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.
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
The telecommunications revolution is upon us: Personal communication and unified messaging systems have been at the forefront of this technological breakthrough. From 1984’s deregulation of long and local telephone service, the competition has increased and sought every nook or corner of telecom products for both consumers (and businesses). From that day only 15 years ago, when consumers were tied to a fixed phone with its fixed phone number, mobile and cellular phones have proliferated to meet the demand for communication anytime, anywhere in the world. Companies that do not anticipate change or keep up are quickly consigned to financial and technological death – Iridium being the latest example. Quality, depth and speed of execution have replaced financial muscle as the ultimate arbiter of the market. AT&T finally realized this and brought in a technology-savvy CEO who could pull the trigger on needed change; Iridium did not and paid the price.
TeleSpace has the potential to become the market leader on personal communications and unified messaging. Because they have access to telecommunications mobility via multiple phone and/or fax numbers and pagers as well email addresses, the consumers are now looking for simplicity in their lives. They need MyLine.
MyLine, an operating system, has been in existence for more than five year and has a small but loyal customer base. The technology is simple, elegant, and easy to maintain. The system includes a variety of features, some essential, others not. MyLine is not as popular because it was designed and advertised like a pocket knife. It was twice the weight it should have and came with instructions. Consumers knew they were in trouble before they even used the product.
MyLine is able to provide this information because of its internal market research. There are five primary target markets, three of which will be discussed below, starting with the businessman and consumer who just wants to get phone calls no matter where: In the office, in a car, in a plane, playing golf, wherever. If the customer is on earth, MyLine will find him/her. You can also reach the Soccer/Sports mom via our 800 MyLine toll-free number. It’s also a very popular market for military personnel, both personal and professional. They expect reliable, confidential, mobile communications. MyLine can help them enlist.
The global telecommunications market is enormous, with a value of well over $200 billion. It is difficult at this stage to quantify the sub-industry personal communications/unified messaging, with its hundreds and millions of actual/potential consumers. Management projects that the industry will generate sales of approximately $40 million over the next three years, and that the monthly sales rate of $5,000,000 per month would be less than one percent of its market share. The market leader would require a 5- to 10-percent market share. Management plans to achieve this within five years.
1.1 Objectives
TeleSpace’s primary corporate objectives are:
To become the market leader in personal communications and unified messaging products and services within five years.
To be the lowest cost provider and promote aggressive pricing in the industry.
To have the best, most responsive customer service through Year 1
1.2 Mission
MyLine is already the most technologically-superior personal communications system in the world. TeleSpace management plans to capitalize on MyLine’s brand, technical reputation, and become the market leader within personal and business communication systems and unified message systems within five year.
Success Keys 1.3
TeleSpace’s success is dependent on three key factors:
Marketing must generate enough sales volume to support an aggressive pricing model, while still reaching planned profitability projections.
Private label MyLine must be promoted through their distribution channels by strategic partners.
Equity capital must be secured at a reasonable valuation.
Family Fair, Incorporated is looking to purchase the Market Plaza Theater, operate it as a “/Market Plaza Showplace, and host live performances in the Market Plaza community of Trinity, Texas. Family Fair plans to restore the historic landmark, which is situated amongst the Market Plaza Business Center’s many shops and restaurants. The area is currently without any such operation. There are no bars or clubs that offer live entertainment.
The Showplace promises to provide quality, wholesome and affordable live entertainment in an elegant, clean and charming setting. The Showplace will provide family-friendly entertainment for those who otherwise would have to travel to other cities.
The operation will provide immediate cash flow and a high return to its shareholders. The revenue projections are conservatively based on two regular shows per semaine and a minimum number of special events. Special artist showcases, weekday ‘#8220’ Branson, Missouri productions or holiday season special presentations are not included in the revenue projections. Other than the revenue generated from regular showcases and private events, the facility will be advertised to large companies for special corporate events. Additional revenue-generating operations such as audio and/or video recording, sponsored broadcasts and eventual syndication will be available in the future.
Family Fair’s executive management team has the experience and commitment required to make the venture a huge success. The venue will soon be a entertainment “hot spot” in Southwest, and it will have national exposure. Additional financial information is available in the appendix.
1.1 Mission
Family Fair, Inc. produces high quality, affordable entertainment in the elegant Market Plaza Showplace. It brings family-oriented live entertainment in a private function facility accessible to those who would otherwise travel out of the community to enjoy similar activities. It generates cash immediately and makes a great profit. It offers performers and employees a glamorous and fulfilling work environment, as well as a return that is exceptional for its owners.
1.2 Objectives
To officially open the venue with a well-publicized Grand Opening event.
To generate a healthy net income in the first year.
To double gross sale in the second years of operation.
The education of our children must be started earlier. The school system in general is failing. Individual tutors and private teachers should be hired by those who are able to provide support for their children’s education.
