Category: Business Plan

Business Plan, Business Model And Strategic Planning – The Basics To Navigate

If you have in mind starting your own massage therapy business, you’ve probably wondered what is the necessary planning for starting a business? Certainly, doing good planning requires investing the time and energy you could spend practicing massage therapy. However, it is certainly a long-term investment for your business success. If the various tools presented in this article are not guarantees of the success of your company itself, they will certainly improve your chances of success in the adventure.

Business Plan and Massage Therapy Strategies

To learn more about the planning required to start a business, check out the Network’s webinar .

Plan # 1: Canvass of the business model

Before discussing the first plan to start a business, it’s important to understand what your business model is. The business model is the set of functions, processes and inputs needed to run your business.

In line with this definition, the business model framework allows you to structure your business model in a visual way and thus promotes an overview of your business project.

It becomes easier to illustrate your business model. This facilitates the linking of the different elements and gives you a global vision of your company. Such a template allows you to organize information and summarize your analyzes and reflections throughout your project.

Once completed, your template should contain all the information that will be in your business plan. However, pay special attention to the following. The primary purpose of the business model framework is not to replace the business plan, these two tools are complementary.

The canvas is a tool for structuring and testing your ideas. It allows you to have an overview of the different elements of your company. The business plan is a tool for communicating your ideas.

This is why you need to complete your canvas and test your business model before starting to write your business plan. When all the thinking around your business model is completed and tested, you’ll write a concise and useful business plan much faster!

Plan # 2: The Strategic Plan

Strategic planning, is it the art of planning the growth of your business to finally realize that our projects do not come out as planned?

Well yes! It sums up pretty well!

For a self-employed worker, a strategic plan can be complete in just a few pages. This is a document that will allow you to define on a timeline what actions you will need to achieve in order to achieve your business strategies to achieve your business objectives, ie your business vision.

This type of plan allows you to illustrate your business vision and translate it into objectives that will speak to you and motivate you. Then, it will allow you to develop coherent strategies and an action plan to achieve these goals.

Entrepreneurship is uncertain and unstable. To succeed on your account, it is important to arm yourself against the unknown, because, be certain, you will have to face it! In this sense, you probably wonder at this moment: If I evolve in such a changing context, why would I need to draw up a strategic plan when I know that everything will change?

The answer is simple: you will be able to detect faster than a change of strategy is needed and you will be able to react more effectively in this situation.

To illustrate my words, take the image of a mountain to climb. You enter the forest at the base of the mountain. Your strategic plan is your compass. At the top of this mountain is your advertising goal: reach 70 readers per month on your blog for three consecutive months, before your 10th month of operation.

You have your compass (strategic plan) to get there and your climbing tools: 1000-word articles, published bi-monthly on your blog and advertising through the Facebook platform. You realize at your 5th month of operations that you have no more than 20 readers per month, you have not even climbed half of the mountain!

If the summit is achievable (your goal is realistic) and your compass is well adjusted (you have achieved the planned actions), it means that there is something wrong with your tools (you do not use the right strategies ). It’s up to you to find the problem later. Do your customers prefer more frequent and shorter items? Do they prefer to interact through your company’s Facebook page than through your website?

In short, your strategic plan is there to reassure you (or sound the alarm) against your different development goals. With a good strategic plan, you’ll be able to adjust your strategies faster to achieve your business vision more effectively.

Plan # 3: Your Business Plan

The famous business plan … Too often portrayed as dirt that is hidden under the carpet before guests arrive, it is a real stress for many aspiring entrepreneurs. Yet, the business plan is nothing more than a communication tool. Whether you have not started your business or have been practicing for several years now, the business plan allows you to explain and communicate your business ideas to another person in a text format.

While it may be interesting to get some help in setting it up, be aware that the main challenge is not in writing the plan. The real challenge is to create the content. It’s about structuring your business in a consistent way (and that’s where good entrepreneurship training can help!) In a start-up context, if the business plan is not reserved solely for funding applications, it is widely used to achieve such an objective. Why?

Because it allows to communicate to the financiers the functioning of your company (your business model), as well as your future objectives for the company (your strategic planning), all in a standard text format for the reader.

Is it absolutely necessary to have a business plan in hand when you knock on the doors of banking institutions (or any other type of investor)? Some would say that a detailed business model with supporting evidence will suffice, but the reality is that many financial institutions still require a formal business plan. In this sense, planning properly will greatly increase your chances of getting the amount you want, on favorable terms for you. In concrete terms, it will increase your credibility as an entrepreneur and project leader with investors.

