Tag Archives: retail

Businnes Plan

Retail Property Sub-leasing Business Plan


Retail Property Sub-leasing Business Plan


Galerie de Beaute could be best described as a “mall of beauty professionals”. Galerie de Beaute will lease fully equipped units to state-licensed beauty professionals.

The owners of traditional salons often face difficulties when starting a business. It can be difficult to find a suitable location and equipment in high-traffic areas with affordable rent. Although 40% of beauty professionals own their own business, 60% are employed in a privately-owned shop.

Workers in traditional salons receive 50% commission. These employees are often charged for supplies and products utilized. This can lead to high turnover within the industry. Salon owners have had to resort in some cases to renting booths in legal states. Although booth rentals are attractive to many; there are some drawbacks. To be considered a booth renter and not an employee by the IRS and the state, a signed lease is required. If the audit finds that there is not a signed lease, then this could cause significant liability.

Owner investment may be supplemented by a long-term loan, or additional investment. Galerie de Beaute is able to complete the necessary leasehold improvements on the chosen site. Leasehold improvements can include the installation of equipment and plumbing as well as carpentry needed to construct 24 suites.

The first year profit was $17,000, rising to $37.500 by year three.

1.1 Mission

  • Establish Ourstate’s first salon mall
  • Provide high quality suites
  • Maintain long-term financial stability
  • A range of beauty and professional-care services are available to you
  • Professional ethics must be maintained at the highest level
  • Promote a positive environment that attracts talented entrepreneurs
  • Be true to your community engagement

1.2 Objectives

  • Galerie de Beaute offers an alternative to salon owners who are salon professionals.

  • Galerie de Beaute allows hairstylists, nail technicians, and massage therapy professionals to set up a mini-salon without any capital outlay.

1.3 Keys to Success

  • Galerie de Beaute is situated on the heavily traveled corridor of routes 13 & 40. Each day, the average traffic exceeds 20,000 vehicles.

  • Galerie de Beaute is a popular choice for salon professionals, as the professional only has to pay a monthly fee. Salon professionals do not have to work for commission.

  • Galerie de Beaute is a salon rental company that offers fully-equipped units. The rent includes the locked unit, utilities and insurance. Each salon professional will determine his/her own hours, set pricing, schedule appointments, and purchase supplies.

  • Owners of traditional salons face many challenges when starting a new business. Purchasing equipment and finding a location in a high traffic area with reasonable rent is often difficult. 40% of all beauty professionals own their business. 60% work in private shops.

  • Traditional salon employees receive 50% commission. Additionally, these employees often have to pay for products and supplies. These issues lead to high turnover in the industry. Salon owners have turned to booth renting in states that allow it.

  • Although booth rentals are attractive to many; there are some drawbacks. To be considered a booth renter and not an employee by the IRS and the state, a signed lease is required. If there is no signed lease and an audit is conducted, you could be subject to serious liability. This includes back taxes, interest, and penalties.

  • In several other states, salon malls have been opened (e.g. Maryland, Virginia Virginia, Ohio, Nevada. Ourstate, and those immediately adjacent do not, as yet, have any salon malls.


Businnes Plan

Specialty Clothing Retail Business Plan


Specialty Clothing Retail Business Plan


Chicano Stylez is a clothing and accessory store that caters to the Chicano/Hispanic community in Eugene, Oregon. We have unique products available from Los Angeles all the way to South America. CS aims towards becoming Oregon’s leading cultural retail store. By offering our customers a wide variety of high-quality and rare products, we hope to achieve both high profits as well as a great reputation for customer satisfaction.

Our central location in Eugene is a great place to be for the Hispanic growing community. We believe it is important to create an atmosphere of acceptance and community care, as well as a place where individuals can identify and bond with aspects of their culture. Our company takes pride in giving back to the community by offering free services to children, such as story nights, art lessons, and lessons in music appreciation.

