Tag Archives: shop

Businnes Plan

Franchise Sandwich Shop Business Plan


Franchise Sandwich Shop Business Plan


The purpose of this business plan is to secure additional, long-term funding to open a QSR (Quick Service Retail) franchise in Ashland, Oregon. The owners of the company will invest $30,000 in the business and assume $110,000 short-term liability to ensure funding for inventory and initial operations. The SBA 504. loan we are looking for is $200,000 and will be amortized over a 10-year period if approved.

One of the fastest-growing franchises in North America is ‘#8220’ The Sub Shop Corp 8221. Sales reached $800,000,000 last year. It is located somewhere in between sit-down restaurants and traditional fast food restaurants. This market segment is more concerned about the health and benefits of their eating habits and will pay more for better quality fast food. Our goal is to be that choice in the Ashland Metro area.

We will support local sporting events and donate 3% of our profits to charities in order to achieve our goal. We will build roots into the community. We will also promote our products to local businesses such as the Shakespearean Festival and local hotels.

This plan will help us obtain the $200,000 SBA loans. Once we’ve done that, the next step will be to increase value for our constituents, employees, customers and the community. These goals are consistent with what the SBA and its guarantors expect of themselves.

1.1 Objectives

Our first objective is opening the Franchise restaurant in four months after our site has been confirmed by the realtor. Our site was confirmed April. We want to be open by August. Our P&L as well as our Balance Sheet are all due to start in August. Start-up costs between April and August may be found in the Start-up Summary Section.

The Sub Shop will turn a profit by the beginning of our second fiscal year of operations.

We will repay our $200,000 SBA loan by the end year to $180,000.

The 70% mark will be achieved by repeat customers. We will use a local marketing research company to track customer loyalty and habits, and we will publish these results to our employees once every quarter.

Year one net profit will be 21%

1.2 Mission

Our mission is bring Ashland’s best fast food to the public at a fraction of the cost of other restaurants. Our reputation for being the cleanest Ashland fast-food restaurant will be built on our high standards in quality and cleanliness.

Profits are just as important as our community. We will give 2% of our profits to a local women’s shelter, and 1% towards a local environmental conservation fund. This company is founded on the concept that good works and good deeds not only serve the needs of the community, but will also keep our company healthy and committed to the success of its customers.

1.3 Keys to Success

Our location is the most important factor in our success. It is vital that we have a location that meets our expectations. Our Type A #8211 Profile 1′ location must have a minimum number of 6,000 customers within 4 blocks. This is in accordance with the franchise agreement. Traffic must be sufficient and customers’ lunch habits must allow them to eat out.

Executing our plan is also key to success. We will fail or not be successful if we neglect to implement our plan.


Businnes Plan

Frozen Custard Shop Business Plan


Frozen Custard Shop Business Plan


Bauman’s Frozen Custard & Italian Ice will open a scoop shop on a busy street near Eugene, Oregon. Bauman’s Frozen Custard and Italian Ice is a new shop with long-term plans for the Eugene/Springfield area. Along with a $15,000 investment by Matthew Bauman, Bauman’s Frozen Custard hopes to initially make a successful effort to secure start up financing through a combination of investment and debt to establish the location.

Bauman’s will be bringing Frozen Custard to Eugene, where it is currently not available. The initial offerings of the company will include rich, creamy Frozen Custard as well as bright, sweet Italian Ice in a variety of sizes. We plan to build a loyal customer base through selective marketing. Bauman’s Frozen Custard will be a high-end scoop shop that offers a distinguished product offering and is affordable.

Our first year sales will be approximately $66,000. We expect to increase our sales to over $90,000. The second year will see an increase of more than $90,000. We expect to be profitable in the second year, despite a loss in the first year. This will not affect our cash reserves. According to our marketing research, these sales should be easily attainable by even a start up scoop shop. Our overall financial model focuses on long-term opportunities and avoiding quick returns. This is in contrast to the fast-paced, trendy restaurants with shorter lives in bigger cities.

1.1 Mission

To create Italian ice and frozen custard with the highest quality, all-natural frozen custard.

We strive to achieve the highest standards of excellence by providing outstanding service and product offerings in an inviting, relaxing atmosphere.

To actively seek out and meet the needs of customers.

1.2 Objectives

Bauman’s Frozen Custard is a frozen custard that combines Italian Ice and Italian Ice.

