An exciting new business idea is possible in Eugene. University Mopeds rents mopeds from students at the University of Oregon. There is currently no business like this, in Eugene, which caters to this market.
It is possible to rent a student’s own vehicle during school for just a little more than a monthly cellular telephone bill. Mopeds are more cost-effective than cars and have lower fuel consumption. It is also possible to insure these vehicles for around $30-$50 per year.
This business target market would be approximately 15,000 full time students. Many students commute daily from Autzen Field. Parking on campus is hard to find, and the bus offers few options. The economical moped is the answer.
Students don’t have the money to buy a moped but can rent one for $50 per month. University Mopeds would purchase used mopeds for $400-$700 and lease them out. The average moped would be paid off within one year.
University Moped will attempt to reach 1% of full-time students in year one. This would translate into 150 rented mopeds. The 5-year growth rate should be no less than 15%.
Assuming an average purchase price of $550, and a ten month rental contract at $50 per month, it is possible for University Mopeds to be profitable in year two.
1.1 Objectives
Rent 150 units in one year.
University Mopeds can be self-sufficient and economically viable by year 3.
Rent at least 263 units per year (5% annual growth rate)
1.2 Mission
University Mopeds will serve the student first. University Mopeds will allow clients to rent quality transportation at a fair rate. University Mopeds will be a financially sound business, which will reward employees and its owners.
1.3 Keys to Success
Great customer service and value.
Rent affordable.
Reaching the target markets
Integrity in service to our customers results in repeat business.
StructureAll Ltd. was established as a consultancy firm that specializes in structural engineers services. A home office in Yellowknife, NT will be established the first year of operations to reduce start up costs. The founder of the company is an engineer with 18 years of progressive and responsible work experience.
The founder, Philip Nolan, provided an initial investment towards start-up costs. Half of the amount will go towards start-up expenses, and the balance will be put into company accounts as working capital.
The firm will focus on providing visualization and 3D modeling services to our clients. Business plans will incorporate state of the art analysis and design software. The production team will have a focal point if they implement a quality control or assurance program.
1.1 Objectives
In the first year, revenues were modest. However, they grew slowly over the next two.
At the end the third year, the market value has reached 20%
Increase gross margin by a substantial amount in the third year.
1.2 Mission
Our mission it to provide clients in Canada’s North with all types of structural engineering services, from concept to completion. A highly skilled professional team works together with common sense and practical knowledge.
1.3 Keys to Success
Provide professional quality services within the agreed timeframe.
You should develop a plan for following-up with your clients to measure performance.
Scope creep. The approval process allows the client to demand more consulting services without having to pay more.
An engagement letter, also known as a proposal, is the basis of a professional consulting business. Accepted proposals become the contract between client and consultant regarding what should be done, when, how much, etc.
For tracking progress and managing ongoing projects, it is helpful to refer back to the original engagement. This will help you avoid scope creep and helps you track your progress. It’s a missing link that consultants often overlook.
Solution
Overture compiles proposals incorporating building blocks of content including text, tables, and milestones, component tasks, and date and deadline data, with ongoing progress tracking, tickler functions, communication with clients, and billing for progress. The key differentiator, secret sauce, is easily managed tools and a conceptual framework for ending scope creep.
Market
Prospects are open to single professionals, small-sized professional firms, and individuals working in large companies. Pricing is flexible and the software is available at different levels. Prices start at $19.95/month for an individual account.
Competiton
Competing software
There aremany good proposal management options span style=”font weight: 400 ;”>.
PandaDoc
RFPIO
Propose
Qwilr
Bidsketch
Osmosis
Loopio
Nusii
Proposable
Octiv
GetAccept
None of them address scope-creep like Overture. Many are priced higher than us and few of them have the same features as we do.
The real competition
The real competition is using existing word processing tools combined with project management and billing.
Why Us
We are fortunate to have three highly successful entrepreneurs who are now able to invest their own capital to help cover startup investment in the middle to six figures. They have strong software and consulting experience.
We value our customers. We believe we are doing what is necessary, will help users succeed, and will provide the best way for them to spend their money.