Solution
The Toddler Warehouse offers full-service child and developmental services for toddlers aged three to five years old. The Toddler Warehouse focuses on professional parents who earn double income. These highly ambitious parents are usually keen to see their children succeed and will spend a lot to get the best facilities for their children.
Market
The Toddler Warehouse is offering child development and care for toddlers between the ages of three and five. The Toddler Warehouse will target professional families earning double income who don’t have the time or the ability to care for their child. The Toddler Warehouse is looking for families who are willing to pay more than just baby-sitting. They would like their children to participate in programs that develop many skills such as socialization, math, art, and large muscle group exercises. Professional parents who are driven by their children are more likely to be willing to pay the highest quality development services.
Competition
The Toddler Warehouse is a competitor in the child-care industry. The child care industry is very broad and populated. Companies at all levels of the market are available, from basic baby-sitter services to those that compete with The Toddler Warehouse. There are both services that provide standard business hours and those that offer evening or night hours. There are regular services and no reservations drop off. A lot of parental choices are based on quality, price and gut feeling. The Toddler Warehouse believes that success lies in concentrating on a certain market and choosing a segment of the market which is growing.
Why Us?
The Toddler Warehouse’s mission is to provide high-quality child care. We are here to retain and attract customers. When we adhere to this maxim, everything else will fall into place. Our services will surpass the expectations of customers.
Expectations
Forecast
The first year will be profitable. After year 3, we will be able employ more general help that focuses on the care aspect of care.
OutReSources, Inc. will be a consulting company specializing in the design and delivery of training products and services in statewide and regional markets. The company offers health care providers a reliable, high-quality alternative to in-house resources for business development, market development, training, and quality assurance.
OutResources, a Greenstate DBA Company, will initially be set up under the umbrella Flowstone, Inc., and will be based in Greenstate’s Central County, which is home to the majority of Greenstate’s population, growth, and development.
OutReSources plans on targeting health care service providers within the state and tailoring its services to meet their needs. OutResources’#8217 will face the challenge of establishing itself as a real training and consulting company. This position is relatively risk-free.
There are several types of industry competition. Most significant is the choice by companies and agencies to conduct business development and training internally rather than outsourcing. There are also state and independent agencies that offer training and development. These companies tend to be generalists and don’t focus on any particular market. A flawed organizational structure often hinders these companies. This means that they don’t have the most qualified people to handle client projects. OutReSources has an advantage over other companies because it offers high-quality consulting that integrates theory and practice to support the clients’ goals.
OutReSources will cost at the highest possible price the market will bear. The pricing will fit with the general positioning of OutReSources as providing high-level expertise. The first year is expected to see substantial sales and a healthy cash balance.
The company’s founders were all previously employed health care providers in the fee-for service markets that we intend to target. OutReSources was established by them to formalize the existing consulting services they provide. OutReSources is managed by working partners, a structure largely derived from Flowstone, Inc. In the beginning, three partners are assumed: Khallie Lovecharnold (from Flowstone Inc.), Soren Aboukir (from Flowstone Inc.), Yuriatin Guadalquivir.
The firm anticipates healthy profits the first-year with a commensurately large net profit margin. The company anticipates no cash flow problems.
1.1 Objectives
OutResources set several goals in the first year.
A training service is developed and implemented that targets both private and public health care providers, who offer fee-for–services. It must be compliant with state and federal regulations.
By developing a service that supports those providers still operating within the Medicaid ‘fee-for -service’ framework, we can raise the quality of care and break free from the limitations of Medicaid’s #8220 fee-for-service.
In order to maximize your net profit margins you need a company that has low overhead and is not liable.
1.2 Mission
Our mission is to raise the standards of health care services by improving the skills, abilities, and efficiencies of those who provide such services. We aim to train and educate those who provide healthcare services, and are reimbursed by and regulated under the state governing bodies. We aim to be transitional educators and trainers to those with the education but without the experience.
1.3 Keys to Success
Quality Credibility
Training trainers in the relevant disciplines who are qualified
Credentials: Education. Licenses. Certifications
Proven successful track record
Continuing Education units
Strong Formal Approach
For all services, developing strong formalized training methods
Policy and Procedures
Hierarchy roles within the Organizational Structure: Qualifications & Duties
Confidentiality management
Feedback Reporting: Final Product
Promotional and Marketing
Start with what you know: Our first offerings are built on our expertise
We want to reach a large audience: Expanding our services
Spring boarding off current credentials
Operation and Liability
Maintaining low overhead and liability by:
Maximizing abilities and simplifying roles
Assessing the market, initiating with ‘#8220’ High End targets (larger providers, high fee for service rate services)
Strong investments in quality equipment vs cost by including
South Kelleton Keys and Locksmith, also known as SKelleton Keys, will be a shop that specializes in locks and security products. It was founded and managed Padraic Lawkse who is an experienced and certified locksmith. The company will open a South Kelleton shop and sell locksmith hardware and services to businesses, homeowners, landlords, and tenants in the area through direct sales and advertising.
