Bees’#8217’ Circus is a music and children’s play program. There are also a number of parent/child programs dedicated to children’s social, emotional and physical development. There are eight weekly classes available for children aged from newborn to four years. These activities help children develop balance, coordination, and other sensory stimuli. They also reinforce good social skills through group play. Bees’ Circus also offers music classes. Children from the ages of 16 months and up will enjoy singing and dancing and learning new musical beats. Each week, new musical styles will be introduced, such as jazz, contemporary, and classical tunes. Both parents and children will enjoy activities such as song exploration, songwriting and movement to music.
In Monroe, the only program similar to Bees’ Circus is available. The city does offer classes for children through the parks and recreation department but they are not part in a comprehensive growth plan for pre-schoolers.
Bees’′ Circus is centrally located within the new commercial centre that serves the wealthy northwest region of Monroe. Over the past five years, there has been tremendous housing growth in the northwest of the city. To date, 3,500 new housing units have been built in the area to accommodate the growth of the city’s population. Many of these units are being rented or bought by young families. There is no current park program serving the area. A new park is planned to be built in the next three year’s for the 10,000 people living in the area.
Barbara Miller, coowner at Bees’s Circus, is an educator who has worked for over 20 years. Her involvement in the development and implementation of Monroe’’s preschool programs has been invaluable. Bees’′ Circus is her way of offering parents and children a safe place to play and spend time together.
1.1 Mission
Bees’#8217 Circus has the mission to support children’s social, emotional and physical development. Bees’′ Circus activities also include parents.
Parents can help their child develop confidence and explore the world around them. Spending time with mom and dad can lead to healthy emotional development as well as trust between the parents and their child.
1.2 Objectives
The following are the goals of Bees’′ Circus:
Fill classes to 70% capacity within the first year of operation.
Retain at least 50% of children moving from one class level to the next.
In the second year of operation, the class participation rate will increase by 15%.
This plan contains detailed information about the establishment and operation of CabinFever –′ Child Fun Center. The plan provides details on the business growth plans, operational procedures, and infrastructure.
Cabin Fever will offer young families in Bemidji, MN and the surrounding area a quality family recreation center, with jungle gyms, soft contained play structures, slides, and imagination-inspiring play areas for children ages 2 to 5. Safety-tested equipment has been approved and employees have received training in first aid and child safety. Parents will have access the special seating areas to observe their children playing safely and actively, even in winter’s coldest and darkest months.
Derek Giesbrecht (advisor), Brian Solum (owner), is responsible for the design, construction, and development the daily operations as outlined in this plan. Soft Play, LLC, is the president of Soft Play, LLC, an indoor playground manufacturer. He has been in Active Play for many decades. Soft Play is now the market leader in Family Entertainment. Brian is a former real estate agent, a father of four, and has over seven years of experience in the child care industry. Brian will be supported with a customer-focused and team-oriented staff. Cabin Fever retains the services of a CPA to prepare tax returns and pay taxes, as well to act as a business consultant and help set achievable long-term goals.
CabinFever is projected to achieve $158,000 in first year sales based on current child recreation market prices. We anticipate revenue growth of five per cent annually with good management. The following ratios apply in the first year:
Gross Margin greater than 95%
Net Profit Margin above 12%
Pre-tax Returns on Assets More Than 20%
Three-year average net worth of $76,000
We will limit the risks to Cabin fever’s success through:
Obtaining sufficient capital to build and cover expenses of initial operation. All investor capital is held in escrow, until the project has been fully funded.
Minimizing overhead costs, which increases the bottom line profit.
Building a solid customer base. We have identified the best location by using demographics. Our aggressive marketing program will deliver the results we desire.
Involvement in your community to demonstrate how the company will benefit your quality life.
All payments are made by cash or check.
1.1 Mission
To provide a safe, fun, profitable, and exciting child entertainment facility for children aged 2-5 in the Greater Bemidji region. This will allow children to grow emotionally, physically, and mentally through interaction with their parents, peers, and the facility.
Listening intently to customer needs in relation to entertainment, activities and facilities that relate to safety, environmental and services and then acting accordingly.
Develop a system of safety, security and accountability on the property between the staff, paying clientele and the general public.
1.2 Keys To Success
Location
Service
Safety
Cash
1.3 Objectives
30% of my target audience to use “/Cabin Fever at least 1.5 times per year. Based on the most current census and demographic data for this area, this goal would be to attract 3,600 children and 1,080 adult customers through the door in the first year.
By the third year, you can increase your market share to 40%
ToyLearn has been an exciting start up company. They have developed educational tools that engage and entertain children. The company has been founded by the husband and wife team of David and Jen Funster and is registered as an Ohio S-Corp. ToyLearn will be profitable by the end of year one and will have a steep increase in sales for the first several years.
ToyLearn will initially offer three educational toys. NumberToy is the first, which teaches number skills to children. LetterToy, as its name suggests, is a product that helps children learn the alphabet quickly. PhonicToy is the third product. It looks like a mini-PC and teaches math and phonics skills. The products are designed to help young people develop core skills. They are also fun and easy to use. New products are currently in development by the in-house department.
ToyLearn discovered three key keys to success, which are essential for the long-term sustainability of the business. The first is to create educational and engaging toys. Second, financial controls are essential. The final key to success is listening to customers, creating feedback mechanisms for product improvement.
