Tag Archives: e-commerce

Businnes Plan

Fire Rescue E-commerce Business Plan


Fire Rescue E-commerce Business Plan


FireRescue Depot is an exciting start-up business that has been registered as an Illinois S Corporation. FireRescue Depot supplies search and rescue, fire department, and other hydraulic tools. FireRescue Depot sets itself apart by providing a full range of hydraulic tools from all the top industry manufacturers. FireRescue Depot can offer a wide product range by arranging drop ship agreements with different manufacturers. This allows them to significantly reduce their inventory overhead. Steve Dalmatian, founder of FireRescue Depot, won a contest that awarded $50,000 to the winner of an e-commerce plan. FireRescue Depot&#8217’s unique approach in offering an extensive selection and also its ability to address the common pitfall that large inventories can lead to, the plan won the competition. Steve’s initial validation of his innovative, profitable business model was when he won the competition.

Products FireRescue Depot has several types of tools available for fire-fighting and search/rescue units. These classes are the backbone of a department’s tools.

  • Rams are used for pulling, punching, pushing, shoring or stabilizing. They can move steering columns, displace dashboards and stabilize vehicles with their punching power of up to 15,000 lbs. Various sizes are sold.
  • Cutters provide maximum cutting force and flexibility. A variety of cutters are available. They can be used to cut from 20,000 pounds up to 94,000 pounds. There are many models to choose from, including different sizes and jaw designs.
  • Spreaders separate a variety of materials including metal, mass timber, etc. There are several models to choose from. Some offer a wide spread distance (24-40inches), while others have a greater spreading force (19,000-37,000 lbs).
  • Combination tools mate cutters and spreaders into one tool. These are useful tools when you have to move metal. They also provide quick response times and the cutting power needed.

Market #8211 The following is a list of two distinct customer segments FireRescue Depot identified and will market to.

FireRescue Depot targets two market segments. The first segment is for urban fire and rescue services with more than 10 staff serving more than 10,000 people. 34335 potential customers were identified. The annual growth rate of 8% is the result. Rural departments that employ fewer than 10 people and serve less than 10,000 customers are the second segment. This segment is growing at a rate of 7% per year and has 8,787 potential clients.

Management FireRescue Depot&#8217’s management realizes that although business models can change, the most important aspect of a business is its management. They are able to create a business plan and manage it effectively.

Steve Dalmatian, FireRescue Depot’s leader, will take charge. Steve is well equipped to take on this business opportunity. Steve has three years experience in a fire department where he participated in countless rescue operations, becoming intimately familiar with the industry and the corresponding technology. Steve’s MBA from Loyola University gave him extensive business skills.

Mission

FireRescue Depot aims to become the largest vendor of firefighting and rescue equipment. This customer-centric company will be the best in price and service by offering outstanding selection and paying attention to details.

Keys for Success

FireRescue Depot identifies three keys to success. All of these keys are required to ensure sustainable profitability. To monitor if the organization meets these keys, they will be continuously monitored.

  1. Identify what the market wants and sell a wide selection of options.
  2. With exceptional customer service, you can build long-lasting customer relationships.
  3. Develop and implement stringent financial controls.

Objectives

FireRescue Depot is identifying three objectives that will serve to set lofty goals but are achievable for the entire organisation. They are:

  • To be a top vendor in the market for fire rescue hydraulic tools.
  • To be profitable within 24 months.
  • To increase market penetration by 15% within four years.


Businnes Plan

E-Commerce Start-Up Business Plan


E-Commerce Start-Up Business Plan


Opportunity

Problem

E-commerce is accelerating, as are the demands on manufacturers and merchants to process returns. Internet-based businesses have an average return rate of 9%. In the coming year the value of returned merchandise was $1.5 billion. Every transaction involved financial processing. Many require physical shipping, as well as processing the goods upon receipt. This can be a major hassle.

Solution

NoHassleReturn.com is a strategic partnership between online merchants. Web hosting companies, portals, shipping companies and online payment agencies such as credit card issuers. Because of demand aggregation, this strategy will reduce or eliminate shipping charges for returned merchandise. This difference will increase consumer acceptance, and all companies will see increased revenues. All parties will benefit from the proposed program. Additionally, the website and software architecture will be wireless-friendly. This will allow consumers to use the service from their mobile phones.

Market

E-commerce continues to accelerate and the amount of money spent on purchases made through the Internet shows no sign of decline. According to Shop.org and Boston Consulting Group, online sales increased by 300% during the holiday season, from November 20 to December 19, and surpassed expectations. According to a study that included 30 retailers, the number of orders increased by 270% in categories such as apparel, books, music, specialty foods, electronics, and home and garden. The study indicated that online sales were growing at 145% annually and it projected online retailer revenues of more than $36 billion for last year. Ernst & Young did a previous study prior to the holiday rush and estimated that total revenues from online retail and consumer products was around $25-30 million. The current average rate of return for Internet-based companies stands at 9%. In the next 12 months, returned merchandise was worth $1.5 billion. This is a tremendous opportunity.

Competition`

The company foresees three types of competition for the services we offer:Direct

We will be successful if others follow our example. Our greatest threat would be to combine delivery and/or shipping services, such as something that is owned or partnered in partnership with UPS or FEDEX.