Business Plan: Types And Significance

Introduction

Top 4 Business Plans are: 1. Business Initiative Plans (Startup Business Plans), 2. Long Term Business Plans (Strategic Plans for Business), 3. Growth and Development Oriented Business Plans, 4. General Plans. If any of the aforementioned catagoreies draw your atteniton, get in touch with us if interested in investing in these.

Business Initiative Plans (Startup Business Plans):

Why are business plans important? How can they help in running a busniess?

Got problems in running your Business? do not fret! Business Plans are here to save your day. A good business plan acts as a guide or a mentor for initiating as well as for managing your business. Your business plan is similar to a roadmap. A roadmap that gives direction to your structure, functioning, and also to the growth of your start-up. It’s a means of figuring the core elements of your business out.

How can one create a right plan?

Writing the right plan might seem impossible. Don’t worry! we’ve got your back.

There is no such thing as writing a wrong or a right plan. Then what exactly matters? All you need for writing a good business plan is to bear your needs in mind in order to match them with your business plan.

Majorly, business plans fall under one of these two Most business plans fall into one of two common categorizations: Traditional Business Plans & Lean Startup Business Plans.

(1) Traditional Business Plan Format

If you possess detail attentive and extensive planning preferences, then you are more likely to opt for traditional business plan format. This will also come into use when you will be planning to apply for funding from conventional sources.

While formulating a business plan, you need not stick to the exact business plan outline. In lieu of that, you can make use of segments that are more sensible for your business as well as for your needs.

(2) Lean Startup Business Plan Format

If you’re willing to give a quick elucidation about your business, then you should choose lean startup format instead of traditional business plan format. This plan will also work wonders for you if your business is relatively straightforward, or you plan to modify and enhance your business plan frequently.

The charts that utilize only a couple of elements like USP (Unique Selling Point), substructure, clientele, and finances, to elucidate about your firm are non-other than Lean startup formats. They’re super handy when it comes to picturing merits and demerits as well as fundamental facts about your organization.

The Business Model Canvas, fabricated by Alex Osterwalder is one of the oldest and the most renown lean startup format out of several other formats that are accessible currently.

Long Term Business Plans (Strategic Plans for Business)

If you’re willing to focus your efforts, create unification between your team in a single direction, and want something that will offer you guidence through complex decision making, then start functioning with a plan. A strategic plan calls for specifying your objectives and also facilitates you in acheiving those. This in turn is an enormous competitive edge.

Here is a list of 11 essentials that can be put into use for creating an effective and long-term business plan.

1. Identify your company vision
2. Identify your personal vision
3. Understand your business
4. Determine goals for the short run
5. Create a Synopsis of your strategies
6. Formulate a plan of action
7. Encourage strategic communication
8. Examine and add variations frequently
9. Hold yourself Responsible
10. Be Flexible
11. Develop a strategic planning team

Growth and Development Oriented Business Plans

This business plan is all about key management decisions, measures, metrics, and making it come to life. It is similar to the business visions of several firms.

It is all about what is supposed to happen and not about elucidating or protecting a business for outsiders.

Key components of the business plan for strategic growth

Strategy

Strategy can be as plain as a record of key points, or concise descriptions, or even a series of photographs.

If simply put, it is what you’re not doing.

Strategy serves as a reminder of what is most crucial in your plan of action.

Recognition of market and its offering

The issue you resolve

Your solution

Target audience

Identity (put differently, “why us”)

Try not to rip your strategy apart by taking various elements into account at a time. Always bear in mind that things change in planning along with all spheres of business.

Changes aren’t just challengings, infact they are chances to flourish.

Execution

Excecution tactics are the measures, activities, as well as the decisions made by you. They also reffer to the paths you opt for to bring your strategy into action. Strategy has no worth without its execution.

Costing, commodities, publicity, messaging, channels, social networking, assistance, lead generation—it’s all about execution.

Give a thought to strategic orientation as you start working with tactics. One thing you need to be sure about is that your tactics match your strategy.

Milestones and metrics

Your objective is to execute, and milestones and metrics report execution. Give a thought to your dates, time-boundations, and firm specifics.

There exist other performance indicators like traffic, leads, conversions, presentations, visits, trips, engagements—and even likes, retweets, and follows, Relying on the nature of your busniess. Convert your metrics into estimable and meaningful ones.

Essential business numbers

Real planning has to be ingrained in specifics, including sales, expenditure, and flow of funds.