Expectations
Forecast
Our priority for the foreseeable future is high growth, not profits. We want to attain high valuations that create good opportunities for investors and ourselves.
Financial Highlights Year-by-Year
Financing Needed
We expect a capital investment in excess of $2.5million.
Our three founders are able to fund $240K of early seed money to build the business enough to secure a round of local angel investment.
We are looking to attract $750K angel investment for the Spring 2023.
University Telephones offers landline and cell phones to students of State University. University Telephones will operate from a storefront in between the University Bookstore (a popular student coffee shop) and University Telephones. Located just a half block from campus, University Telephones is accessible to all students.
Steward street is the main exit and entrance from campus. Students spend over $100 million each year on products, services and other items with businesses that support the university community.
University Telephones will focus on students that live on and off campus by offering products and service plans that are tailored to student needs. About six thousand students live on campus. An additional twelve thousand students live off campus. The campus is located five miles away from any telephone outlet.
Robert Conway is the owner of University Telephones. He has been the manager of University Bookstore’s electronic section for the past four year and is familiar with his target customer base.
1.1 Mission
University Telephones’ aim is to provide its customers with the highest quality telephone services and products. Robert strives to provide personalized service to customers through convenience and fast service. University Telephones’ technological expertise allows customers to choose the service and product that best suits their needs. Finally, Robert has strong vendor relationships with the product suppliers and will be able to meet customer’s demand for the newest innovation in telephone technology.
1.2 Keys of Success
University Telephones’′ keys to success will include:
Excellent customer service.
Develop and maintain a referral program of customers.
You should be a specialist in cell phones and cell-phone programs.
Rapid response to customer issues with product/plan.
People in the area need to have a place where working out can be a family activity. Parents can bring their children along to help with any exercise activity.
Solution
Mountain Brook Fitness Center will be expanding and creating a larger childcare center. A new equipment purchase will be made for the childcare centre. The childcare center is currently capable of caring for 30 children, but it can only take care of five infants. The new facility can handle 60 children, which includes 15 infants. The short-term loan will pay for the expansion of the childcare facility.
Market
Monroe is always on the move. For the past three decades, Monroe’s population has increased by 15% annually. Monroe has 600,000. Monroe’s current population is 600,000. Mountain Brook Fitness Center has been attracted to this type of professional.
Competition
There are other gyms located in the same area. Our gym is unique as we are focused on families. They can join together or go their separate ways and then grab lunch.
Why Us?
Mountain Brook Fitness Center not only is a growing business-person’s and family-oriented club in the Monroe, but is also a very successful one. The majority of our members, who are between the ages of 45 and 45, have young children. The center currently has around 900 members. A membership costs $800 annually. Mountain Brook Fitness Center hopes to increase its membership by 300 more members and their families in the next three-years.
Expectations
Forecast
Our forecast is dependent on key assumptions, including retention. However, we believe that we can launch and reach critical mass quickly enough to establish profitability by year 1.
jSpan Corporation is an Application Service Provider. (ASP) It provides Internet-based remote access services for independent professionals and small to mid-sized businesses. The Webtop interface for jSpan allows you to combine legacy systems, online apps, and value-added service into one environment. jSpan’s Webtop interface allows it to act as a distribution hub for other providers of application services. jSpan exploits the growing demand for remote access as well as the industry trend toward outsourcing IT applications.
Private investors have contributed $500,000 to jSpan Corporation. These funds will be used for an initial test market deployment, the formation of a management team, as well as to license key technologies. The company is currently seeking $3.2million more via Series A Preferred Equity. These funds will be used to support a full-scale product launch within six months from the closure of funding.
Business Model
jSpan can provide remote access services by partnering with Internet Service Providers. Remote access is managed via an Internet-based Webtop, which aggregates applications from remote offices networks and other Internet locations. A per-user monthly subscription fee is the main way to generate revenue. Value added services and premium subscriptions eventually increase the revenue stream by including transaction and syndication charges.
