Tag Archives: supply

Businnes Plan

Art Supply Store and Gallery Business Plan


Art Supply Store and Gallery Business Plan


NALB Creative Center (NCC) is the place where artists meet. NALB is an acronym for “No Artist Left Behind,” with our company by-line stating: “Live Your Art.” NCC is a specialty retail store offering a large array of artists’ materials and supplies, crafters’ needs, a gallery, and an education center. NCC will be a comfortable facility that will inspire, support and encourage amateurs as well as professionals and crafters from the Big Island art scene. NALB will sponsor art competitions and fairs, as well as scholarships for artists who wish to continue their education. NALB will facilitate, organize and offer creative workshops and classes in a variety of techniques and media.

The Market

NALB leads in a growing and exciting market. Only two stores currently exist on Hawaii offering only art and craft supplies. Neither of these stores is able to offer education and hands-on opportunities. Both do not actively support the artists community. NALB also cannot provide the level of customer support they can. NALB is unique in that it is run by artists and is the only art supply shop on the island. NALB Creative Centre will reach out to the increasing number of West Hawaii’s professional artists. We will also fill the needs of the growing market of retirees (100% growth in the last three years) many of whom have settled in Kona because of the thriving art community that exists here. NALB will market actively with teachers and students within the expanding private and public education systems.

The Organization

NALB is owned and operated by practicing artists. It is founded on the idea that maintaining satisfied customers is essential to the bottom line. NALB Creative Center will make every effort to satisfy all customers with all transactions. To maintain a presence within the art and craft community and close relationships to customers, NCC will be an active member of the local art scene through participation and education. The latest trends and products will be taught to staff at NALB. NALB’8217’s owners will be able to anticipate and create consumer trends through creative work.

Products, Services, Delivery

NALB will open a store in the commercial area between Costco, Home Depot and Home Depot. The store will measure 3,000 square feet. Many of the original tenants were cabinetmakers. NALB will have the floor space to offer a wide variety of art and craft supplies. Due to our size, we will also have the purchasing power to buy from manufacturers directly, thus avoiding middle man mark-ups. We will offer discounts to regular customers. All orders above $300 will receive free delivery to North Kona. NALB will offer Artist’s Oasis vacations to travelers by organizing local accommodations, renting equipment, selling materials, and providing maps and guides.

Financials

NCC expects to make modest profits starting in month 1. A wholesale buying option will ensure that margins of 50% are possible. The first full year’s sales will exceed $300,000. We are projecting conservatively a growth rate of 5% the first three years and 20% thereafter, even though existing art supply stores are reporting growth of over 30%. We have great vision, even though we budget conservatively.

1.1 Objectives

  1. Customer Satisfaction: To create a shopping environment that caters to the needs of the art and craft community of the Big Island by offering knowledgeable and professional customer service. We aim to measure customer satisfaction through repeat business (our goal for 50% of our customers to return within six months for an additional order) and multiple sales (our target is 30% of all sales that are accompanied with an additional purchase).
  2. To achieve 80% market share and be the top art and craft supplier in the island.
  3. To reach a profit margin of 50% within the first one year.
  4. To be an active, vocal member of the community.
  5. To create, in years two and 3, Artist’s Oasis for Hawaii. This program would provide local accommodation and rental of materials for visiting/vacationing artist.

Success keys 1.2

We must do these things in order to make NALB Creative Center a success:

  • We will ensure 100% satisfaction for our customers and suppliers.
  • Advertising and promotion in areas where our target audience will hear about our store.
  • Continuously review our inventory and sales and adjust our inventory levels accordingly.
  • Provide products that have the highest quality, reliability and quality. Our competitors must offer more premium products than we do. Offer loss leaders and other promotions that bring customers into the store to buy goods, explore our line of services, and sign up for future events.
  • Be a member of our community.
  • Provide in store classes, demonstrations or events.

    • 1.3 Mission

    NALB Creative Centre’s mission it to support and help the community of artists, crafters and craftspeople by offering quality, brand-name supplies to satisfy customer needs. By hosting and supporting shows and classes; and by promoting the island to be an artist’s oasis and destination.

