Tag Archives: manufacturer

Businnes Plan

Bicycle Manufacturer Business Plan


Bicycle Manufacturer Business Plan


Concrete Carbon Parts, a California-based company, designs and markets a variety carbon fiber seatposts for road bikes and mountain bikes. The California L.L.C. created the company. The owner has run the business from his home for the past one year. The owner would like to take the company further.

The products

Concrete Carbon is a supplier of high-end carbon fibre seatposts. The shafts are made from custom-drawn carbon fibre and the head unit is CNC machined from 6000 series aluminum. Josh has developed a unique design for posts after extensive torture testing. Concrete Carbon can offer high-end seats for road and mountain bikes that are light and comfortable thanks to carbon fiber’s natural ability to disperse vibrations. They are also completely safe. Concrete Carbon has yet not experienced a failure of a seatpost.

Concrete Carbon’s competitive advantage is built on its product. It is able offer a variety of posts to fit every rider. The range of posts are based on rider weight. Custom fitting is not offered by any other manufacturer. The way that the post is tuned can have a significant impact on ride quality, safety margins, and weight. A post that is custom-tuned to a rider’s weight range will ensure that the weight of the rider will not exceed safety. The ride quality and ride quality will be maximized by allowing enough flexibility to occur. This will dampen road and trail vibrations and reduce the risk of injury. It can be likened to suspension because of the amount of flex it has.

Concrete Carbon will use an outsourcing model for production in order to let Concrete Carbon concentrate on its core business, which is serving the customer. Production will be outsourced two industry leaders. Josh will provide the subcontractors with all the design details. They’ll make the parts as specified. Josh&#8217, Concrete Carbon’s prior networking connections, was a key factor in selecting the subcontractors. They were also selected for their capacity to scale production as required.

The Market

Concrete Carbon sells seatposts only to individuals. Concrete Carbon has to sell seatposts to more customers in order grow its business. Concrete Carbon is now selling to distributors. Individual customers have a 10% annual growth rate with 343,009 potential customers. Distributors have a 4% growth rate with 14 potential clients. Although distributors are not expected to grow at a high rate, the market potential is huge due to the large volume they will sell and buy in relation to individual customers.

Marketing

Concrete Carbon will employ two somewhat distinct marketing strategies to reach its perspective customer segments. Concrete Carbon will use the website to make concrete carbon’s parts more visible to consumers. The website is now live for over a year. We will keep improving it. Concrete Carbon will be very active at industry trade shows to establish sales relationships. The best way to establish close relationships and build trust with potential distributors is at trade shows. Concrete Carbon will be able to invest trust in many relationships because business relationships are built on trust.

In Year 1, sales will reach $119,000, and rise to $332,000 by Year 3. Concrete Carbon Parts will see a steady increase in profitability and gross margins over the next three-years.

1. Keys to Success

  • Products with precise engineering.
  • Follow up on all promises made to vendors and customers.
  • Strict financial controls.

1.2 Mission

Concrete Carbon Parts’#8217 mission is to make the best quality carbon seatposts available. All of our products will benefit from lightweight, comfort, safety and lightness.

1.3 Objectives

  • To be the top carbon seatpost bicycle maker.
  • Concrete Carbon must increase its sales in order to become a sustainable company.
  • Significantly increase sales by creating a new market segment of customers.


Businnes Plan

Pasta Manufacturer Business Plan


Pasta Manufacturer Business Plan


The Pasta Tree in Springfield is the only fresh pasta wholesaler. The Pasta Tree has been selling its fresh pasta products from its own storefront as well in five of the city’s natural food stores for the past three year. Over the three-year period, sales have increased by 15% annually due to a loyal customer base. This year, The Pasta Tree will gross more than $300,000 in sales. This was possible because of an initial investment at $80,000.

Pasta Tree will expand its operations to distribute to all major supermarket chains in the city. There are 15 major supermarkets in Springfield, plus more than 35 smaller grocery stores serving the metropolitan area and growing suburban areas. The Pasta Tree will need to double its production in order to meet increased demand. The expansion plan will only be feasible with the help of owner financing and internally generated cash flow. Pasta Tree will obtain a $50,000 loan for the expansion of its production plant. Sales projections for three years will be based on Springfield’s current sales success.

This plan will see sales revenues increase to nearly $420,000 by year 3.

Pasta Tree is situated in a 3,000-square-foot facility. This facility serves two purposes: as a shopfront and as a production facility. Half of the area will now be used for production. $10,000 will be spent on the preparation of the new production area. New equipment will add $30,000. To meet the increased demand, the company must also upgrade its packaging equipment. This will cost $10,000.

Pasta Tree’s new marketing campaign will be launched in supermarkets and grocery store that carry its products. To attract new customers, eye-catching displays in stores have been designed. The displays will also hold discount coupons to promote sales to new customers.