Chicano Stylez encourages creativity, respect for others and fosters an environment that is open to all employees. We also offer goals for employees such as profit sharing and company growth.

1.1 Objectives

  1. Chicano Stylez is the top-ranked cultural retail store in Oregon.
  2. To receive a modest profit margin within the first year.
  3. To have a customer base that exceeds 5,000 by year end.
  4. To achieve a positive net profit by year two.

Success keys 1.2

In order for Chicano Stylez to succeed we must:

  • High-quality products
  • Provide excellent customer service
  • Be a helpful and respected member of the community
  • Create continued customer loyalty, resulting in repeat purchases


Businnes Plan

Skateboard Gear Retail Business Plan


Skateboard Gear Retail Business Plan


Burly Skate Shop, a skateboarding, apparel and shoe shop, caters to young people in the Salem/Suburb area. We offer apparel, shoes and accessories in a high-end, industrial-chic environment. We will showcase the most recent trends and products in our store. We are determined to be this area’s top-rated retail store and will continue to strive for that goal.

We are the first and only skateboard shop in the city of Suburb. Our market research within Suburb has indicated that local skaters are frustrated with current retailers in the nearest cities. Our goal is to capture 80% of the market and create a central hub for shopping activity for skateboarding residents as well. Burly will be located at 1234 Skate Rd N, Suburb, Oregon. This location places us squarely in the center of the residential and social areas frequented by our target market. We feel that this is an essential location for our initial success as well as long-term growth.

Burly will be owned and managed by Ollie and Nollie Casperflip. Nollie, the merchandising director, was the founder and executive director of operations for a foster-care advocacy and family advocacy group for the last 18 years. Nollie holds two Masters Degrees and taught at a local college for 9 years. Ollie, who is both a marketing and personnel manager, has been the Executive director of administrations for the foundation for the past 11 year. Ollie Casperflip holds a Masters Degree in Administration, and has been an avid skateboarder since the age of 14. Both of the owners have vast experience working with people aged 12-25. In addition to raising their own son (a former skateboarder), the Casperflips’ work in the foster-care agency brought them into daily contact with children or parents in that age range.

Based on market research, our conservative sales forecasts are expected to yield a net loss of $6,000 in its first year. The profit will grow to nearly $20,000 in years three and four. To support this plan and to set it into motion, the owners contribute $5600 in cash and another $1200 in shortterm assets. We are seeking an additional $50,000 in short-term loans, to be repaid over three years, to cover our start-up requirements.

1.1 Mission

Burly’s mission is to provide the highest quality, cutting edge, and newest merchandise in an industrial-chic atmosphere where they can meet, socialize, and learn from each other about the latest trends and moves. Our goal is to increase skateboarding culture by hosting safe and drug-free events.

Success Keys 1.2

The primary keys to success for Burly are:

  • Sell products that offer the most recent styles in boards, clothing, equipment to our clients, and allow them to have a positive association with skateboarding culture.
  • PROVIDE customized services such a grip application in-store, and tools for fixing and applying newly purchased parts. Customers can be retained to make repeat purchases and to send their friends.
  • COMMUNICATE WITH our customers through newspaper advertising, print magazines, and postcard mailings. Promote skateboarder events and bring in semi-pro and pro skaters sponsored and sponsored by manufacturers. Marketing and sales will also be possible through our website.
  • ESTABLISH a highly visible, accessible, friendly, and interactive website for all of our products and services.
  • Ensure that daily management practices reflect Burly’s mission to ensure that a business that is growth-oriented and succeeds is maintained.

1.3 Objectives

Burly has established three firm objectives it wishes to achieve in the next five years:

  1. Four stores located in superb retail areas by the end of year five.

  2. Gross Margin of 45% or more.

  3. Net after-tax profits above 15% of sales


Businnes Plan

Retail Tennis Shop Business Plan


Retail Tennis Shop Business Plan


Tennis Master Pro Shops, Inc. operates retail tennis stores known as Tennis Master Pro Shops. Each retail location sells custom racket fitting and indoor tennis instruction. Both of these revenue streams have high profit margins and require low inventory. Custom fitted rackets are made on site from components and are marketed under the “Tennis Master” brand name. In-store instruction and training in tennis are provided by a USTA professional at every store.