Net profit will rise significantly from its first year of operation to the end of its third year on a projected almost doubling of sales. The company will expand its services and products sales, as well providing qualified referrals to security vendors for clients who are unable to handle their needs directly. An additional locksmith will join the business in the third year to apprentice under Pad Lawkse and expand the company’s business.
South Kelleton Keys Locksmith is seeking a three-year loan for its business. The loan will be used to fund the initial operation and Pad Lawkse’’s capital investment.
1.1 Objectives
The objectives for South Kelleton Keys and Locksmith are:
In South Kelleton, open a store
Establish relationships for lock sales with ten apartment buildings in your first year.
One year after its inception, the company has achieved a doubling in sales and gross margins of more than 40%.
1.2 Mission
South Kelleton Keys, Locksmith will increase security for buildings, owners, and tenants in the South Kelleton neighborhood. They provide the highest quality locks and security solutions, as well skilled installation and repair.
1.3 Keys to Success
SKelleton Keys has to be a success in locksmith business
Develop relationships with building owners
Encourage awareness within the community about their proximity, quality, affordability, and accessibility
Quickly respond to any requests
You should sell “security and tranquility” of mind, rather than “locks”.
Everywhere Assistant, a start-up virtual assistant business, is now available. Sadie Clark, the founder and sole worker of the company, is the sole proprietor. The company was started and will provide services to a diverse geographical segment of customers.
The Market
Everywhere Assistant identified three market segments that will be targeted. Companies of different sizes make up the first segment. It is common to see large-scale corporate downsizing during the current business climate. This is helpful for Everywhere Assistant because the downsizing means that people kept within the company are busier than ever. It is not uncommon for downsizing to result in the outsourcing of jobs/projects that the current staff cannot manage. Everywhere Assistant believes that companies will account for the bulk of their sales, relative to other customer segments.
Individuals make up the second segment. This is a very appealing segment as we all have less time in our day. The virtual assistant (VA), can be a way to free up time or not have to perform tasks that we do not like. The services offered to individuals are expected to be less tedious than those provided to businesses.
Last, but not least, are not-for-profit organizations. These organizations, due to their status not for profit, do not have excess capital. Therefore, they strive to maximize employee responsibilities and tasks. This means most employees are quite busy. Organizations don’t have employees that can handle random tasks. VA’’s are well-equipped to take over tasks quickly and smoothly. This saves money for companies as they pay only for the labor to complete the task.
Services
Everywhere Assistant offers many services. The bulk of the services are administrative. They include data entry, mailing list update, and more. These will be the services that are billed at the lowest end of the range of $25-$45. Services that are billed out near the top of the range are those that require higher levels of skills such as accounting, marketing, and graphic design. Services such as concierge services or travel arrangements will fall in the middle. These services are a broad range of services. The customer will not be able to do the services or may not have the time.
Competitive Edge
Most VA services are of a secretarial nature. They are jobs that an administrative assistant can handle. Everywhere Assistant will use their wide range of skills to maximize their competitive advantage. Everywhere Assistant can offer clients more technical skills than the mundane tasks. For example, Everywhere Assistant can use PageMaker and Photoshop to create graphic designs and also have a strong marketing and research background. This is a competitive edge because once a client has found a VA they have an economic incentive to continue to use them as opposed to finding someone else (assuming that they are happy with the level of service and the work product). Clients who are happy with the VA’s work but need assistance on a specific project require the VA to find a solution. The VA (Everywhere assistant) should have a greater range of skills so they can offer more value to the client.
Everywhere Assistant, which is a virtual assistant business model, offers a wide range customer services remotely using the internet. This business model is extremely efficient. It will provide Sadie with a steady income and allow her to choose when and how to work. According to the forecast, revenues will rise for year 2 and 3, with corresponding net profits increases.
1.1 Keys to Success
Offer a wide range of services allowing Everywhere Assistant to handle any type of task.
It is possible to complete last-minute tasks if you have a flexible schedule.
Accurate billing and project estimates are essential.
1.2 Mission
Everywhere Assistant is committed to providing the highest quality administrative assistant services, even from remote locations. Everywhere Assistant will be able to handle a wide range of tasks with a level of professionalism and trust that is hard to come by in today’s world. Everywhere Assistant will meet or exceed the customer’s expectations.
1.3 Objectives
To earn more than $35,000 in the first 12 months.
To earn enough money to keep the job as a full-time position.
Because there are sufficient word of mouth opportunities to stay busy, it is possible to lower marketing expenses.