Velocipede/Snowpede Borrow Bank can be found in Eugene, OR and specializes in renting snowshoes. VS will offer road, mountain, and tandem bicycles for rent as well as a variety of sizes of snowshoes. From April to November, bicycles will be the main source of revenue. Snowshoes will become the main source of revenue once the rains reach the Willamette valley. For both bicycles and snowshoes, Velocipede/Snowpede will supply each customer with a detailed map/trip log which the customer will be able to follow, showing them incredible hiking and biking trails. Eugene is an ideal place for these types of activities, due to its cycling community and proximity of the Cascade Mt. range.
Eugene is home to several rental shops for snowshoes and bikes, but their primary line of business is retail. Rentals can be an ancillary distraction. VS will continue to grow market share through their outstanding customer service. They will become profitable in nine months and generate $150,000 annually in revenue.
1.1 Objectives
The objectives for the first three years of operation include:
To create a service-based organization whose primary goal it to exceed customer’s expectations.
To increase the number client served by 20% annually through superior performance.
To build a profitable start-up that is self-sustaining and can rely on its cash flow.
1.2 Mission
Velocipede/Snowpede Borrow Bank’s mission is to provide customers with bicycle and snowshoe rentals as well as suggested journeys. We are here to maintain and attract customers. If we follow this maxim, all else will follow. Our services will exceed our customers’ expectations.
Jerseys R Us is a Massachusetts-based collection of sports jersey stores. Jerseys sells famous players’ jerseys in baseball, football, and cycling. Phil Garment purchased jerseys, a business already in existence. Jerseys will reach profitability by the end of year one and will modestly generate profits for future years.
There is a huge market for collectibles in sports, especially when it comes to sport jerseys. From young children to mature adults, collectors come in all ages. Due to eBay’s increasing popularity, sport collectible trade has grown in popularity with a wider market. Jerseys has segmented the market into two niches, children and adults. The children are more interested in football and baseball jerseys, while the adults are more interested in all three.
Jerseys R Us recognized three keys to success. A complete inventory is the first. This will draw people into the store to check out what’s on sale. Listening to customers is the second key. Jerseys must have a feedback loop in order to meet customer expectations. The last key to success will be to implement and adhere to strict financial controls.
Jerseys‘#8216’ competitive advantage of inventory can be leveraged to rapidly grow sales. Two reasons inventory is a benefit. The inventory is extensive, far better than the competition. The second benefit is that there will always be inventory available. This will allow customers to return to Jerseys more often to purchase new products.
Phil Garment is the owner and leader of Jerseys R Us. Phil is a lifelong sports fanatic. Talking to Phil will show you that he is passionate about all things sports. After receiving his undergrad degree, Phil went to work for a leading sports marketing firm where he developed an incredible web of networking contacts. These connections are crucial in obtaining rare and hard-to-find jerseys. Phil also received great project management skills from the experience. Phil obtained an MBA to complement his work experience. He has the required skills to manage a business.
1.1 Mission
Jerseys R Us’ mission is to be the best jersey collectors store. This will be achieved by offering a wide array of fair-priced jerseys as well as customer satisfaction.
1.2 Keys to Success
Having a comprehensive, worthwhile inventory.
Customer feedback is important.
Maintain strict financial control.
1.3 Objectives
To be the most prominent sports jersey store in Mapleton.
Have constant turnover of inventory encouraging customers to come in often.
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’ 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’ 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
Professional Athletic Equipment, Inc. is going to manufacture and market a protective product for young athletes. The brand name and identity for the product will be Body Armor. The product is designed to protect the abdomen, chest, and side from injury caused by blunt trauma. This device can also prevent sudden death due to commotio cordis (heart attack caused by external trauma). This injury is most common in baseball, but it can also happen in other sports. The United States has filed a patent application for the device.
This business plan is part our regular business planning process. This plan gets a semi-annual update.
In the coming year, we plan to manufacture and market our first product. So far, there have not been any sales.
We expect to sell 750 units per months on average during year one of our marketing campaigns. This will translate into a sales volume of $242 550 per year. Management projects that the company will achieve sales of more than $4 million and profitability by year three. After taxes, year three profits are $593570.
Our keys to success and critical factors for the next year are, in order of importance:
Initial product production on first three sizes.
For product acceptance testing, you can do basic research and test marketing.
Test marketing of multi-channel distribution.
Test marketing of media, PR, pricing, and product endorsement plans.