A Tennis Master Pro Shop measures 5,000 sq. ft. and contains two virtual reality tennis simulations, two computer swing analysis and racket fitting systems, as well as four additional practice courts. Private label and brand name tennis merchandise are also included in the product mix.

Tennis Master expects to grow from its 15 stores to a total of 380 stores in the next three-years. Ten stores will be owned by the company and the rest will be franchised. Qualified regional marketing professionals will be able to sell forty Master Franchise Licenses. This will allow them to grow at the high rate that this expansion plan targets.

Tennis Master franchises, as well as company-owned stores, will all fall under the corporate umbrella Tennis Master Pro Shops, Inc. Annual revenues combined are projected to reach $6.8million in Year 1, $14.3million by Year 2, and $23million in Year 3. Profits are expected increase from $1.8 million to $5million in Year 1 and to $9.3million in Years 2 and 3. Over the same period, margins will increase from 26.7% – 40.3%. These highlights of the over-all plan are illustrated in the chart below:

1.1 Objectives

Tennis Master’s goal is to become the nation’s largest indoor training facility. Our ultimate goal for the company is 400 retail stores. As our ultimate goal, we have targeted 40 Master Franchises. Each Master Franchise has ten retail locations.

  • Year 1&#821110 Master Franchises, 60 retail shops.
  • Year 2–20 Master Franchises and 120 retail stores (Cumulative: 30 Master Franchises and 180 retail stores).
  • Year 3&#821110 Master franchises and 200 retail locations (Cumulative : 40 Master franchises and 380 retail shops).

This table illustrates the expansion plan. It is found in Appendix “D” (Note: this appendix is customer-included and is not part a standard business plan).

Each store should aim to use 25% of the available training time. All the projections in this plan are based on timed growth up to the 25% utilization level. Achieving this level of utilization can lead to highly profitable retail shops. To ensure the success of your plan, you will need to have profitable stores as well as successful franchise sales.

1.2 Mission

Tennis Master Pro Shops, Inc. strives to offer the finest indoor tennis training available. We seek to promote the enjoyment of the game of tennis by helping tennis enthusiasts of all levels play better tennis. This product will be delivered via individual instruction and the fitting of an individual tennis player’s equipment. We provide all our products and services at convenient times and places for our customers.

Tennis Master Pro Shops, Inc. will offer outstanding business opportunities to its franchisees. We also promise to provide the training and ongoing support that is outlined within our franchise program.

1.3 Keys for Success

Here are the keys to success for Tennis Master’s Business:

  1. Attainment and achievement of our store expansion goals (both franchise stores and company stores).
  2. Attained a minimum of 25% training time in each retail outlet.
  3. Obtaining initial capitalization.
  4. Execution of franchise marketing programs
  5. Executing retail marketing program.
  6. Conversion of existing stores to training/racket-fitting format.
  7. You can pay attention to where your products are located by using the economic and tennis playing demographics.
  8. Management control of both company and franchise stores.
  9. Cash flow management.


Businnes Plan

Sports Clothing Retail Shop Business Plan


Sports Clothing Retail Shop Business Plan


Male Gear Wear (Gear Wear), is an online retailer for men’s aerobic sports. It is located in Ashland Oregon. Gear Wear has the largest selection of products in town, and it is also available via the Internet/mail.

Gear Wear will quickly expand its market share through offering the most comprehensive selection and knowledgeable support personnel.

Ashland was chosen for it’s active, diverse culture. People are not afraid to give up their jobs in order to improve their quality of life. Ashland is known for its active lifestyle. Gear Wear, a Oregon-based L.L.C. Stan Gearboy is the owner of most of Gear Wear.