Online retailers are the first competitors to the new service. Since NoHassleReturn.com will need to strike partnerships and strategic agreements with retailers in order to offer its services, they are classified as internal competitors.

With NoHassleReturn.com, at least one selling opportunity will be given to retailers while consumer is on the Web–something a partnership with a carrier cannot provide. Moreover, serving as a demand aggregator NoHassleReturn.com should be able to arrange necessary agreements and provide consumers with greatly reduced, or even free, shipping for all returned merchandise.


YouTube Channel

Reversing the sentence above, service providers such Mail Boxes Etc. may be considered. PostNet and other online retailers may be able to create strategic partnerships that will simplify the return procedure.

Why Us?

Our mission is improve the customer service of online merchants, increase their customer retention, and increase their sales. We work to improve the image of online merchants, and stimulate online shopping. We are committed to increasing customer satisfaction in dealing with retailers.

Expectations

Forecast

NoHassleReturn.com’s financials look conservative, but they are very promising. NoHassleReturn.com can quickly grow momentum once they have established themselves and signed up merchants to become customers.

Financial Highlights for the Year

Financing Needed

We need $50,000 to start. To start at $25,000, we will each get $50,000 from the owners.


Businnes Plan

E-commerce Internet Business Plan


E-commerce Internet Business Plan


Popular culture is not anymore regional. With the advent of cable television, syndicated radio and the Internet, a fashion statement from New York can be found in a small town in mid-western America in a matter of days. The speed of our telecommunications has increased the expectations and needs of young customers for products that make a cultural statement.

FireStarters will provide youth customers in small communities and towns across the United States with products and clothing for young people. These products and clothing are not only popular nationally but also available locally.

FireStarters is different from other youth-oriented online e-commerce sites because it is focused exclusively on small-town America. The target audience is a young adult between 11-18 who listens to alternative music, and who participates in youth sport like skateboarding, snowboarding, and other such activities. Our target customer will find inspiration in alternative clothing trends found in large urban areas. FireStarters will exclusively advertise in small communities with populations between 100,000 and 150,000 residents. Communities of this size already have small youth-oriented businesses, like skateboard shops and alternative CD stores, that FireStarters can utilize to promote its product line.

1.1 Mission

FireStarters was founded to bring unique, youth-oriented fashion to small-town America.

1.2 Keys to Success

  • Accessible website that is entertaining to surf. Like a trip to your favorite store where you always find something new that you want.
  • A strong vendor relationship will facilitate the quick shipment of orders.
  • Advertise effectively to the youth-oriented enterprises in the local communities.
  • Our target customers will see our store as trendy and attractive.


Businnes Plan

E-Commerce Retailer Business Plan


E-Commerce Retailer Business Plan


Opportunity

Problem

The modern world offers information about the human body, and the option to have items sent directly to your home. Why should this be limited to those who have more money? We will ensure everyone has access health and convenience.

Solution

Nature&#8217’s Candy’s mission it to provide the best in natural supplements using the Internet to reduce the consumer&#8217s cost. We are here to retain and attract customers. If we follow this maxim, all else will fall into place. Our services will exceed the expectations of our customers.

Market

The nutritional supplement market is a semi-mature market characterized by high-growth rates, medium barriers to entry, and a few large competitors. Despite high competition in the market many companies have experienced an average annual growth of 30%. The market leaders are as follows:

  • GNC (General Nutritional Companies, Inc.): This company is a nationwide specialty retailer of vitamins, minerals, and sports nutrition supplements. GNC was a national specialty retailer with over 3,000 outlets that generated $1.19B in 2000.
  • Nature’s Sunshine Products, Inc.: Nature’s manufactures and markets a variety of health supplements. This multi-level marketing company earned approximately $370 millions in 2000.
  • Rexall Sundown, Inc.,: Rexall develops, manufacturers, markets, distributes, and sells vitamins, supplements, and consumer goods through independent distributors, retail, and mail order. Rexall had 2000 revenues of approximately $370 million.
  • International Vitamin Company, Inc. IVC manufactures, packages, stores, and distributes private label vitamins, nutritional supplements, to pharmacies, health food stores, and other retail outlets. IVC generated $107 million in revenues in 2000.

These are the main channels for distribution in this market:

  • Mass market retailers (Fred Meyer, Rite Aide).
  • Direct Sales Organizations
  • Health Food Stores (GNC).
  • Mail order catalogs and the Internet.

Competition

In the mass market retail channel, there are three main categories of vitamin or supplement products: broad-line and national brands. The domestic market is 60% dominated by national and broad-line brands. Private label brands make up the remainder of the market at 40%.

Why Us

Nature’s Candy’s mission it to provide the highest quality natural supplement using the Internet to lower consumer’s costs. We exist to maintain and attract customers. This maxim will guide everything else. Our services will surpass the expectations of customers.

Expectations

Forecast

In the next three years Nature’s Candy intends to create an icon e-commerce brand through laser-focused marketing and will grow and eventually make a profit by the second year

Financial Highlights Year-by-Year

Financing Needed

We will start with $80,000 from the founders

Quack $45,000

Stewart $35,000