Objective to recover production start-up expenses and the first year of depreciation for initial three molds in year 1.
And here’s what comes next:
Limiting loss to less that $200K for the second year
Reaching limited retail distribution by year three (2nd salesyear).
In year three, you will be able to achieve profitable operations
1.1 Objectives
Professional Athletic Equipment, Inc. set a modest goal to achieve its first year sales. When we reach these minimums, it will be close to the over-all breakeven point for year one. This will allow us to expand our business in year two.
The sales targets by size are:
Units as small as 4500
Medium’#82112250 units
Large� units
These targets will lead to year one sales volume at $242,550. This will be a confirmation of a successful test.
To keep projected margins at these low sales levels, costs are controlled. If sales exceed these goals additional production and stepped-up marketing activity can be implemented quickly, although additional capital will be required on short notice in order to fully implement growth. Some sales may not be made in year 2, but that is to be expected.
1.2 Mission
Professional Athletic Equipment, Inc. is a manufacturing and marketing company dedicated to protecting young athletes from tragic injury and death. We plan to create quality, tested products as well as sufficient profit to provide fair returns for our investors. Our first product, the ‘#8220’ Body Armor, will go direct to consumers who are parents of youth players. The ‘#8220’Body Armor is designed to prevent injury and improve athletic performance by enhancing confidence among young athletes. The ‘#8220’Body Armor is designed to promote the enjoyment of sport by young people. We plan to expand the business and establish ourselves as an innovator and product leader in our niche. After our marketing platform is established, we will continue to finance internal and external growth. Once that happens, we will develop and acquire additional products. We will be a business that adheres to Christian values.
1.3 Keys To Success
Professional Athletic Equipment, Inc. has the following keys to its success:
Product Quality. New molds must be made and new production commenced. It is necessary to locate suppliers for all components and place initial orders. With rework and waste kept to a minimum, delivery and assembly must be done on time.
Marketing. Professional Athletic Equipment, Inc. can only be successful if the product is quality. The “Body Armor”, a new product, is not available yet. Therefore, consumers need to be aware of its availability and purpose. It is critical that media costs are controlled to increase sales.
Management.
Although there’s a temptation for a company to grow exponentially, Professional Athletic Equipment, Inc. should focus first on product sales within certain price points, margin requirements, distribution routes, and consumer acceptance. After these answers have been found, controlled expansion (which involves increased production and investments in inventory) can then be achieved with confidence.
Watching sports is a group activity. Going to each other’s houses get tedious. It is difficult to find a place where people can watch, cheer, eat, or drink their favorite games and favorite beverages. After a great night, they are ready to go home.
Solution
Take Five Sports Bar and Grill strives for the title of Southeast Region’s premier sports restaurant. Our goal: To be a step above the rest. We want our customers having more fun with their leisure time. We provide more televisions showing more sporting events than any other region. Every table is equipped with state-of the-art table-top microphones that allow customers to hear the program they are interested in without any background noise. In order to achieve our ultimate goal of providing entertainment/dining experience that is both memorable and affordable, we mix menu selections, ambiance, atmosphere, and service.
Market
Bars and Taverns are local gathering places where customers can eat bar food and drink alcohol-based and non-alcoholic drinks. Bars and taverns have historically been places that were able to establish a relationship with specific suppliers or vendors in order to market or increase awareness of particular brands. Bars, taverns, and other casual spaces often have bar stools and tables. Entertainment can include music, comedy, and dancing.
To draw specific audiences or increase attendance, you may offer specials. Cocktail bars offer light snacks or h’, and generally serve light meals. It can be attached as a part of a restaurant or hotel. Individuals who like high-end wines will find wine bars. Martini bars caters to those who enjoy martinis. There are gay bars, bars for lesbians, bars for bikers and singles, as well as gay bars, bars for lesbians, bars that cater to alternates and singles. The adjective used to describe the person is the person who attends. Minors can be granted restricted access, depending on whether they are accompanied by an individual or a specific time. Most municipalities have policies regarding hours and zoning.
Concurrence
Technomic’s BarTAB (Trends in Adult Beverage), report revealed that the Top 100 Nightclub & Bar venue venues in 2013 earned $1.5 billion in total revenue. Over two-thirds, or 68.2%, of the operators surveyed saw revenue growth in 2012 and almost three-quarters (31.4%) of them reported revenue growth exceeding 10%. Again, top nightclub and bar venues outperformed overall industry. Bar and nightclub sales grew 3.9% in 2012. The industry will continue to face competition from other industries, such as restaurants and people who prefer to drink at home through 2023.