Keys of Success

Gear Wear has identified three key factors to their success. They believe these keys will make it possible for them to become sustainable and financially profitable. The first key to success is the need for customers to be satisfied with the products and services they receive. This requires a wide selection of staff who are knowledgeable. The second key to success is the need to monitor the competitive environment in an effort to ensure differentiation. This is related to the organization’s accounting systems. Gear Wear understands the importance and necessity of strict financial controls.

Competitive Edge

Gear Wear’s competitive advantage is its extensive selection and knowledgeable sales staff. This will be a significant edge because no other store offers the comprehensiveness within multi-sports as Gear Wear. Many athletes participate in aerobic sports as a daily part of their lives. It is a part of their life, an activity that they enjoy and look forward to. While the activities may be somewhat painful when you are doing them, depending of course on the intensity that you reach, overall it is quite enjoyable. This is why so many people participate in them. While some sports are only available during the season, it is impossible to get enough of all of them.

Management

Stan Gearboy is the Gear Wear leader. He is a veteran of outdoor sport. Stan was involved in two different sports while in undergraduate school. Stan’s first exposure to the sport of challenging aerobic activities was this.

Stan received his degree and began working for R.E.I. as an outdoor retailer. Stan worked many years for R.E.I. Learn from the best. While Stan was quite comfortable in the retail environment, he realized that if he wanted to pursue his dreams of operating a retail store, he needed to build his skill set. Stan pursued his Masters with the ambition of opening his store in the outdoor sector. Stan is the perfect person to take Gear Wear to great heights.

Gear Wear predicts that there will be explosive sales by year two. This is expected to continue in year three. The net profit margin is expected to be low in year 2 and moderately rise in year 3. Gear Wear is able to sustain the first few year with sufficient cash.

1.1 Objectives

  • You will be Ashland’s premier retailer of men&#8217 s aerobic apparel.
  • Increase market penetration up to 10% by the end of year three
  • Reach profitability within the second year.

1.2 Mission

Gear Wear’s goal to be Ashland&#8217 the best men’s sport clothing retailer is to achieve this mission. This will be accomplished by offering fair prices, the best selection, and a knowledgeable staff to assist customers in any way. Gear Wear will work hard to meet and exceed every customer’s expectations.

1.3 Keys to Success

  • Meet the customer’s needs by offering a comprehensive selection and knowledgeable staff.
  • Monitoring the competitive environment is key to differentiation
  • Employ strict financial controls.


Businnes Plan

Retail Bicycle Shop Business Plan


Retail Bicycle Shop Business Plan


University Cycle Works is an established bicycle specialty store, offering retail sales of new bicycles, parts and accessories, clothing, and maintenance and repair service. It is conveniently located in a highly-trafficked area, close to universities.

The primary market for University Cycle Works is the university student population, which normally has a turnover/growth of approximately 25% each year. The secondary market is the university faculty and staff, and the tertiary market is the greater Metroburg community.

Hubert ‘#8220’ Hub has been the Assistant Manager of University Cycle Works for five-years. Hubert also has seven additional years of retail and service experience in the bicycle industry. Hub first began investigating the ownership of a bike business two years ago, however, the local Metroburg market seemed saturated with shops. Realizing that a more practical option would be to buy an existing shop, Hub approached his current boss. After two years of negotiations, the University Cycle Works will be sold to Hub on July 1, 2001. The goal is to seamlessly transfer ownership. Staff, bike lines and location will remain the same.

This business plan is being prepared for presentation to Metroburg Business Bank, and to the store’s major suppliers of new bicycles, accessories, and parts. A substantial part of the past year’s planning has been negotiations with these suppliers to maintain the current financial agreements as the business changed hands. Hub’s good working relationships with sales representatives from various suppliers were a huge help in these negotiations. In the meantime, the suppliers have granted provisional continuation of existing terms.

This sample plan does not include names, proprietary information or financials.