  • In the first year, you will have more than $65,000 of sales.
  • 10% to 30% increase in annual sales over the previous year.
  • In our first six (6) month of operation, Frozen Custard will be able to inform at least one-fifth of all residents living within 10 miles of our store about the unique flavor advantages Frozen Custard offers over traditional ice cream.
  • You will become the leading Frozen Custard Shop in Eugene.

1.3 Keys for Success

Bauman will share his secrets to success:

  1. High quality products.
  2. Building and maintaining relationships with customers to increase repeat sales.
  3. Significant investment in grass root marketing
  4. Innovating new product offerings that will differentiate us from our competition.


Businnes Plan

Coffee Shop Business Plan


Coffee Shop Business Plan


Opportunity

Problem

People near the University of Oregon need not just coffee and tea, or pastries and snacks, but also a place to meet comfortably, have a group discussion, or just sit quietly, work, and read. This is what’s available on the University of Oregon campus. But it’s too crowded, too often, and doesn’t have the right combination of factors.

Solution

Java Culture coffee bars are a must-have for local coffee drinkers. They offer a safe place to relax and enjoy a cup of coffee, as well as a cozy place to share stories with friends.

Market

Java Culture will direct its marketing efforts towards University students and faculty. This includes people working in offices near the coffee bar, as well sophisticated teenagers. Based on market research, these customers are the most likely to purchase gourmet coffee. The proximity of the University of Oregon campus, which is accessible to the targeted customer group, will enable gourmet coffee consumption to be universal across all income levels.

Competition

Java Culture’s direct competitors will be other coffee bars located near the University of Oregon campus. These include Starbucks coffee shops, Cafe Roma, The UO Bookstore and other Food service establishments offering coffee.

Why Us?

Great coffee, pastries, additional options for tea etc, very welcoming atmosphere, good wireless, desk space, comfortable chairs and tables, good pastries, a location close to the university campus.

Expectations

Forecast

As shown below, we plan to grow as derived from our sales forecast. We plan to achieve a standard 60% gross profit margin, reasonable operating expenses, as well as reasonable profits in the second year.

Financial Highlights Year-by-Year

Finance Required

The owners will spend $140,000 to start the company and then take out a $30,000 loan from the bank to cover any deficient spending or assets.

$27,000 for start-up expenses

  • Legal expenses for obtaining licenses and permits as well as the accounting services totaling $1,300.
  • Marketing promotion expenses for the grand opening of Java Culture in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of $3,580.
  • Consultants fees of $3,000 paid to ABC Espresso Services for the help with setting up the coffee bar.
  • A total premium of $2,000.
  • Pre-paid Rent expenses for one Month at $1.76 per Square Foot in the Total Value of $4,000.
  • Remodeling premises for $10,000
  • Other start-up costs include stationery ($500) as well as phone and utility deposits ($2,500).

These expenses will not be incurred until launch so they appear in our financial projections at negative retained earnings ($27,680) at the end each month. This number is shown in the balance sheet.

The required start-up assets of $143,000 include:

  • Cash in the bank totaling $67,000. This includes enough cash to pay employees and owners salaries of $23,900 in the first two months, and cash reserves for three months (approximately $14,400 per month).
  • Start-up inventory of $16,000, which includes:

    • Coffee beans (12 regular and five decaffeinated varieties) #8211 $6,000
    • Coffee filters, baked goods, salads, sandwiches, tea, beverages, etc. – $7,900
    • Retail supplies (napkins, coffee bags, cleaning, etc.) – $1,840
    • Office supplies $287
  • Equipment valued at $60,000

    • Espresso machine – $6,000
    • Coffee maker – $900
    • Coffee grinders #8211 $200
    • Food service equipment (microwave, toasters, dishwasher, refrigerator, blender, etc.) – $18,000
    • Storage hardware (bins and utensil racks, shelves, food cases) #8211; $3720
    • Counter area equipment (counter top, sink, ice machine, etc.) – $9,500
    • Flatware (plates/glasses, flatware and serving area equipment) #8211 $3,000
    • Store equipment (cash registers and security systems, signage, ventilation, etc.) #8211; $13,750
    • Office equipment (PC, fax/printer, phone, furniture, file cabinets) – $3,600
    • Other miscellaneous expenses: #8211 $500

Funding for the company comes from two major sources–owners’ investments and bank loans. Arthur Garfield and James Polk are the two major investors. They have each contributed $70,000, and $30,00, respectively. All other investors have contributed $40,000 to bring the total investments up to $140,000. The rest of the $30,000 required to cover start-up costs and assets was provided by two bank loans. One-year loan amounting to $10,000, and long-term loan amounting $20,000. Both loans were secured with the Bank of America. Thus, total start-up loss is assumed in the amount of $27,000.

