Tag Archives: plan

Businnes Plan

Catering Business Plan


Catering Business Plan


Opportunity

Problem

Society is short of resources for homeless or less-privileged youth. Eugene is no different than other cities in that there is a large number of homeless teens who have fled their homes. They come here for a short time, then they travel to California during winter to seek warmer temperatures. These are young adults that don’t understand how to become part of society. They don’t have the financial resources to support their family, so they end up having children.

Solution

”

We offer assistance with career planning and education for at-risk young people in Lane County. We want to make this experience valuable for our clients. We do this by offering a range of curricula, which have been funded by Oregon Youth Conservation Corps, Oregon Department of Human Resources, Lane Workforce Partnership, and local school districts.

Our most recent program is a culinary arts program in which students learn about food preparation and safe handling and then put this knowledge to use by preparing lunches for their peers at the Chambers School. Students are then placed in a local food service company for a 60-hour training program. The current availability of the culinary arts program for students is five per 9-week school terms, or approximately 25 students per calendar year. The program is based on students’ genuine interest in the culinary arts and excellent attendance.

“

Market

”

Eugene Area Chamber of Commerce states that “[a]t heart of Eugene economy is the homegrown small- and medium-sized businesses. Eugene’s businesses employ fewer then 20 workers. From specialty retail shops to financial service firms, from management consultancies to ethnic groceries, Eugene’s small business community is diverse, active, thriving and well-supported. Eugene has over 10,000 businesses. These include sole proprietorships, limited partnerships, and financial service firms. Eugene/Springfield have experienced a 3.9% increase in population since 1998. This has led to new businesses and increased opportunities for catering businesses that can fulfill these businesses’ needs.

Catering For Kids expects that Eugene/Springfield businesses still have a need for catering at lunch meetings or other events. Business to business catering is not the same as that of other restaurants and food-related businesses. Companies continue to hold lunch meetings, and employees still want to purchase lunches throughout the year. We conducted some market research in order to gain an understanding of the market size. A survey was sent out to 144 Lane County non-profit organizations. It asked for their current and future needs in catering services as well as their interest in supporting a nonprofit catering company. Many of these responses were received.

“I believe this is a wonderful idea that could be a valuable resource for the community. Springfield/Eugene Habitat for Humanity do not hold many lunchtime meetings. However about 13 to 14 Executive Director of Habitat affiliates meet here every three months. Susan Brown Volunteer Coordinator, Eugene/Springfield Habitat for Humanity

If we have an event that needs catering, we’ll call your program first. We follow a policy of first using nonprofit organizations for our services.

“Our needs for catering are not very large, maybe a few times a year. You can contact me to discuss the program. I am interested in hearing from you about the program.

We are looking for a space that can hold 50 to 100 people at our General Membership Meetings. While I’m not responsible for arranging these meetings, it is clear that my organization needs a place for members to gather where they can enjoy beer and food. Dave might be able to answer your questions. The first meeting usually takes place in October.

“

Competiton

A number of other caterers offer boxed lunches for business clients. However, none of these businesses specialize in serving the nonprofit sector, nor are they themselves a nonprofit that benefits the local community. Catering For Kids will work hard to establish strong relationships with all its nonprofit clients.

Catering For Kids, we believe, will be the most prominent caterer in Lane County.

Why Us

Catering For Kids is dedicated to providing at-risk youth with an opportunity to gain work experience and transferable skills by providing our customers with healthy, homemade foods and excellent service at reasonable prices. Employees of Catering For Kids will be students who are enrolled in the culinary arts program at the Chambers School and Career Center and are interested in gaining work experience in the restaurant and food services industry. Participation in this program will enable students to make the transition from school and work, as well as help them develop entrepreneurial skills that can be applied to any future job.

Expectations

Forecast

”

Below is a benchmark chart that shows our key financial indicators over the past three years. We foresee slow but steady growth in demand for our services and consequent increase in operating expenses. Catering For Kids in the first year will focus on catering for its internal market. As year two approaches, Catering For Kids will start to serve the external market.

“

Financial Highlights per Year

Financing is Required

Grant funding, which is $15,000 annually, is one of our revenue lines. We anticipate that we will need donations of $2,000 per monthly, along with revenue from fees for lunches or event catering.

Businnes Plan

Health Plan Administration Business Plan


Health Plan Administration Business Plan


Southeast Health Plans, Inc. is a service company that will provide health plan administrative services to self-insured employers. The company will focus its efforts on employers with 50-50 workers. Many of these employers have current HMO, PPO, or major national insurance carrier health plans. Most employers with 500 employees and more have at minimum some self-insurance. But, this market is often ignored or overlooked by national insurance companies. More than 80% of 500-plus employees have their own insurance, but Southeast Health Plans discovered that 25% to 25% of Atlanta’s 50-500-employee-owned businesses have no self-insured plans.

Companies who are currently self insured and those with other types of insurance will have to transition to self-insurance. High quality consulting and administrative services are key factors in the transition to auto-insurance. Southeast Health Plans, Inc.’s experienced management has formed a strategic alliance of Blue Cross/Blue Shield Pennsylvania’s subsidiary Blair Mill Administrator to offer first-class benefits management service to its target market.