1.1 Objectives

University Cycle Works’ objectives are:

  1. University Cycle Works remains committed to providing the best sales and support services.
  2. You can easily transfer ownership.
  3. Assist in the purchase of a business that is financially sound.
  4. Within the first year, repay the family member’s start-up loan.
  5. You will achieve monthly and annual sales equal or greater than the previous year’s under the previous owner.
  6. The goal is to increase sales of rainwear and garments that are bicycle-specific over the next year.
  7. For current growth in sales revenue and service revenue, you should focus your marketing efforts on new students.

1.2 Keys for Success

Our unique, high-visibility spot right adjacent to Metroburg State University has made us the leading service and bicycle dealer for the university community.

The continuance of established accounts payable, sales programs, and co-op advertising resources by suppliers of bicycles, accessories, and parts makes the financial plan reasonable and attainable. The purchase of the business without this support would be unacceptable and risky.

Buying and continuing to use the recognized, well respected name University Cycle Works provides continuity for the customers, the owner, and the employees.

This is as important a product as any other. They are University Cycle Works’ lifeblood. University Cycle Works has always valued long-term relationships with its customers. We know and address our customers personally and are eager to be a part their university experience.


Businnes Plan

Office Supplies Retail Business Plan


Office Supplies Retail Business Plan


Green Office addresses the market need of environmentally-friendly office supplies. Green Office has been formed as an Illinois Corporation with Stan Cooksey as the main shareholder. Green Office will service a wide range of customers including corporations and government agencies.

Products

Green Office will sell ecofriendly products that are made with recycled materials, reuse existing parts that have been recharged, and use non-toxic substitutes. Green Office sells recycled paper. This includes notepads, envelopes and copier paper. It also offers a range of laser toner, cartridges for inkjet printers, as well as common office supplies like correction fluid.

Customers

Green Office has identified 3 market segments. The first market segment is corporations with a 12,000 potential customers and a growth rate of 8%. The second category includes government agencies with an 11% growth rate, and 7,886 customers. The last category includes assorted customers. It has a 7% annual growth rate and 56.888 potential customers.

Competitive

Green Office will offer a complete line of office supplies. This will make Green Office a one-stop supply shop. Green Office will provide exceptional customer care. It realizes that shopping has to be enjoyable and painless if it is to have long-term relationships.

Management

Stan Cooksey, will lead Green Office. Stan received his undergraduate degree in Economics from the University of Chicago. Stan was the Regional Sales Manager of the Government Agency Unit at Symantec Software. While working at Symantec, Stan received his Executive MBA.

Green Office has a solid business model, well-identified market segments, and an excellent management team. Green Office projects sales of $818,000 in year two and $1,004,000 the following year. We will become profitable the second year.

1.1 Objectives

  • To become the premier source of environmentally-friendly office supplies.
  • Green office supplies should not cost more than 10%, and often are the same price as non-green supplies.
  • In just two years, you can quickly grow your company and make it profitable.

1.2 Mission

It is Green Office’s mission to become a leading vendor of environmentally-friendly office supplies. Green Office will be a market leader, offering the best customer service and a broad price range.

1.3 Keys To Success

  • Offer environmentally-friendly office supplies at competitive prices.
  • Secure large contracts with government agencies and corporations.
  • Ensure fiscal efficiency through strict financial controls.


Businnes Plan

Retail Hardware Store Business Plan


Retail Hardware Store Business Plan


Opportunity

Problem

Women now own more than 40% of the homes in the area. A majority of the area’s rentals are also owned and occupied by women. More often than not, it’s a woman who will now head to the hardware store for repair parts and advice. Today’s hardware stores, which are more and more dominated today by mega-store chains than ever, are often cold and uninviting.

Solution

Clara&#8217’s Hardware will sell quality hardware in a friendly, customer-friendly environment. Customers will receive prompt assistance and leave the store ready to do the job right the first time. Clara’s Hardware will also focus on anticipating the seasonal needs of its customers and providing the best products at competitive prices. Clara&#8217’s Hardware will drive an additional 15 minutes to a mega-hardware shop, which is too far and too expensive to entertain.