These amounts are shown in the balance sheet for the month before opening. Paid in Capital appears as the $140,000 invested. The $27,000 expenses are shown as negative retained earnings. Both assets and liabilities exist. This is all according to financial standards.

Businnes Plan

Gift Shop Business Plan


Gift Shop Business Plan


Regali Luxuri’s principals, Kaethe Valnova and Bensai Hallstadt, are Kaethe Villanova. Regali Luxuri a specialty gift shop is located in Treschicburg’s Warehouse District. We specialize in a variety of high-quality merchandise such as personalized greeting cards, business cards, home accents, and personal apparel. Regali Luxuri targets middle-to high-income clients. Our company image shows what customers are looking for in home accents or gifts. This is a ‘#8220’ Modern & Urban Style. Our company is different from other specialty retail shops because of the printing services we offer, our unique product line, and a variety of proprietary products that we have created.

We will have a website before Regali Luxuri’s Grand Opening. Regali Luxuri hopes to break-even in year one, and generate moderate profits in year 2. Regali Luxuri’s future growth plans include expanding the physical location to include the 2nd Level of the live/work unit, broadening the product line, hiring people to design our unique merchandise; implementing ecommerce to our existing website by year three; as well as establishing a mail-order catalog.

We incorporated our business as an “S” corporation. Bensai Kaethe and Kaethe have worked for many years to develop and expand our home-based retail business. Each of us contributed an equity investment to the retail location’s opening. Kaethe has five year experience in retail accounting and retail, and Kaethe has taken management and entrepreneurial classes at the University SBDC. We are able to train future employees and manage daily operations thanks to our experience and ongoing education.

1.1 Objectives

  • Total sales revenue must be generated to make a profit by the end of the first year.
  • Implement e-commerce capabilities to existing company website in year three.
  • Set a three-year average annual growth rate at 20%
  • You should aim for a sales cost of less than 45%.
  • In the second year, 50% of our merchandise will be made into proprietary products.
  • Our company will be a leading &#8220Brand Recognized#8221 name in the community by year 1.

1.2 Mission

Regali Luxuri is an exclusive boutique for specialty cards, gifts, and apparel that specializes exclusively in unique merchandise that is not often found in larger retail markets. We are dedicated to providing customers exceptional customer service in a visibly relaxing and engaging shopping environment. We aim to offer high-quality, unique merchandise at reasonable prices to our customers.

1.3 Keys to Success

  • Personalize a product collection of handcrafted, unique products.
  • Provide products and services that are customized to meet the needs of each customer.
  • Establish a loyal customer following by offering seasonal promotions / discounts, distributing direct mail postcards, offering quality merchandise at affordable prices, and providing a visibly inviting and comfortable shopping environment.
  • A #8220Brand Identity&#8221 is a brand that personifies quality, gift giving merchandise and exceptional customer service.


Businnes Plan

Fishing Shop Business Plan


Fishing Shop Business Plan


Near the new Oakridge Plaza on Highway 126 is McKenzie Tackle and Bait Shop. This shop will provide a convenient resource for all fishing supplies to visitors to the McKenzie National Parks System. Highway 126 connects you to over 130 public fishing areas. Oakridge Plaza offers last-minute shopping and dining options before you enter McKenzie National Parks System. McKenzie Tackle and Bait Shop hopes to draw customers from its location. It will offer a wide selection of fishing products as well as information on fishing conditions.

Brad West is the owner of McKenzie Tackle and Bait Shop. He has been a passionate fisherman in the region for 25 years. He is well-versed in all aspects of fishing and has run two bait and tackle shops during the past seven.

1.1 Objectives

  • It has become a popular and indispensable shopping destination for fishermen who are heading out to fish.
  • Your customer base will grow each and every year.
  • Both novice and veteran anglers will receive exceptional service and products.