The Pasta Tree will become a major sponsor of The Canal Run, which raises money for children’s cancer research.

1.1 Objectives

The Pasta Tree has the following objectives:

  • Product quality can be improved by expanding production facilities.
  • You can expect strong sales from the city’s major supermarket chains.
  • Ensure that you keep costs and operations under control during expansion.

1.2 Mission

The Pasta Tree’s mission statement is as follows:

  • Quality
  • Quality
  • Integrity We are proud of the pasta products we produce for our customers. Trust in The Pasta Tree is built on our commitment to the highest standards. We guarantee our customers that our products will not let them down.


Businnes Plan

Salsa Manufacturer Business Plan


Salsa Manufacturer Business Plan


Salvador’s is a producer of authentic Hispanic foods, such as salsa and chips. Their products are high quality and affordable. Salvador’s has been around for three years, and it has enjoyed great popularity. It was once a business that only served the Hispanic community. Now it is a much more popular business.

Salvador’s has several goals that they want to achieve in the next three-years. The first goal is to increase sales to two million dollars by year 5. Salvador’s also would like gross margins to be above 55%. Salvador&#8217’s would like to have 40 outlets where they can distribute their products. They aim to be the best Hispanic food producer in the region with an expanding geographic distribution.

Salvador’s currently offers two main products. Their salsa is the company’s flagship product. It is well-known for its freshness, uniqueness and high quality ingredients. Salvador’s introduced their salsa originally in hot form, but the market demanded milder temperatures. So Salvador’s now offers a medium and mild versions. Salvador’s also offers fresh chips with both yellow and blue corn to complement their salsa.

Salvador’s has chosen three primary customer groups to target their products. The grocery stores are the first. These grocery stores will then be sold directly to the consumer. This market is growing at 75%. There are currently 53 potential customers. The second group is wholesale distributors. This segment is growing at 100% with five potential distributors. The last customer segment is restaurants which have a 45% growth rate. There are 18 potential restaurants customers. Salvador&#8217s originally targeted the Hispanic communities. Salvador’s realized that their products are more popular than they thought and responded accordingly. The Hispanic community was initially targeted because of its exciting growth rate. The community has been growing at 22% a year, almost double the average of the overall US population.

Salvador’s high-price point has few direct competitors, despite the presence of many regional and national competitors. Salvador&#8217’s can take advantage of this situation to continue being the leader in authentic Hispanic cooking.

Salvador’s strong management team, Ricardo Torres (Pat Torres), will ensure long-term growth. Pat has 12 year experience in the food and beverage industry. Five years ago, Pat was the manager of a four-store Tex-Mex restaurant chain. This provided Pat with incredible insight and industry knowledge that reinforced the idea to start a business from scratch. Salvador’s six-years of experience in financial control, gained through his work as a CPA at Arthur Andersen, is now being brought by Ricardo. Salvador’s management team due to its experience will assist Salvador in achieving his dream of becoming the leading Hispanic food company.

Salvador&#8217’s has started to achieve profitability, and the company expects a modest net income in three years. Sales will generate a modest profit margin. The financials within the plan further reinforce the exciting nature of this business.

1.1 Objectives

  1. Over the next three years, you can expect to see significant sales growth.
  2. Increase gross margin % relative to the current product line, and maintain it.
  3. To meet market demand, add products and services again at a high gross margin.
  4. Increase inventory turnover and reduce the cost of goods while maintaining high quality products.
  5. To offer Hispanics rewarding and satisfying jobs.

1.2 Mission

Salvador’s was built on offering the highest quality and value in its authentic hot salsa, filled with the history of the Hispanic community. The family recipes are rich in ethnic heritage and have been handed down over the generations. They were searching for genuine products that are made with only the best ingredients. This consumer wanted a change. They were looking for authentic, down-home Hispanic salsa.

Salvador&#8217’s was the first to respond. It started with a hot salsa and then added milder and more hot salsa. Next came yellow and blue chips. We continuously review what is out there and what isn’t. This is how we strive to provide the best possible customer service.

Our success in a market driven primarily by consumer demand will be ensured by improving on the existing products and services and providing new products and/or services.

1.3 Keys for Success

  1. High quality products that differentiate themselves from all others in taste and price.
  2. Providing service, support, and a better than average margin to our dealers.
  3. Increase gross margin by %
  4. In order to increase sales volume, introduce new products.

Businnes Plan

Lift Bed Manufacturer Business Plan


Lift Bed Manufacturer Business Plan


Load Hog Inc. (Load Hog), was founded by John and Carol Kowalski in December 1997. The company is an automotive manufacturer for after-market. It manufactures a revolutionary, patent-pending device that converts pickup trucks into dump trucks. This clever pneumatic device is virtually maintenance-free, can be invisible when not being used, and only 120 pounds when fully installed. The pneumatic hoist concept was developed in New Zealand in late 70&#8217, early 80&#8217. Load Hog added an onboard air compressor to eliminate the obvious flaws in the original idea.