Market

The demographics of home ownership has changed radically in the South Gate section of Gilmore. Women now own over 40% of the local homes. Women also own 60% of the area’s rental properties. It is more often than not a woman who visits the hardware store to get repair parts or advice. Today’s hardware stores are more dominated by mega-store chains. They are uninviting, cold, and take more driving time. Clara’s Hardware has the unique ability to benefit from this new way of life. Clara&#8217’s Hardware is located conveniently to serve the South Gate region. They offer parts, materials, and advice on any home repair as well as lawn maintenance. The focus is on helping the customer identify what they want as soon as they enter the store.

Competition

Clara’s hardware competes against:

True Value Hardware chain stores: The new True Value hardware stores are designed specifically for women. In addition to better lighting and organization, there’s “an expanded assortment of decorative door knobs and drawer pulls.”

McGukin Hardware was started by mom-and-pop stores. This store stocks hardware, as well as other goods so that women need only go to one place to purchase everything they want.

There are other stores in the area, no one has the same view on this that clara does.

Why Us

Clara believes a local hardware shop can offer a reasonable selection of the most essential product areas, be affordable in pricing, provide an environment that encourages repeat business, and give the customer a pleasant shopping experience.

Expectations

Forecast

The store will be organized to maximize sales and give customers the most attention. The projected growth rate for Clara’s Hardware is quite steady. The store is expected to reach profitability in the sixth months.

Financial Highlights Year-by-Year

You will need financing

Clara Johnson (founder) will donate $80,000.


Businnes Plan

Lingerie Retail Clothing Store Business Plan


Lingerie Retail Clothing Store Business Plan



Introduction

This plan details the financial and promotion plans for Bravo Intimates. It will be located in downtown Royal Oak. This exciting endeavor will bring a needed women’s intimate apparel store to the metro area, expanding the second year to include mastectomy products. No major mastectomy store is available in the metro to serve this customer. Bravo Intimates hopes to be the most prominent regional market player by actively supporting women’s groups and community organizations. We also envision Bravo Intimates being able to connect events to in-store promotions. Our ultimate goal, to become the best intimate apparel and swimwear shop in Michigan, fitting every customer with a stylish bra or swimsuit that enhances her figure, is our ultimate goal.

A portion of all profits will be placed in an account to fund purchase our own building, tentatively scheduled for year four.


The Company

Bravo’s experienced, professional and knowledgeable management team has more than 35 years of combined experience. We have all aspects of the business covered with each member of our team working in their respective areas of expertise.

Rebecca Fall will serve as the owner/operator with 55% equity and be responsible for customer sales, buying and fittings.

Lucille Winters will be: Co-owner with 26% ownership and will act as merchandising consultant, employee training and part-time sales.

Deborah Summers is a co-owner with 19% ownership. She will serve as the Operation Manager and be responsible for receivables and inventory control.

The store will be in Royal Oak’s downtown shopping district. South Washington street is the most upscale street in town. The space is 2,000 (10 x 200) square feet.


Products

We will only sell brands that we feel meet our standards for quality and fit. Our customers will soon be introduced to new brands.

Bravo will stock quality American and European products such as Rigby & Peller and Prima Donna. Our specialty is bra fitting for full-figured women. Bras/intimate wear will make up the majority of our merchandise. Swimwear, nightwear/At-home-wear and hosiery will follow.

Bravo will continue to grow in the following categories as it reaches its goals for sales and profitability: bra/intimate apparel and swimwear and accessories; nightwear and at-home-wear; and hosiery.


The Market

The women&#8217’s total intimate apparel market, or innerwear market, grew by 10% during the last three years, reaching $11.8 billion. This period saw strong growth across all product categories, with Bras (17%) as well as Bottoms (12%) seeing the highest growth. Since 2008, consumers have been more aware of the importance of fitting bras correctly. For the past five years, many independent stores have seen double-digit sales growths. This is due in part to two factors. One, the clothing industry features more skin-revealing fashions that require speciality base garments. Two, fashion column writers emphasize the importance for bra fittings and mention the local specialty stores.