While the distilled spirits industry has been lucrative, Federal and state excise taxes play a significant role in the industry. According to the National Center for Policy Analysis (NCPA), thirteen states had requested an increase in tax and other fees on alcoholic beverages. The taxes on distilled spirits averaged $0.21 per ounce. According to the Distilled Spirits Council in the United States, “distilled spirit is one of most heavily taxed products in the United States.” More than half of the price that consumers spend on a typical bottle of distilled spirits goes toward a tax of some kind.” This has a wide-reaching impact on the hospitality industry. The DSC states that “When beverage alcohol taxes rise, it causes a devastating ripple effect on all jobs in the industry.”
The Distilled Spirits Council reported that total U.S. sales increased 2.2% to 210,000,000 cases in 2014. Supplier sales rose 4 percent to $23.1 billion in 2014. The U.S. market for distilled spirits is worth nearly $70 Billion. This is enough to support hundreds of thousands in the hospitality sector and produce more than $20 billion in tax revenue for all levels.
The U.S. Department of Commerce reported a 5.2 percent increase in adjusted alcohol sales to nearly $9.2Bn in June 2008, compared to the same time last year. The NCPA also reported that the Federal excise tax collected on distilled spirits for 2006 was $4.4 Billion. This includes $3.6 Billion from beer, and $800 M from wine. State taxes also reached almost $5 billion during the same period.
The total number of establishments at 58 829 in 2009 was 20.2 per cent. These establishments accounted for 11502 establishments and $4.
2009 revenues were 1 billion. Of the 71.7 percent of places classified as bars and lounges, 6.2 percent fell under the general classification with 3,523 firms and $858.9 million 2009 revenues; 31.2 percent were classified as taverns with 17,732 establishments$3.7 billion in 2009 revenues; 20.4 percent were classified as bars with 11,569 establishments and $3.11 billion in 2009 revenues; 11.6 were classified as cocktail lounges with 6,599 establishments and $1.61 billion in revenues. A smaller portion of this segment was made up of wine bars and beer gardens. Finally, night clubs, cabarets, and discotheques combined for an 8 percent market share, or 4,541 establishments, and combined 2009 revenues of $1.89 billion.
Why Us
Take Five Sports Bar and Grill aspires to be the best sports themed restaurant in the Southeast Region. Our goal is to be a step ahead of the competition. We want our customers having more fun with their leisure time. We provide more televisions with more sporting events than anywhere else in the region. The tabletop audio control system at every table allows the customer to enjoy the selected program in a clear and uncluttered environment. To achieve our ultimate goal of providing entertainment/dining experiences that are both enjoyable and affordable, we combine the best of atmosphere, ambience, food, and service.
Expectations
Forecast
A net profit of $445,000. will be realized in the first year. Since 10 months of operations have already been completed the confidence level for final first year numbers is extremely high. Actual figures are available for the first ten months of start-up expenses, sales revenues, operating expenses, and other costs.
Nine Lives – An Outdoor Clothing & Gear Consignment Store in Eugene, Oregon is a brand new business. Jim Gearboy is a veteran in the outdoor industry and will run Nine Lives. Jim is also very familiar with Eugene’s outdoor community. He has used his knowledge to create a niche store with no direct competition.
Nine Lives will take advantage of this amazing opportunity by offering a wide range of used goods that are not available elsewhere, excellent customer service and affordable prices. Jim Gearboy has located the store in a prime location with high foot traffic and easy access. Jim will make sure that the store is set up efficiently in order to increase sales. He will also give his customers the greatest attention. Jim’s passion for outdoor recreation and keen eye for detail will allow the store to quickly reach profitability.
Nine Lives’ projected growth rate is steady with profitability at month six and revenue at $45,000 by year three.
1.1 Mission
Nine Lives’#8217’s mission is provide high-quality outdoor clothing and gear for a reasonable price to customers. We exist to attract and maintain customers. If we follow this maxim, all else will follow. Our services will exceed the expectations of our customers.
1.2 Objectives
The following objectives will be met in the first three years after operation begins:
To create a retail outlet whose primary goal it to exceed customer’s expectations.
To increase the number of clients served by at least 20% per year through superior performance and selection.
To decrease dependence on nonrenewable resources through the use of reused goods.