Southeast Health Plans, Inc., will grow its revenue to more than $5,000,000 over five consecutive years, and earn a net income after tax of $1.6million. After-tax earnings of $560 million will make the company profitable by year three. Margins as a marketing company and service provider will be high. Gross margins exceed 80% (less sales incentives costs) and close to 50% after operating expenses. Once market penetration has reached maturity, the company will turn profitable.

Southeast Plans, Inc. will succeed if it can attract the initial capital needed to market its services throughout the Atlanta metropolitan area and northern Georgia. A professional sales team is crucial. The company will then need to expand its success in the Southeastern markets. The company must control costs, especially with respect to marketing programs and sales, in order to expand within the Southeastern markets. This will be possible by utilizing internal cash flow to fully fund expansion.

1.1 Objectives

The company has the following objectives:

  1. To create co-operative marketing with Blair Mill advertising executions using media in the Atlanta Metro Market.
  2. To hire sales staff both currently identified and unidentified to implement sales lead follow-up strategy.
  3. At least 4,800 employees total under management by year end.
  4. To break even by the end year two with a net loss of less than $100,000. While increasing market share,
  5. To move to earnings in the third year and to increase gross margin contributions through market maturity.
  6. To expand regionally with both media and sales personnel to penetrate new markets while consolidating service capability.
  7. To continually achieve cost-savings through an expanding provider network without compromising patient care.
  8. To have more than 98,000 cumulative employees under management by the end of year five.

1.2 Mission

Southeast Health Plans, Inc. is dedicated to providing small and mid-size employers with a comprehensive benefits administration program that will enable employers to control health benefits costs while allowing employees within the plan to have access to quality health care. Southeast will provide the best quality health care to both its employees and clients by combining self insurance with stop-loss programmes and efficient plan management. Southeast will provide quality care at a fair cost.

1.3 Keys To Success

These are the keys to your success in this industry:

  1. Marketing. Southeast Health Plans can be sold directly to employers or through independent agents and insurance brokers. It will be necessary to establish name recognition among more established programs. Media budgets must be managed and closing ratios of at most 5% per year maintained.
  2. Quality service. Blair Mill Administrators’ services are considered the best among small-employer providers. Customers will be satisfied due to the value-added experience of the Southeast Health Plans, Inc. Management Team and their provider network.

Client satisfaction is essential to avoid client erosion and fight competition. Renewals should be at least 85% of existing clients.

  • Moderate growth. Growth must be aggressive and include rapid expansion into new markets, but it must also focus on profitability. To ensure internal funding, each market must mature and develop as new markets emerge. Cash flow management plays a vital role. Both market expansion as well media effectiveness must constantly be evaluated, and then re-evaluated or modified as needed.

    • Businnes Plan

    Bar and Tavern Business Plan


    Bar and Tavern Business Plan


    Foosball Hall in Madison is a brand new gaming hall and bar. Foosball or table soccer is an exciting table game originating from 1920’s Germany. Foosball involves two to four people playing in an exciting match that tests skills, strategy, and willingness for fun. Folosball is an alternative to pool that appeals to male students. They are looking for a game that is skill-oriented and can be played in a bar setting. While there are many different pool hall bars in Madison, there are no foosball bars even though the demand is quite apparent. Demand can be witnessed anywhere there is a foosball table. Every foosball game is a hot topic. There are always people in line waiting to play. It is rare to find a foosball room empty. Foosball Hall in Madison, Wisconsin will provide beer, food and beverages as well as a variety of foosball tables that can be used for tournament play.

    Keys To Success

    Foosball Hall has identified three critical keys to their success. The first is the necessity to create and implement strict financial controls. This is especially important if you have establishments that sell alcohol. Employee theft is the greatest drain on your business. Financial controls will reduce the risk. The second key is the attitude of employees towards customers. Every customer must be treated as if he or she were Foosball Hall’s most important customer. The final key to success is continuous analysis of the business model. It will be management’s task to continually analyze the business model looking for ways that it can be adjusted to increase profitability for the business. Foosball Hall is not going to assume that the business model is static. Instead, they believe that it must be dynamic in order for it to grow.

    Target Market Customer

    Foosball Hall identified two target populations. The first segment is casual gamers of table games. This segment is a casual player of table games like foosball and pool in a bar setting. They appreciate the opportunity to play a fun game while they consume beverages (alcoholic or not) and socialize with friends or strangers. This group has 54,889 customers and is on the rise at an average annual rate of 8.8%. The second group that will be targeted is the competitive player segment. These people enjoy foosball as much as the casual players. However they are also competitive. They play foosball in order to win with their friends, or in tournaments. And they continue to work hard to improve their skills. This segment can attract 12,445 potential clients and has an annual growth rate in excess of 7%.