You would have probably being managing cash flow and reviewing the functioning if you already own an existing business.

From then on, keep it fresh

Creating a business plan was just the initial step. From there, you are lead by your protrusions which facilitate you in examinig your plan and let’s you compute it with the actual outcomes so that one can make desired rectifications.

General Plans

A written document that elucidates how a new business is going to achieve its objectives in detail is known as a business plan. This plan also establishes a scripted plan from a promotional, financial and functional outlook.

Business plans play a crucial role in a business as they permit a firm to set its goals as well as invites investment. They also are a means for a firm to keep themselves on track while progressing ahead.

Every enterprise should possess a business plan as it is not just useful for start-up firms but can prove to e useful for them too.

Business Plans Of Premiere Electric And Barnum Painters: Strengths, Weaknesses And Improvements

Introduction

Business plan includes the strategic approaches and functional approaches of the organizations to achieve the business goals and objectives. Further business plan discusses the financial feasibility and market attractiveness of the businesses in order to develop the strategic approaches to attain the business goals and objectives. The business plan covers two business areas such as electrical contractor (Premiere Electric) and painting contractor (Barnum Painters). The purpose of the report is to analyze and evaluate each company’s business plans according to several criteria including business profile, vision, mission, goals, marketing plan, products, and services.

The section 1 of the report will describe each company’s business plan including business profile, vision, mission, goals, marketing plan, products, and services. In section 2, the strongest component of each business plan will be discussed. In section 3, the weakest component of each business plan will be discussed. The section 4 will provide the suggestions of how the business plans could be improved. In section 5, Challenges and learnt lessons of working on this assignment will be discussed. The section 6 will describe the competencies I believe that I have demonstrated, and Section 7 will provide the summary of the report.

The descriptions of two business plans of two companies

Premiere Electric

Vision

Vision is to become the market leader in electrical service industry in Australia and deliver electric service related consultancy to other competitive firms in the market.

Mission

Mission statement aims to develop the loyalty customer base to the organization in order to ensure the business sustainability and achieve majority of market share in the industry.

Goals

Our primary goal of Premiere Electric is to ensure that business operations are integrate with overall corporate growth strategies and increase the level of customer satisfaction over the period of time. In addition to that we aim to integrate our business operations with modern technology to ensure the business effectiveness and efficiency over the period of time.

Marketing Plan

Our main marketing approach is online marketing. That means we use social media to reach larger number of customer base within limited period of time at lower cost. In addition to that we perform market feasibility test to identify the real requirements and expectations to target market customer base. Further our marketing plan aims to perform the direct marketing approaches to reach the specific clients in order to deliver our strengths and capabilities.

Products or Services

The main service is providing electrical installation and maintenance services to both corporate clients and individual clients. Further we expect to provide consultation services to corporates on electrical services in future.

Barnum Painters

Vision

Barnum Painter defines the vision statement of “delivering unique and differentiate service to corporate clients and individual clients in Australia”.

Mission

Mission statement emphasizes that in order to ensure the service uniqueness and differentiation, it is essential to understand and analyze the behaviors of social environmental changes and customer perception in target market.

Goals

We aim to match the customer requirements and expectations with the service features and specifications. Based on that we expect to maintain annual 20% revenue growth rate and 10% net profit growth rate per annum. In addition to that we target to keep employee turnover ratio below 5%.

Marketing Plan

In order attract the customers for Barnum Painters, it is used the combination of online marketing and offline marketing. Under offline marketing, it is expected to advertise the service details and specifications in business newspapers, publish on yellow pages, participate to industrial expos etc. Under online marketing approach, it is used the social media as primary method of online marketing.

Products or Services

Barnum Painters provides the services of industrial painting services for houses, buildings etc. In future we expect to sell the high quality paints to outside market to generate the other income sources.

Identified of three the strongest elements of each plan

Premiere Electric

It is mainly considered on trust and good services to the customers. For that purposes it is expected to ensure the high level of service quality assurance to the customers to ensure the customers satisfaction. Quality management strategies have been implemented to ensure that service features and specifications meet the quality standards to ensure trust and quality service.

The main critical factor of electrical service industry is safety and awareness. We have implemented safety standards and parameters to ensure that operational process in terms of delivering the service are occurring with respect to the safety and awareness assurance. Further we plan and conduct training and development programs to ensure that our employees are aware about safety assurance standards in delivering the services.