Success Keys 1.2

Here are the keys to McKenzie Tackle and Bait Shop success:

  • Location: McKenzie Tackle and Bait Shop is located off Highway 126, next to the new Oakridge Plaza. Highway 126 leads to more than 130 public fishing spots in the McKenzie National Park System. Oakridge Plaza is where you will find the last commercial shop or restaurant before you enter McKenzie National Park System. The plaza is a frequent stop for travelers who are visiting the park system to start or end their day.
  • Service Brad West, the owner of McKenzie Tackle and Bait Shop knows that customers don’t just come to his shop to look. They want the best product or the best information to help them fish. McKenzie Tackle and Bait Shop will offer exceptional service and get the customers on their way so they can enjoy a day of fishing.

1.3 Mission

McKenzie Tackle and Bait Shop has one mission: To be the most prominent and visible fishing product and information resource within the McKenzie National Parks. We want tourists to see our store as an important stop on their fishing trip.


Businnes Plan

Bridal Gown Shop Business Plan


Bridal Gown Shop Business Plan


Recycled dream is a Portland-based rental shop for bridal gowns and accessories. Recycled Dreams is owned and operated by Connie Jugal. They will fill the gap in the market for formal wedding attire that is rented instead of purchased. Traditionally, wedding party members are required by the bride to buy their dresses. They have no say in what the dress will look like. They are informed exactly what dress to buy. Most often, the dresses look terrible and end up in the closet collecting dust. The dress will be rented once so it is very practical to allow people the option to rent it. This makes it much more affordable, but also fashionable. Men can rent tuxedos, now women can rent bridal dresses.


The Services

Recycled dreams rents dresses, shoes head pieces, and veils. You can buy the dresses for the bride and other women if you so desire. Customers will love the option to rent these unique pieces of clothing. Recycled Dreams not only offers the possibility to rent clothing and accessories for wedding parties, but also has strategic partnerships established with top-flight local suppliers of wedding services such as catering, invitations, catering and photographers. Recycled Dreams is able to provide customers with a one-stop shop for all their wedding preparations. Recycled Dreams will also earn a commission on any referrals that result in additional revenue.


The Market and Competition

Recycled Dreams aims to target two distinct market segments. These are the parents and the spouses of the bride. Couples as a market are growing at 9.9% per year with 114,584 customers. Parents have an 8% growth rate with over 112,000 customers.

Recycled Dreams is up against traditional bridal shops that carry the product. Recycled Dreams recognizes that these shops are competition, but they see them as indirect competitors. Recycled Dreams also believes that renting the dresses is a great value-added service. There are currently no other Portland-based bridal rental services. The concept is entirely new. It has been tested to great success in San Francisco and Recycled Dreams is the first to offer it in Portland.


Competitive Edge

Recycled Dreams boasts two distinct advantages that will enable them to rapidly grow their customer base, and validate their new concept. The first is that women’s bridal wear can be rented just like men’s suits. Because the dresses can only be worn once, this is especially intuitive. Although it might seem that renting dresses is frowned upon by some, the only way anyone can know is that the rental customer is the one who rented the dress. Their second competitive edge is their benchmarked customer service. Recycled Dreams views their role as being there to guide clients through the process and meet all their needs. This philosophy is deeply ingrained throughout the company.


Management

Beyond the fact that Recycled Dreams is a great idea, the company has a seasoned founder and manager at the helm to guide the company to profitability. Connie brings years of retail management expertise. Her retail management experience came from the Salvation Army, where she managed several stores. Connie was a manager and responsible for achieving growth rates of 46% per store each year. Connie will draw on her extensive industry experience to make Recycled Wishes a success.

Recycled Dreams is an exciting concept that acknowledges the fact that most bridal party dresses are not the prettiest creations, are quite expensive, and almost never worn after the intended wedding. Recycled Dreams will reach profitability by month 10 with healthy sales for year one and more than doubling by the end of year three.

1.1 Objectives

The following objectives are set for the initial three years of operation

  • To create a service-oriented company that exceeds customer expectations.
  • Superior service can increase the number clients by 20% each year.
  • To develop a sustainable start-up business providing cost effective bridal dresses.

1.2 Mission

Recycled Wishes’#8217’s mission it to offer affordable bridal dresses and accessories that can be used for weddings.

We will exceed your expectations with our services.

Businnes Plan

Butcher Shop Business Plan


Butcher Shop Business Plan


Opportunity

Problem

Nearly everyone eats meat as a staple. People expect that the meat is free from chemical contamination and “free range” before it reaches the table. This is to ensure that the food remains healthy and nutritious. It is not easy to see the need to ensure that the meat industry does not exploit animals in crueler ways than it should. How can we trust the meat we eat?

