to produce and market. An electromagnetic muscle stimulator/field generator has been developed with the collaboration of leading medical professionals and biomedical experts. Initiated patent number 1
Allopathic Medicine
One market addresses the unmet need for atrophy prevention/treatment in conditions that result in patient immobilization lasting more than two weeks. Two weeks of immobilization results in a muscle losing over 30%, which means that it will take longer to recover fully. MedStim, a novel and innovative design, was developed to meet this need. As more research about the benefits and uses of pulsed magnetic fields is conducted, the number of possible indications for this device will increase. For example, pulsed field magnetism has recently been shown in controlled studies to be an effective treatment in accelerating the healing of skeletal fractures.
The market for allopathic medicine magnetic stimulation devices is already there, though it’s still in its infancy and could explode once the technology proves economical. The potential market for magnetic stimulation devices in allopathic medicine has been estimated at 4.2 million Americans. MedStim was the name of the innovative, new device developed to target this particular market.
Alternative Medicine
Another market addresses a gap in the alternative market for a device providing a stronger and longer-lasting therapeutic magnetic field. Dynamic magnetic fields therapy (the treatment and manipulation of soft tissue using variable magnetic pulses) has been shown to have beneficial effects on the immune system, circulation, wound healing, and other aspects of alternative healthcare. The strength of the magnetic fields generated is thought to determine these effects. TheraMag is a new, innovative system that was created to address the need for stronger therapeutic magnetic fields in alternative medicine. The market exists and it is estimated that there will be approximately 40 million US customers by the time we start.
Technology
Patent applications covering the company’s initial market entries were filed by a biomedical device patent specialist patent agent. MedNexis’#8217TM technology uses the principle that a magnet in a coil generates a magnetic fields which, in turn creates a current through any conductive materials within this field. This model is used for diagnostic studies. Single nerves can be stimulated with magnetism to diagnose. MedNexis created an electromagnetic device to painlessly stimulate muscles to contract by using this model. Applications of this technology are numerous, with the following devices being those initially marketed:
MedNexis’#8217’s patented device will be able to stimulate muscle effectively. This device will need higher electrical currents, more functionality and a wider range settings. This device will not be sold in the mainstream of allopathic medicine.
TheraMag- MedNexis’ patented device will bathe tissue in a magnetic field without causing contraction of the muscle. This device will be used in other applications.
Strategy
MedNexis will target both allopathic and alternative medicines. The devices will be named separately in order to distinguish them from possible negative connotations associated allopathic medicine.
MedStim will only be available through major distributors. It will not be accessible to the general public via other channels. Partnership with these companies will be crucial for gaining market acceptance. MedNexis’#8217 will concentrate its initial efforts in this area on producing controlled, randomized study data.
TheraMag will be distributed in alternative medicine centers that are less centralized and direct sales of TheraMag will also be possible. This market will not require any scientific proof. Entry to the market is possible as soon as the FDA issues an Investigational Device Exemption.
Regulation Issues
Through obtaining an Investigational Device Exemption and clearly labeling the product “
FDA regulations will be met and market entry will be expedited. These products will be accepted on the basis of successful research results. It will significantly increase demand and facilitate expansion to foreign countries.
Major Milestones
Research and Development in the Animal Stages is underway, early Year 1.
Expand patent coverage to Australia and Canada in the middle of Year One
Human clinical trials underway, middle Year Two.
Publication of research studies at the end of Year Two
TheraMag on sale at the end of Year One
MagnaStim available for sale, end-of-year two, labeled ‘For Investigational Only’.
Year Four is the year of profitability
Competitive advantage
The MagnaStim & TheraMag devices work well and are user-friendly. But, other devices that are currently on the markets are less effective, or more difficult to use, for the recommended therapeutic treatment. MedNexis is utilizing its patent-pending designs to meet the market’s need for a better, easier-to use magnetic stimulator/field generator.
Financial
According to financial projections, the company will be profitable by year 3 if it receives $750,000 in funding. The company projects $23.5M in sales and a huge net profit by year 3. This projection is based upon penetration of less then 3% in every market segment.
Since 1964 City Dojo (a karate school) has been a presence in its community. The dojo, owned and operated by the Shihan (head instructor) since 1975 has seen many changes at both city level and in the Martial Arts industry.
There are approximately five million Americans who currently practice Martial Arts. Although the boom years in the 1960s are over, the industry continues to see steady growth.
City Dojo and the surrounding area have long been a hub for Martial Arts training. There is a lot of competition. The dojo is in a critical moment of its existence. City Dojo is currently operated part-time (for the love and enjoyment of the art) and offers little income to its owner. To identify potential, the following business plan (the first for City Dojo) was developed. What was found is that there is tremendous opportunity in the Martial Arts marketplace and that the dojo is in a solid position not only to exist, but thrive in the Martial Arts industry.