It is important to identify the market segments in order to develop the marketing strategies. In developing marketing strategies, we follow market segmentation, targeting and positioning. Psychological method is used to develop the identify the market segments. We have identified the right market segments in order to develop the market strategies and service features and specifications.

Barnum Painters

Most of the customers are expecting the uniqueness from our service. For that purpose, we are using service development strategies to find out the strategic approaches to deliver differentiated service to the customers. We perform market researches to identify the changes in people mind set in terms of painting and plan the service compositions based on those implications.

Creativity and innovative approach of service development is another strength of the business. We always come with new service designs to impress the customers and meet the market competition from competitive business firms. Our innovative management strategies focus on how to develop creative service packages and ensure the creativity.

Value of customer is important to build strong customer relationship management. We have implemented excellent after sales service process to gather customer feedbacks on our service. In addition to that customer relationship management process involves with managing the customer complaints within limited period of time.

Identified of three the weakest elements of each plan

Premiere Electric

Market competition is considered as one of the main weak point to increase the market share. That means there are larger number of competitive firms in the industry which are delivering similar kind of service to the market. In order to manage the adverse implications of market competition, it is essential to deliver innovative service to the market.

Financial plan consists of two aspects such as working capital management and long term capital management. We do not have proper working capital management plan to increase the retained earnings of the business. As a result of that growth of the business will be limited due to lack of adequate financial resources for reinvestments. Further budgeting strategies need to be implemented for each functional area of the business.

Further we have to invest huge startup cost at the initial stage. We cannot rely only on debt financing at the initial stage due to it increases the financial risk position of the organization. Due to lack of adequate initial capital requirements, it is essential to implement the business development plan step by step.

Barnum Painters

In order to ensure the uniqueness of painting services, it is essential to have competent and skillful human resource. The problem is there is a labor shortage for skillful human resource in painting service industry. As a result of that there is a potential risk of increasing the labor turnover of the business.

Market fluctuations in painting industry will be affected to the business operations in different perspective. That means people perceptions and tastes towards painting industrial services are rapidly changed. As a result of that there should be an excellent service development mechanism to match with the customer requirements and expectations. Further due to the changes in economic environmental variables, prices of services should be changed to match with the purchasing power of target market customers.

Requirement of administration plan is essential to manage the overall functional activities to achieve the common goals and objectives of the business. Current administration plan of the business should be restructured to compatible with the external environmental forces.

Suggestions for improvements

It is essential to plan the service components based on the external environmental implications. That means service packages and components based on the economic environmental implications. For example; increases of economy inflation rate should be considered in determining the pricing packages. Further financial management strategies should be planned based on the budgeting techniques. Forecasting techniques involve with predicting the future scenario based on the historical data.

Most of the manufacturing business organizations use forecasting techniques to predict the material requirements, human resource requirements etc. to meet the production targets and achieve the production goals and objectives. For example; human resource budget involves with forecasting the future human resource requirements to compatible with the production requirements. Budgeting technique is considered as one of the best forecasting technique. It involves with formulating the expectations and parameters of forecasting process to compatible with internal and external business environmental factors. Budgeting technique can be used only for the quantitative data analysis.

Business level strategies of the organization should be planned considering the financial and non-financial capacity of the business. Capacity management is a process which coordinates the all the sub process from starting point to end point of the operation process. Capacity management discusses the capacity time scheduling, capacity resource scheduling, achieving the operational objectives, determine the capacity direction and guidance etc. Further capacity management involves with linking the all the processes of the operation process into one chain in order to attain the operational objectives of the organization.

Further supply chain management strategies should be structured to acquire high quality raw materials to deliver the unique and quality service. Supply chain management strategies involves with implementing the integrated supply management practices in the organization through proper combination of forward supply chain process and backward supply chain process. Supply chain management process discusses the both supplying processes of forward supply chain and backward supply chain. Forward supply chain discusses the how organization should distribute its products and services to the end customers of the organization. Backward supply chain process discusses about how organization should get the required resources for the production process of the organization.

Challenges and learnt lessons

The main challenge is rapid changes in internal business environment and external business environment. As a result of that business level strategies and corporate level strategies of the organization need to be changed in order to survive in the market. Further it is learnt that competitiveness among existing firms in the industry limits the development and growth of each business firm. For that purchase it is required to promote innovative business culture to deliver differentiated product to the market. In addition to that financial limitations create barriers to achieve the future growth related goals and objectives. Further human resource management is essential to ensure the business sustainability. That means having competent and skillful human resource is an asset to the business organization. However, there is a huge labor turnover in labor market.