ToyLearn identified two customer segments it will pursue. The first group consists of individual customers. These are parents or grandparents who are purchasing the product for their child. The market segment is expanding at 8% annually and currently has 3354,430 potential customers. Wholesale purchasers, which are usually organizations that buy the products for clients, is the second market segment we will address. These companies are often a nursery/preschool or care center. The segment is growing annually at 10% with 702,335 possible customers.
ToyLearn’s potential for success is ensured by its strong leadership team, which includes Jen Funster and David Funster. David, who heads product engineering, graduated at the University of Rochester in Engineering. After school David went to work for HP in their product development department for a number of years. David was a game developer at Nintendo when he left HP. David is a product of these experiences as well as his education. They have provided him with valuable skills to help ToyLearn expand its market share based on the quality and value of its products. Jen, the other half of our management team, earned her Masters of Education from Case Western Reserve University. Jen brings extensive knowledge in educational tool design to ToyLearn.
ToyLearn has conservatively forecasted sales of $367,000 in year two. In year three, sales will reach $475,000. ToyLearn’s success can be attributed to the combination of exceptional product development, seasoned management and the ability to spot a market opportunity.
1.1 Objectives
Create a profitable company.
Make innovative toys for education.
Improve the learning curve for children through the use of interactive toys.
1.2 Mission
ToyLearn’s goal is to provide the best educational toys. We will be more successful if we can help more children to learn basic functions through our toys.
InteliChild.com provides bright children a fun place to interact with educators and others on the Internet. It generates first traffic and valuation for investors. Then it eventually produces commerce and profits. It’s a safe place for children to play, for parents to buy school supplies, and for employees to work in a fair and creative environment.
The InteliChild.com ecommerce website is the next natural step in the InteliChild.com Internet business. It will sell and market selected toys, books, as well as software products. It will also produce Web applications and products that will increase market shares, name recognition, efficiency, and maximize profit.
The Company
InteliChild.com currently exists as a start-up with four full-time employees. The company was incorporated as a California C corporation owned by its principal founders, at 25% ownership each. (Name Obsolete) Capital partners bought 50% of this company. The company operates out of one office. The initial website is at www.citruscoolkids.com.
The in-house knowledge we have built is our key competitive advantage. Our competitor spends 5-10 times as much to outsource to high-end companies than we do for services we provide in house. This will also happen with InteliChild.com. We have already the SQL(tm), ColdFusion ™, and Flash(tm), programming expertise.
Products and Services
InteliChild will be offering a steadily increasing mix of three lines of products:
Toys and Games – carefully chosen toys and games that appeals to the target audience, their parents, and educators.
books should include books that appeal to the parents or educators of the target market. These books can be ordered on this site by interested adults who are looking for books about their children. There are also books that can be ordered for and by children.
Software: A carefully chosen software that appeals to the target market, target parents, and educators.
The Internet is constantly reinventing itself, sometimes even every three months. Our strategy for the future is to have enough flexibility to adapt new technologies and to respond to rapid changes.
The Market
InteliChild.com’s market is growing exponentially thanks to technological advances in education and acceptance of technology teaching aids. Our entry into the market will depend on the approval and support of the school communities, including teachers, PTA and special education programs.
These are our main target markets:
The kids.
Parents.
For children of the upper classes, there are educational institutions.
Self-teaching families.
While we have plans to expand into international territory, our initial launch will target our most important market – the American upper class. We know that many of our clients own BMW’s and are highly discerning. They also spend a lot on their children, as they understand the technology we have developed. High bandwidth connections are a common feature, and they appreciate first-class design.
Financial Considerations
Our start-up costs are high because of our commitment to dominate the Internet market place.
The Break-even Analysis shows that we have reached steady-state breakeven within the first year.
Sales forecasts are based on increased website traffic and more sales per user session. Sales are projected to rise exponentially from Year 1 to Year 3. Traffic growth will be a key factor in the forecast. We anticipate losing money for at least three more years as we continue to build traffic and strengthen our position for a long-term future.
Objectives
Traffic, as measured in unique user sessions: 100,000 unique user sessions in June, Year 1; 450,000 in December, Year 1; 3.5 million in Year 2; and 5 million in Year 3.
As measured in dollar sales per visit, sell-through: $0.58 per visit in December of Year 1, an increase of $0.83 per year 2 and $0.92 per year 3.
Value is the ability to attract additional investment at economically viable valuations. We need to attract
moderate investment this year, and an additional large infusion in Year 2, with valuation performance that yields attractive internal rate of return (IRR) to investors. The financial section displays an IRR of over 100% for all investors. IRR for seed is higher than for other investors. IRR for second round decreases slightly.
Acquisition (IPO) or Initial public offering in Year 4 at a valuation greater than $20 Million. This assumes of course the market valuations based on sales and earnings, which are relatively high as this plan is written.
Mission
InteliChild.com provides bright children a fun place to interact with educators, other kids, and the wider world. It generates traffic first and then valuations for investors. Then, commerce and profits follow. It’s a safe place for children to play, for parents to buy school supplies, and for employees to work in a fair and creative environment.
Keys to Success
Customers should be kept happy. The website should be simple to use and quick to view. User satisfaction is an ultimate priority.
If the project can capitalise on the traffic generated by InteliChild.com and convert the user sessions into dollars via the commerce site, it will succeed.
The sales process must be easy to administer and flexible enough to accommodate the needs of InteliChild, which is not ready to take on more employees to do so.
The ecommerce initiative will strengthen InteliChild.com’s position as a technology leader. This will include returning traffic as well as bringing in new visitors.