Bravo Intimates and Bravo Intimates accounted for $304 million of $10,702million in total sales. They also accounted for $341 millions of $11,797million of the intimate clothing market. With $914 million in revenue last year, direct mail merchants accounted for the largest share of market share. The majority of this increase was due Internet sales.

Based on the potential customers in the Royal Oak region, we have calculated that there are 94,201. This strongly suggests that there is a significant market void. This is why we believe there is a market niche for an intimate apparel shop that can cater to the needs and wants of all Tri-county ladies.


Financial Projections

These are Bravo Intimates&#8217’s financial goals

  • to achieve a net profit margin of over 7% the second year of operation and 15% the third.
  • A net profit of over $100,000 in the third year and $41,000 in the second year.

For such numbers, we need to raise approximately $196,000 for start-up, which includes $80,000 for initial inventory.

To make the first year’s payments as flexible and affordable as possible, we will be looking for a five-year loan with National City Bank in Royal Oak.

1.1 Objectives

  • To establish a point-of-entry shop for top lingerie and swimwear.

  • To have the largest market share for specialty foundation garments in the region.

  • To support women’s and community groups, connect events with in-store promotions.

  • To achieve a net profit margin exceeding 7% in the second year and 15% in the third.

  • To make a net profit in excess of $100,000 in the third and fourth years.

1.2 Mission

To be the top swimwear and intimate apparel store in Michigan. Every customer is fitted in a bra or swimsuit that gives her support and shapes, enhancing her overall silhouette.

1.3 Keys for Success

For the intimate apparel industry to thrive, we need to:

  • A variety of foundations are available in different sizes, styles, and colors from quality brands.

  • Carry fashion and basic brands that are a point of difference from our competitors.

  • Help our customers to be fitted and have a wardrobe of foundations that will suit a variety fashion needs.

  • Continuously evaluate our sales and adjust inventory levels as necessary.

  • Provide customers with excellent customer service in a positive body image atmosphere.

  • Advertise in areas where potential customers can learn more about us and our services.

  • Stay up to date with technology and the latest brands.

  • You can choose from a range of prices because women come in different sizes, shapes, and economic classes. The average price point is in the middle.

Businnes Plan

Retail Discount Store Business Plan


Retail Discount Store Business Plan


Opportunity

Solution

We’re the solution. The dollar store.

Market

We expect sales to increase steadily as consumers find that they can purchase a variety of quality items at bargain prices. We plan to tap the retail market by offering pricing that encourages quantity buying. Our pricing will also attract consumers with fixed budgets.

Our target market is those with lower incomes in Bend and Redmond. This includes working class individuals, the elderly, and students, many of whom are price conscious and looking to find a value for their dollar.

Competition

Consumers are looking for quality customer care, fair pricing, and a convenient place.

With customer service and localization key components, competition is fierce. It is important to choose the right merchandise for your store.

Why Us?

The Dollar Store offers a wide range of merchandise at affordable prices. Dedicated to customer service the Dollar Store will give its patrons the kind of service that is respectful and prompt. Dollar Store employees will also receive professional treatment. They will enjoy a stimulating work environment and fair pay. The Dollar Store wants each customer to feel as though he/she has gotten Fifth Avenue treatment at a bargain price.

Expectations

Forecast

The Dollar Store will continue to be open and profitable through year 1. Large capital investments by the owners will give the public a unique and innovative shop that caters to the needs and wants of people on fixed incomes, such as the elderly and low-income families. A strong Dollar Store operation will ensure that it can be self-sufficient.

Financial Highlights by Year

Financing Needed

This is how $120,000 will be broken down:

Ted Brinkman $60,000

Jim Spencer $40,000

Other $20,000