    Management

    Stan Spinner is the Foosball Hall leader. Stan earned his undergraduate degree in Philosophy at the University of Wisconsin Stevens Point. Stan worked in a pool hall while at college. Stan’s first experience working in a retail establishment gave him invaluable insight into customer preferences and habits. Stan decided that he would like to own his own business one day, but was not confident with his limited skills. He enrolled in the University of Wisconsin’s MBA Entrepreneurship program. Stan went through the two year program with the intention of opening a foosball bar upon graduation. Having this goal in his head while taking the course work proved to be quite valuable as it became a lens through which Stan studied all the new material.

    Foosball Hall (foosball hall) is a new gaming (foosball), bar that serves Madison’s students. Sales have been forecast to be approximately $200,000 for year two, increasing to approximately $290,000 in year three. Net profit will be negative in year one, rising to a positive % in years two and three.

    1.1 Keys for Success

    Foosball Hall identified several business components that are necessary to be successful in this highly competitive market.

    1. Employ strict financial controls. This is especially important in bars where the possibility of theft by employees can lead to bankruptcy.
    2. Treat every customer as though they are the most important customer to Foosball Hall.
    3. Continually look for improvements in the business model as well as operating systems.

    1.2 Mission

    It is Foosball Hall’s mission to become a premier night spot for Madison students and locals who are interested in playing table games and drinking.

    Foosball hall will achieve this goal by providing affordable foosball tables and beer as well as food at reasonable prices. Foosball Hall, which offers the Madison market an opportunity to play the increasingly popular table game Foosball, will quickly become a Madison hit. The business will be operated on the premise that satisfied customers are imperative to a sustainable business.

    1.3 Objectives

    • To be one of Madison’s most popular venues that offer table games, specifically foosball, beer and food.
    • To grow the game of foosball in Madison, adding legitimacy to the game and increasing the number and participation levels of the tournaments.
    • Attain sustainable profitability in year 2.

    Businnes Plan

    Telecommunications Business Plan


    Telecommunications Business Plan


    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:

    1. Marketing must generate enough sales volume to support an aggressive pricing model, while still reaching planned profitability projections.
    2. Private label MyLine must be promoted through their distribution channels by strategic partners.
    3. Equity capital must be secured at a reasonable valuation.


    Businnes Plan

    Locksmith Business Plan


    Locksmith Business Plan


    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&#8217’s capital investment.

    1.1 Objectives

    The objectives for South Kelleton Keys and Locksmith are:

    1. In South Kelleton, open a store
    2. Establish relationships for lock sales with ten apartment buildings in your first year.
    3. 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

    1. Develop relationships with building owners
    2. Encourage awareness within the community about their proximity, quality, affordability, and accessibility
    3. Quickly respond to any requests
    4. You should sell &#8220security and tranquility&#8221 of mind, rather than &#8220locks&#8221.


    Businnes Plan

    Hookah Bar Business Plan


    Hookah Bar Business Plan


    Arz al-Lubnan Hookah Bar is a new concept that focuses on hookah bars for college-aged customers. Sayed and Yasmine Batroun, the founders of the business, will open their first bar in Trendytown. The company will make revenue from the sale of non-alcoholic beverages, flavored tobaccos, and appetizers. The business is seeking angel investor funding in order to open its first store.

    The business projects to become profitable in its first year with good profit from strong sales in the first year. The third year of operation will see sales triple. High margin products will make the net profit respectable. A franchise sale to a chain or bars seeking to expand their market is an option for investors.

    Objectives

    Arz al-Lubnan Hookah Bar is launching its first lounge for hookah.

    1. To establish a community of hookah smokers who contribute programming, events, and culture ideas to Arz al-Lubnan Hookah Bar resulting in 50 events or programs held in its third year of operation.

    2. To maintain a Facebook Fan page of 5,000 individuals by the end of its third year as a sign of its community.

    3. To become profitable in its 2nd year through the sales of tobacco, food and beverages.

    4. To establish a franchise model of hookah bars.

    Mission

    Arz al-Lubnan Hookah Bar’s mission is to create a relaxed, stimulating and energetic environment where hookah smokers as well as new converts can meet. The environment will include elements from Middle Eastern culture, as well as local culture.

    Keys to Success

    The keys to success for Arz al-Lubnan Hookah Bar are:

    1. Create a comfortable environment

    2. High quality hookah, food, and drink.

    3. Develop a loyal core audience

    4. Increase the number of hookah-smokers in Trendytown

    5. To energize the customer base, create their own culture and events in Arz al-Lubnan Hookah Bar


    Businnes Plan

    SaaS Business Plan


    SaaS Business Plan


    Opportunity

    Problem


    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 are many 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.

    • Series A venture capital in Spring of 2023.


    Businnes Plan

    Workout Gym Business Plan


    Workout Gym Business Plan


    Opportunity

    Problem

    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.

    Financial Highlights Year-by-Year


    Businnes Plan

    Internet ASP Business Plan


    Internet ASP Business Plan


    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.

    3 “Where’s the Office?” U.S. U.S.

    Businnes Plan

    Law Firm Business Plan


    Law Firm Business Plan


    Wy&#8217’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:

    1. To create an law firm whose primary goal will be to exceed customers’ expectations.
    2. To create a client roster that includes at least 20 companies each with revenues over $3,000,000
    3. To improve our ability to serve public interests organizations each year.
    4. 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.