Solution

Parkdale Meats strives to be a leading specialty butcher in the Parkdale, and is committed to providing the highest quality meats.

Market


<br>The U.S. poultry and meat industry is the largest part of U.S. agriculture. In 2007, it produced more than 91 Billion pounds. U.S. meat consumption was 55% beef, red meat, lamb, pork and mutton, 36.8% poultry and 8.2% seafood in 2007. Meat is sold through retail establishments, including restaurants, grocery stores, and butcher shops. The number of independent butcher shops has declined over the past ten years, as meat sales have somewhat fallen. They have been replaced by big-box retailers and grocery stores. However, this presents an opportunity in markets where only the most basic meat options are available from larger retailers.

Competiton

Parkdale Meats competes with the following types of competitors:

* Grocery shops: seven locations in the Greater Parkdale area

* Costco and Walmart are big box retailers

* Butcher shops Red’#8217’s Meats, Bay Avenue Butchers

Parkdale Meats’ founders Eryka Ausroch and Robert Suidae will help it establish its competitive edge. Robert has established relationships with top meat suppliers and an understanding of the art of butchering. Eryka is an expert in food service management, financial planning, and sales records in business-to–business sales. The pair will be able to compete with other local butcher shops and grocery shops in the niche market.

Why Us

Parkdale Meats is an exclusive butcher shop that aims to deliver the highest quality meats, cut to customers’ specifications, and to be the premier specialty meats supplier in the greater Parkdale area.

Expectations

Forecast

The cash flow generated by the business after startup will allow it to grow. There is potential for substantial growth in the initial target market before the shop has to hire additional staff or move into a larger facility.

Financial Highlights by Year

Financing Needed

Robert Suidae (the founder) and Eryka Aroch (the CEO) are each investing $65,000 to start the company. This totals $130,000.


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

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

Print Shop Website Business Plan


Print Shop Website Business Plan


PrintingSolutions.com is being designed as a global Internet printing services/print shop who is focused on reducing the overall printing price structure, in addition to enabling business-to-business transactions for printing presses and the graphic art design industry. PrintingSolutions.com will also attain a competitive edge by offering services such as website development and e-commerce, which have become essential for any business presence.

PrintingSolutions.com intends to establish and operate an Internet print shop with services costing significantly less than the prices of its competitors, while supplying superior quality. Printing Solutions integrates its website and graphic arts services to enable start-ups and established companies to lower their printing and ecommerce costs.


Highlights of PrintingSolutions.com

  • Breakthrough services. PrintingSolutions.com will develop a unique website that provides customers various ways to create business stationery, including business cards, envelopes, notepads, and door hangers. Customers can also use the graphic arts design center to create logos and other designs that are essential to their company’s identity.
  • Trademarks. The company plans to register a corporation under the name of PrintingSolutions.com and operate under the same name.
  • Large markets. According to Forrester Research Inc., business-tobusiness commerce (B2B), will account for $2.7 trillion in annual revenue by Year 5. These data show that 53% of all online trade will come from e-marketplaces.
  • Seasoned management. The company’s management is highly experienced and qualified.
  • Customers. This company will primarily target start-up and small businesses across the country. Plans will be made to work with big companies.

The biggest competitive threat for PrintingSolutions.com will come from iPrint.com. We will offer all services and products at a lower price, giving us a competitive advantage over iPrint.com. Customers in this industry are sensitive to both quality and price, and at PrintingSolutions.com they will benefit from both offerings.

PrintingSolutions.com has a world-class management team with direct knowledge of the industry, extensive research experience, and unique administration skills. Mr. Dalton Grant leads the team.

The company expects to generate revenue of $250,000. The company projects that it will generate revenues of $250,000. In the second half of Year 1, the revenue projections are for $2.91 million to $5.82 million. PrintingSolutions.com is seeking $830,000 in venture capital to be used for:

  1. Establishing an organization and office presence in both the United States and overseas.
  2. Complete development of the Internet printing shop.
  3. Marketing the website and its services and products.

1.1 Mission

The mission of PrintingSolutions.com is to become a global company, utilizing the power of the Internet to become the market leader in providing online printing, website designs, graphic art designs, and a B2B portal for the untapped printing press and graphic art design industries. This will be achieved by combining high-quality craftsmanship with low costs.