    We will strive, constantly, to supply what the consumer is asking for; we will continually review what is available in the marketplace. We will be able to offer the services and products you need. We will maintain NALB as a place for artists to gather.

    Our customers will define success as their trust in us and their ability to deliver on their price, service, or selection expectations.

    Businnes Plan

    Feed and Farm Supply Business Plan


    Feed and Farm Supply Business Plan


    The following plan is based on 16 years of experience, is highly focused and promises to follow a path of prosperity for its owners and staff. The projections are based on conservative sales figures. Actual sales may be higher. The projections contained herein are authentic and will be used as the budget for the business. Latheethen Feeds, Inc., is going to show a profit instantly and will increase sales each year.

    Latheethen Feeds, Inc., an established custom feed store, is well-known. The company produces custom livestock and bird feeds, deer feed, along with other animal products. Latheethen Feeds, Inc. expanded its production facility (custommill) recently and is well-positioned for marketing its workroom production to clients beyond its existing client base. The company is committed providing top-quality customer service, meeting delivery dates and controlling sales prices to meet market trends. This business plan focuses on identifying future clients, explaining our marketing strategy, improving internal procedures, and obtaining the financing required to expand.

    Latheethen Feeds, Inc., Pleasantville, Michigan. This privately-owned corporation has been in operation for almost 16 years. The store’s previous owners are still in the same neighborhood and plan to move into their retirement home in Northern Michigan as soon as they complete the business transaction. The current owners and the new owners are actually family. They will still be available to help if they need it and visit the store bi-weekly.

    An estimated 14,695 farms and 20,434 hunters are located in six counties near Latheethen Feeds. Once delivery is possible, however the state remains open to all. Latheethen’s would then be able to compete for 53,315 farms’ business. USDA records show that these same farms are responsible for spending nearly $2 billion annually on Michigan feed. The current share of the market in which the company is located is less that 1%. The state’s total annual revenue was $140,000 established by the owners in the past. They achieved this without the need for advertising and outside sales. The new owners are focused on growing the business to gain a greater share, $260,000 annually, of the state total.

    The marketing research and tailored marketing strategy described in this business plan will result in after-tax profits of $22,806 in Year 1 and increasing to nearly $30,000 in after-tax profits within three years, despite significant new advertising and renovation expenses.

    To achieve these goals, Latheethen fields needs funding for two different phases of expansion. We are seeking a $15,000, short-term loan that can be repaid in the next two years. This loan will enable us to purchase a delivery truck, a key element of our new sales and marketing strategy. The area’s premier equineboarding stable will be built in Year 2. We will need another, longer-term loan in the amount $135,000 during the second year. Mid-Town Meadows, in addition to being a revenue source, will also be a source for feed. Mid-Town Meadows will provide a relaxing and inviting environment for our horses and customers. The theme and decor will have log exterior walls and a formal private clubhouse that overlooks the enclosed arena. The feed store is already located at the main entrance, next to a cascading water fountain and company signs.

    1.1 Objectives

    Latheethen Feeds has five major objectives. These are the primary targets.

    1. Maintain 100% of existing customer base by consistent customer service.
    2. Our customer base will be expanded through referrals and aggressive direct sales.
    3. Based on customer demands, we will gradually expand our product line.
    4. Expand our custom feed mill to meet the growing sales market.
    5. As their needs are understood, we can offer more services to our customers.

    1.2 Mission

    Latheethen Feeds has been family-owned and operated since its inception.

    We offer the finest premium products and service on the market to our customers. Latheethen’s offers all of our customers the direct personal attention they deserve. We guarantee 100% customer satisfaction through our commitment to customer service.

    1.3 Keys to Success

    These are the keys to Latheethen Feeds’ success:

    1. You can be sure of freshness and high quality.
    2. You can choose from many prices.
    3. To keep abreast of market trends, constant research is required in every industry.
    4. Management: Products delivered on time, professional service to customers, management of budgets.
    5. Regular evaluation of strengths, weaknesses and adjustments when necessary.