The following plan will illustrate how the dojo can grow from its current breakeven point of 65 members to 200 (80% of capacity), in just three years. Based on an expanded membership, sales growth would increase from $65,000 per year in 2001 to $198,000 annually by 2004. The business plan suggests the dojo can generate considerable cashflow, if the business is operated on a full-time basis, offering its owner and any investor a healthy income.
For this growth to occur, the dojo will need a $20,000 loan, which must be repaid over eight year periods. This loan will be secured by the collateral of the house that is owned by the owner.
1.1 Objectives
Remodel and upgrade the dojo by 2002.
Payed membership should be increased to 200 by the end of 2004 (equivalent 80% dojo capacity).
To reduce membership turnover of 30% by the year-end 2004, measure by number students taking belt testing, from white to bleu.
You should create a cash flow that allows you to make investments in the future.
1.2 Mission
City Dojo was established to provide a place where one can learn the art of karate, have fun in the experience, make a commitment to that learning and to use the knowledge as a “stepping stone” to an improved self, family and community. Students will leave the dojo, with an experience that will last a lifetime.
1.3 Keys for Success
A unique, safe and modern dojo environment is possible.
Establishment, implementation, and tracking of a business and budget plan.
The dojo needs a solid Board of Advisors to help with both business and karate training.
UPer Crust Pies specializes in vegetable and fruit pies. Our pies will be baked fresh everyday and sold hot directly to customers through our retail stores. We will also sell frozen pies in lunch and family sizes that can be cooked at home in an oven or microwave. Our products are low-fat and free from genetically modified foods. They will also be accompanied by a selection of fresh premium salads.
Our products are imported directly from a private-label bakery in the UP to save on labor costs, investment in production equipment and additional warehousing. The main costs of our products will be minimal, including shipping, cold storage and product purchase.
We are looking to grow the company by opening additional retail outlets. In addition, we plan to create a business structure that makes it attractive for franchise opportunities. UPer Crust Pies, which has an exclusive import permit that can be used to distribute frozen products through supermarkets or bulk wholesale food chains could quickly become a market leader.
We have identified four main keys to our success. The first is to locate stores in highly visible areas. The second will be our unique, value-for-money product range. The third will place a strong emphasis on education and customer service. Finally, the fourth key is employee retention through training.
Yubetchatown, where the first UPer Crust Pies Store will be established, is the proposed business location. There are currently five locations that could be considered. UPer Crust Pies aims at three markets within the core of the metro district. Young adults and businesspeople are our largest market segment (42%). Families with children are our next largest market (36%). The final target market for us will be students between 15-24 years of age (22%).
Our marketing strategy will focus on attracting new customers, educating those customers and creating a loyal customer pool. UPer Crust Pies will appeal to consumers by using prominent signage, flyers and print media advertising.
Our sales strategy includes finding people who truly enjoy their jobs. We will continue to assess all aspects of our business and interact with our clients personally. We will evaluate food choices and keep favorites on the menu.
UPer Crust Pies is a Limited Liability Company. Lina Mackinac Gogebic is currently the owner of all membership shares. She plans to use a part of the shares in order to raise capital. UPer Crust Pies currently seeks a bank loan along with a private investment contribution from outside investors. Three months before opening, the majority of these funds are used for corporate design and remodeling. Lease payments will also be made.
Starting costs include inventory, shipping and cold storage fees for the product. Equipment assets such as a commercial oven, pie warmers, ambient display cases, refrigerators, freezers and miscellaneous one-time furnishings must be purchased. UPer Crust Pies anticipates that it will need liquid cash to cover operating expenses, unforeseen expenses, and wages for the first three month of operation.
UPer Crust Pies forecasts a modest growth rate in the first year. In the second, the company will open two more stores, and in the thirties, they will add two new stores. These stores will boost the company’s gross revenue in the second year and third years. Our forecasts for the first three-years of operations are very conservative in comparison to industry standards.
1.1 Objectives
First year sales above $120,000
Maintain a healthy average gross profit.
You should create a business structure that will allow for growth.
Five store locations must be open by the end if the third-year.
1.2 Mission
Education and customer satisfaction are our top priorities. We will strive for excellence by providing exceptional customer service and consistent product delivery within a welcoming and comfortable environment.
We are committed to achieving fair and responsible profits, sufficient to sustain the company’s financial health as well as ensure its continued growth. Responsible profit will fairly pay investors and owners as well as reward employees and their loyalty.
Employee welfare, participation, and training are equally important to our success. Every employee will be treated fairly, with dignity and the utmost respect. It is our responsibility as employers to provide an environment conducive to growth and development for employees.
1.3 Keys to Success
Locations: Good visibility, high traffic patterns, and easy access.
Store design: Very attractive and relaxed environment, efficient operations, quick.