Co-marketing and revenue share agreements with strategic network services providers drive customer acquisition. Direct end-user marketing (advertising or promotions) will help build customer awareness as well as solidify the jSpan brand. Partnerships with Internet content providers, service provider, and product manufacturers will allow for content syndication to build a wider customer base.
Opportunity
Remote access to important business information is in high demand because of the flexibility of work and the mobile workforce. Forecasts estimate the mobile workforce in the United States alone will exceed 47 million employees four years from now. Mobile computing devices are being adopted by independent professionals and small to mid-sized businesses to keep them competitive. However, these individuals lack the technical and financial resources to create a comprehensive remote access solution.
Professionals increasingly require access to multiple offices from multiple locations. Around 23% of Internet users at home brought work home on weekends and nights, while 17% used the Internet as a way to start a business from home. The number of telecommuters has shown rapid growth, exceeding 9.7 million this year.
According to Access Media International, small businesses invested $138 billion on information technology and telecommunications products last year. Companies seek technology solutions that are more effective for a small number of employees than a larger market. These companies are outsourcing technology services in an increasing number.
Product
jSpan provides remote access through a universally accessible Webtop using Virtual Private Networking (VPN) technology to establish a secure connection to the remote target system. These two technologies combined eliminate the need to create a custom remote access solution. Access can be made via xDSL (T1) or cable modems. The result is a secure Internet hosted Webtop with functionality similar to an office workstation. Using existing core technology will allow jSpan a faster entry into the market and reduce development time. Premium subscriptions and value-added services will increase the customer’s value proposition over time.
Financial Analysis
Gross revenue is based upon per user revenue of $21.25 monthly. It is forecast to reach $422 millions by the end five years of operations. International Data Corporation has calculated the target market size based on the projected mobile workforce. International expansion and additional opportunities for consumers or enterprises could increase the potential market.
jSpan consolidates the market for independent professionals and small businesses. It is a potential target for companies that provide goods or services to this segment. Based on a $450 acquisition cost per user, management estimates an acquisition valued of $105 millions at the end-of-year three. This will rise to over $1 million by the time of year five.
Management teamjSpan has assembled a group of technical experts and managers. John Millar (founder) and Kim Niquette (founders) have both worked in high-growth technology companies as well as international entrepreneurial organisations. jSpan’s technical staff includes people who have had software development and operational experience with Raytheon Corporation, Sun Microsystems, Raytheon Corporation, as well as a range of start up ventures. After a major funding event, additional senior management will be added to the team. jSpan has also assembled a strong advisory team that includes both experienced entrepreneurs as well as leading professionals.
John G. Millar (Co-Founder, CEO).
Kim Niquette is Co-Founder and Chief Financial Officer.
Norman Walters COO.
Carlos Garcia, Technology Specialist.
Board of Advisors
Joseph Addison, Co-Founder and CFO of StartABusiness.com.
James Smith, Vice President of Business Development for Exodus Networks.
Michael M. Rodgers, Partner, Watson, Sonoma, Goodson & Rodgers.
Peter J. Wilson is Director of Business Development for Advanced Network Communications.
Additional biographical information concerning the Management Team and Board of Advisors is available in topics 7.1, 7.2 respectively.
1 “Where’s Office?” U.S. U.S.
#8220Online Nation: 1998 U.S. Internet User Survey #8221, International Data Corporation. 1998.
Wy’’East Law Firm is a boutique technology law office in Portland, Oregon. Richard Bloom, an experienced attorney who has worked previously for (name omitted), will lead the firm. WLF will handle all IT-related needs. Specializations include mergers, acquisitions, and qualified stock options plans.
In addition to WLF’s technology practice, we will offer public interest legal work at subsidized rates. The technology practice will allow the firm to be able to provide public interest organizations legal help at the cost of overhead.
WLF is a limited-liability company that was founded by Richard Bloom.
1.1 Objectives
WLF’s objectives for the first three year of operation are:
To create an law firm whose primary goal will be to exceed customers’ expectations.
To create a client roster that includes at least 20 companies each with revenues over $3,000,000
To improve our ability to serve public interests organizations each year.