Load Hog is looking to raise $4 million of staged capital over 18 months to fund an aggressive public relations and advertisement campaign to educate truck owners and buyers about the Load Hog Program’s cost, availability, and capabilities. These funds will be used to initiate the public relations and advertising plan, which will cost $40,000 in the first phase. The balance of the first phase of funding will be to support additions to the management staff (Sales Manager), additional inventory, manufacturing equipment, and continuing operations.

Phase I: $175,000

Phase II: $200,000

Phase III & IV: $1 million/$17 million. These phases will be realized using both equity and debt. These funds will be used to continue marketing and sales efforts, increase sales staff, continue operations expansion through the purchase of capital equipment, expand manufacturing operations and provide working capital to meet the increasing demand. Ford recently committed to including Load Hog on the Super Duty Dealer Ordering Guide Model Year 2002. These will boost our revenues as shown in the appendix**.

The phased approach allows for an organization’s ability to acquire new business while also allowing it to grow at a steady and controlled pace. Each phase of the growth strategy is designed to be followed in a sequential order. If a single investor is interested, each element can be pursued individually or grouped together as a longer-term deal. The new sales manager will allow the president and staff to respond to potential investor requests, improve assembly and procurement operations and engineer upgrades, as well as help develop new products.

**Appendix not available for this sample program.

1. Keys to Success

The success of the company will depend on these factors:

  • Securing necessary financing for marketing and product-development efforts

  • Name recognition.

  • Building the distribution network and strengthening relationships with original equipment manufacturers (OEM).

  • Supply chain management to ensure uninterrupted component sourcing.

1.2 Mission

Load Hog’s mission is to teach truck owners how to make the most of their vehicle. Strategically, we have positioned ourselves at the top of the quality pyramid featuring a combination of superb technology, extraordinary customer service, and an almost fanatic attention to quality assurance. Our strategy includes continued research and development on our product as well as expanding our offerings to meet customer demand. We will be supported in this growth by our field force, advertising, public relations, and our growing e-commerce effort. We will also continue to be present at trade shows at the local, regional, as well as national levels.

1.3 Objectives

Load Hog can be found in Aliquippa PA in a single location. This facility has approximately 1,200 sq. ft. of office space as well as 8,600 sq. ft. of manufacturing and assembly area. The present plant is adequate, but as we ramp up there is ample office and manufacturing space available within walking distance, and at a comparable price to the current facility.


Businnes Plan

Clothing Manufacturer Business Plan


Clothing Manufacturer Business Plan


Opportunity

Problem

New Look wants to build on its reputation as a trusted retailer for men’s clothing and to be able to produce a high-end clothing line for men between 20-40 years old. New Look is responsible for the development of the clothing line and supports it with promotional campaigns and advertising. The company plans to strengthen its partnership with retailers by developing brand awareness. New Look plans to market its brand as an alternative to the existing clothing lines and to differentiate itself through marketing strategies, exclusivity, and high brand awareness.

The New Look collection is synonymous with elegant, sophisticated, fashionable, and luxurious clothing. The company has a diverse promotional plan that includes multiple marketing communications. The company plans to create accessories for children, men, and women in the future. These accessories will include cologne/perfumes, jewelry and eyewear.

Solution

New Look does more than just develop the clothing line. They also support it with marketing and promotional campaigns. The company hopes to improve its partnership with retailers by increasing brand awareness.

Market

Our customers are males between the ages of 20 and 40 with a disposable household income. There are no color restrictions within this group and customers come from many backgrounds. New Look’s customer is versatile and can be found in any setting. He is also willing to pay for high-quality clothing.

Competition

Companies are looking to improve their efficiency and adopt new technologies. As larger companies gain market positions and cut costs, consolidation has been a common trend in this industry over the past few years. In the apparel business, companies can choose to be retailers or manufacturers (wholesalers), but not both. For instance, Gap, Inc., a vertical retailer, manufactures and markets their own apparel and accessories. VG Corporation, for example, is a manufacturer that sells to retailers only. Tommy Hilfiger, for example, does both. It sells its products to retailers and consumers through retail outlets.

Why Us?

We are an alternative for existing clothing lines. Our lines are unique, so your coworkers and other fashion-conscious friends won’t be able to buy the same thing. Because we are so aware of the latest trends and brands, your friends will envy you because you were the first to find them.

Expectations

Forecast

The company’s goal was to grow its retail business into online sales, using its own branding. It will be available for sale by the end the period in other retail outlets as well as online.

Financial Highlights for the Year

Finance is required

We are looking to expand the design lines of our company so our owner will invest $65,000. We also need a $115,000 small business loan. Both will be paid back by our second year with our already established customer base and relationships