Unique products: differentiation, competitive pricing, no direct competition.
Quality control: Consistency, cleanliness, and a policy that is not genetically modified.
Service: friendly, professional and informative.
Marketing: Positive image, educational, word of mouth advertising
Training, ongoing education, and recognition programs are all ways to retain employees.
Visions is a socially- and environmentally conscious club for health that is both concerned with beauty and mental well-being. This club is unique because it is concerned with social and environmental issues. All products are cruelty-free and plant-safe. VS believes that pampering clients’s leads to greater health and well-being of the larger society. We address clients’ special health concerns with yoga, meditation and exercise.
Our company’s goals include being profitable and building a product range through name recognition. The immediate goal is to launch a new product line in the beauty market. Long-term, the goal is to go public with several fitness clubs and an active product line.
1.1 Keys to Success
Create an environment for people to feel good about themselves, both physically and mentally.
Provide services for those seeking natural means to strengthen and heal their bodies due to injury or illness.
Provide services for the needs of women in shelters and those struggling financially.
Special activities are available for different holidays.
1.2 Objectives
Break even by the second year.
Increase your quarterly client base.
Include the company’s involvement in the community in local media.
Increased profits can be donated to charities.
1.3 Mission
Our company exists to improve the lives and well-being of women and men by offering relaxation techniques and healthy alternatives.
New construction of upscale residential housing in Boston has been robust in recent years, leading to the formation of new communities in need of neighborhood stores and services. Retail businesses have the opportunity to capitalize on this trend and adapt to the changing demographics as they see new opportunities.
Objective:
Vino Maestro is a full-service retailer of fine wines in Boston. It will stand out from the rest and grab market share by securing prime location in a new Boston residential area. It will adopt the best practices of other retailers, including excellent customer service and a wide selection of high-quality inventory.
1.1 Mission
Our mission will be to be the best spot to buy wine in Boston. We will measure this by the growth of sales and the ratings and opinions we receive in the media. Inventory and sales records will be computerized, to allow the company to identify and exploit best selling products, match volumes and profitability to service levels, anticipate demand, manage cash flows, assist with revenue growth plans, and optimize supplier/distributor relationships.
Goals:
Earn and maintain Vino Maestro’s title as one among the best in the Boston wine- and spirits retail trade.
Minimum gross profit margins of 30% (retail prices less wholesale costs) are established from the beginning.
Within three years, you can achieve a profitable return on your investment.
Over the life of your lease, you will earn a 15% return on investment
Contemporary Ti Design creates and produces unique titanium jewelry. Contemporary Ti Design has many designs available in earnings, pins, or pendants. Steve Artificer designs and manufactures all of the products. To grow the company and attain the desired market penetration, the company set the following production/marketing goals for the next three year:
Contemporary’’s designs should be used in at most 40 galleries.
Increase the number of design options by 8% annually
The Company
Contemporary Ti Design, located in Hood River, OR, is a custom manufacturer of titanium jewelry. Contemporary Ti Design offers a broad range of jewelry, including pendants and pins as well as earnings. Steve Artificer created all of the pieces. The company will be based in his home. Steve sells the pieces directly through his website, as well as through select galleries and art exhibitions. Steve plans to employ a sales representative within the eighth month to manage customer interaction.
The Market
The jewelry industry is fragmented. There are thousands to even thousands of jewelers competing in the market for distribution contracts. While some work locally and distribute, others have national distribution networks. Some artists will design products for larger companies to manufacture, others will design and make the pieces themselves. Here are some examples of Contemporary Ti Competition:
Artists create designs that can be manufactured on large scale and distributed across the country.
Companies that employ their own designers. This is where all the work is done in-house: design, marketing, and wholesaling.
Steve is one example of an artist who creates and makes each piece and then retails them.
Contemporary Ti Design will target two distinct customers. The first is the end customer, and the second is galleries that will be used to distribute the products. Steve will facilitate interaction with the end customer via his website as also through personal contact at shows/exhibitions. The exhibitions and events will allow visitors to meet with the galleries (museum shops and jewelry stores).
Financial Considerations
Steve Artificer has provided equity capital for Contemporary Ti. We will pass our break-even point within the first year. Based on sales projections over the next three-years, conservative projections predict an annual revenue in excess of $75,000 by year 3. The company expects that its cash account will remain healthy.
1.1 Objectives
The following objectives are set for the initial three years of operation
To create a jewelry manufacturing company whose primary goal is to exceed customer’s expectations.
Contemporary’s designs can be used in at most 40 galleries.
To increase the number of designs offered by 8% per year.
To develop a profitable/sustainable home-based company.
1.2 Mission
Contemporary Ti Design is a company that creates innovative jewelry out of titanium. We are here to retain and attract customers. Everything else will follow this principle. We will exceed your expectations with our services.