To be able each year to offer some legal services at a sub-subsidized rate.
1.2 Mission
The mission of Wy’East Law Firm is to provide the Portland community with technological and public interest legal guidance. We exist to attract and maintain customers and to support the public interest community. If we stick to this maxim, everything else falls into place.
Stroll Net is a forum that allows for communication and entertainment via public Internet access. We will create 16 Internet enabled pay-kiosks that can be used in public places throughout Tech City. These locations are frequented both by students and business people, but have no similar competition. Our flagship location will be next to the downtown bus and train station, where, for less than a dollar, travelers can check email, locate phone numbers, and look up directions on any of the multiple online-mapping sites. You can also surf the internet, depending on your budget and time. We accept both credit cards and real money (coins or dollar bills), so we can capture both the casual user and the traveler who has money to spare.
Stroll Net is the solution to a growing demand. Americans want access to the methods of communication and volumes of information now available on the Internet, at a cost they can afford, and in such a way that they aren’t confined to a bedroom or office desk. Stroll Net’s goal is to offer a cost-effective and convenient way for the community to connect to the Internet from anywhere, including their offices.
This business plan has been prepared for financing in the amount $299,671. The supplemental financing is required to begin the purchase of public Internet terminals, the purchase of an office warehouse, office equipment and supplies and company vehicles, and to cover expenses in the first year of operations. Cam Piotr (owner) and Bob Green (long-term loan $100,000) have provided additional financing.
Stroll Net is now incorporated as a Limited Liability Corporation. This will protect Bob Green and Cam Piotr from double taxation and personal liability. The investors will be considered shareholders and are therefore not liable for more that their $5,250 per person personal investment.
Stroll Net will be able to open and continue operations in year one thanks to the financing as well as the capital contributions of the owners. Stroll Net will be able to offer its customers and clients the best public Internet terminal possible thanks to its large capital investment. To provide customers with an unrivalled service, a unique product is necessary. Successful operation in year one will provide Stroll Net a customer base that will allow it to be self-sufficient in year two.
We project dividends of $100,000 and $200,000 for an investment of $299671, depending on cash flows. These projections are made based on real business revenues from similar start customers of our internet kiosk supply in other states. With a break-even point at $42,599 per monthly, we anticipate revenues of $727.072 and net profits of 18.5% or $134.305 for the first year. Stroll Net’s net worth will rise to $610,320 by year three. Revenues will reach $1,136,067 by year three. Cash flows will determine the dividends. Investors have the option to be purchased outright by the company owners at year five.
1.1 Mission
Access to the internet is becoming more and more common as it grows in popularity at an alarming rate. Stroll Net provides internet access for both business and personal travelers. It can be accessed via public Internet terminals, or wirelessly from your office. Young and old internet users can connect to the internet at a minimal cost. They can also use it while they are in hotels, waiting at airports, or shopping in malls.
We want to be the first to bring an innovative, high quality public Internet terminal to the current market. We will bring value to the community by providing valuable services and a high-quality product. Our terminals will utilize the most advance technologies and our staff will possess the utmost in customer service experience.
1.2 Keys to Success
As a start-up company, new to the industry, we must be focused and work hard to create an acceptance for ourselves and our products and services within the marketplace. Our success is based on these key factors:
Placement and delivery of innovative products or services that expand existing markets as well as create new ones.
A steady, disciplined pattern of growth.
Building a relationship with clients.
1.3 Objectives
Stroll Net&
#8217’s first year objectives include:
Innovative product introduced that makes it affordable and easy for Internet users from all over the world to access the Internet without leaving their home.
The creation of an environment that allows businesspeople to access their files and programs.
The establishment of 100 Internet terminals for public use in the North MyState.
The following are our growth goals for the next two-years:
An increase in the number of public Internet terminals by 20% every year.
Revenue growth of 25% annually
1.4 Risks
Stroll Nets are not without risks
Is there a demand for Stroll Net’s services in Tech City?
Will the popularity of the Internet continue to grow, or is the Internet a fad?
Will Stroll Net’s service be affordable for individuals?
Is it possible that the price of Internet access from home will drop so much that there won’t be a market in the future for public Internet terminals.
University Patents aims to transfer technology from research universities into pre-existing companies through the licensing of patents.
The office of technology transfers is responsible for bringing university research and patents to market. Some universities have been very successful in this area, such as Stanford, U of Wisconsin or MIT. However, most universities lack the network and workforce necessary to place most patents. Universities are traditionally focused on patents that will make them money. Yet, less than 0.6% generate more than $1,000,000 annually in royalties. University Patents is able to assist universities in placing technology. The company’s singular focus can also help increase the revenue of the university through increased licenses. University Patents will make income by receiving a commission for each successful placement.
Many patents that are the result of university research cannot be used to support a business. They are most valuable to companies that already have products or can diversify their businesses into new markets. The small size of these patents mean that most Venture Capital (VC) firms are not interested in these patents and the universities are reluctant to spend time trying to place them. University Patents will have the ability to concentrate on the smaller patents. This will allow them to bring several patents per year to market.
University Patents’#8217′ business model will involve working with universities to place technology patents with corporations. University Patents will investigate the market, devise a value structure and find potential licensees. University Patents will negotiate with these parties and will be paid a commission based upon the licensing agreement and future royalties.
1.1 Objectives
First year objectives
Establish solid relationships with four university programmes in your first year.
Move four patents to commercialization in the first year.
Within the first six-months, establish a contact process for contacting public and private companies.
There is a shortage of skilled and respectful assisted living facilities that are full-time. CT does not have enough skilled, short-term facilities that can provide medically qualified care for its residents.
Solution
Bright House is a home for 14 full-time residents of assisted living. It offers medically-skilled and self-sustaining care, as well as skilled nursing care for residents who are short-term. Bright House is a beautifully renovated 6 acre property, the former Wayfield Bed and Breakfast. It is located in Middletown CT, a small college town. Bright House brings together decades worth of experience and alternative visions for the potential in our older family members’ latest years.
Market
The Baby Boomers’ aging is a well-known, and often discussed, fact. This group, which included many of those who created the counterculture of the 1970s and 60s, is increasingly unhappily amazed at the number of options they have as they get older. Fortunately, like the American Association of Retired Persons (formerly AARP), elder-care alternatives based around the Eden Care model are being established.
Residents’/Patients’ Needs
Based on years of care for elderly patients, our experience shows that people who are looking for skilled nursing care or assisted living care have many similar needs.
To be treated with respect and dignity
To actively engage in a social group
Participation in one’s/her treatment and life plan
To be cared for by skilled, medically-knowledgeable clinicians and caregivers, working as a team
It may seem that our list is in the opposite order of that of many nursing homes. This is not an accident. Unfortunately, most of our elderly population who need care are treated with the billing system’s needs, and not their own, in mind.
Families’#8217 Needs
In the same way, families seeking caring environments for loved ones have their own set needs.
It gives them peace of mind about their loved one’s physical and mental health.
Relief from the time-consuming job of caring for their family members themselves
It is possible to feel relief from the guilt they often feel when they are unable to provide the proper care for someone they love.
Family members who are seeking care need to be aware that the unstated, big elephant in their room is the feeling of being a bad wife, daughter or son. She is not willing or capable of giving up her life for someone she loves. Bright House doesn’t want to discredit this feeling. Instead, we try to assure families that choosing to let us care for their loved ones is a caring, kind, and generous act.
Concurrence
There are a number of different options for families seeking nursing home care, from in-hospital recovery centers, to for-profit chains, to specialized care for people with Alzheimer’s, AIDS, diabetes, and so on. The closest care facility to our model is the specialized care facility. These facilities offer personalized nursing care but are usually reserved for individuals with particular medical issues.
Why Us
Bright House encourages dignity and self worth in all our residents. We strive to provide excellent quality life, as determined by residents individually and collectively. We encourage residents to participate in decision-making by the House Councils. Residents also have access to all areas of Bright House. They can also choose their own activities, socialization and food preferences. Bright House is not just a caregiving facility–it is their home, and their community.