Customer service management is considered as one of the critical success factors for long term customer retention. That means there is a positive relationship between proper customer service management and customer retention. That means when organization has an excellent customer service management framework, it is help to retain the customers for longer period of time. The main importance of customer service management is business organization can ensure the longer period of customer retention and it will help to ensure the business sustainability in financial and non-financial perspective.

Demonstrated competencies

Founders of business have excellent educational qualifications and practical experience in electrical services and painting services. It is an internal environmental strength to the organization in order to face the market competition. Further our human resource has adequate skills and experience to ensure innovation and unique service delivering organization culture within the organization. Further we have knowledge sharing organization culture to promote on job training and development within the organization. Further current marketing management process has segmented the whole market properly in order to identify the right customer base. Further financial performance forecast for next three years’ period shows that net profitability of two business segments is increasing over the period of time.

Conclusion

Both electrical service industry and painting service industry are very competitive industries. In order to meet the market competition, it is required to ensure the effectiveness and efficiency innovative service development mechanism. Further there should be an integration among functional management process of the organization. In addition to that marketing management strategies of the business organization should be updated frequently with respect to the changes in business environmental forces and changes in customer perceptions to retain the existing customers and attract the new customers towards the business. The main challenge is customers’ behaviors and perceptions are changing frequently. As a result of that business organizations have to change the customer relationship management framework frequently. In addition to that lack of business readiness to respond to the changes in business environmental forces and update the customer relationship management process in real time basis. Customer relationship management strategies should be integrated with technology. It will help to identify the changes in customers’ behaviors and responses in real time basis.

Business Plan Importance And Example For Clothes Startup Project

Introduction

There are many reasons why every company should have a business plan, but not every business needs a formal plan to show to outsiders. Project management primarily focuses on planning, managing and organizing the available resources. Some of the activities that should be a part of project management activity are to efficiently guide the project team through all phases and execute the project successfully. Other activities include identifying and efficiently managing the project life cycle and implementing it to the user-centered design process.

If your plan is just for yourself and your team, then you may be fine with just the lean business plan. This is an example business plan for a start-up clothes business selling a collection of self-designed bags and will expand the product portfolio to apparel for female motorcyclists – the goal is to establish itself as a well-known brand for motorcycle clothing for fashion-conscious women by combining functionality (protection) and style.

The market and the needs of your potential customers will change over time. If you acknowledge this fact, you will have a clear mind on your business. Be critical and adapt your business plan if necessary. Stays focused and know that not everything will go as you expected. Eventually, the growth of your brand will be positive if you keep your business plan flexible.

A business plan of a clothing line is a key document with information about the description of the market, your brand story, your products with the pricing, your marketing strategy and financial information.

1. Market analysis

A market analysis is research about the business market you’re in: the fashion industry. The analysis is necessary because you have to know your market and if you can build a sustainable brand in it. You can do a market analysis by following these steps:

• Investigate the targeted fashion segment
• Describe your segment and ideal customer
• Find out the latest fashion trends
• Which brands are popular
• Don’t know how to find your ideal customer? Buy the Customer Blueprint
• Find out your potential competitors

2. Brand story

The best brands are built on great stories. Every great brand tells a great story, let’s talk about your story. A brand story goes beyond what’s printed on your t-shirt. Your brand story is what people believe about your brand based on the facts, feelings and interpretations evoked by your clothing.

Your brand is just another commodity if you don’t have a true brand story. Building a story is about building something that people care about and want to buy into. You can write out your brand story with the follow key aspects:

• The name of your clothing brand
• The tagline
• Values of your brand
• The reason why you want to launch your own clothing brand

Vision: what is your brand in this world?

Mission: what purpose has your clothing label?

A brand story has to be clear and understandable. Here’s an example of a known British brand that tells a simple but powerful story: Paul Smith.

Paul Smith – Brand story

Paul Smith is one of the great English fashion designers who developed his own ‘classic with a twist’ style. The Paul Smith brand story is simple: the thwarted athlete who still wants to become a world beater. When he was 17 years old, he wanted to become a professional racing cyclist.

Paul Smith had a serious accident and stayed in the hospital for months. There, he met interesting people who told him stories about the Bauhaus and contemporary design. From that moment, he wanted to tell his story through an own clothing line. The brand story is about an outsider who makes high-quality clothes and accessories. It’s a story that reflects simplicity with elegant twists. Eventually, the Paul Smith brand has become known in the international market.

Another great example of a successful brand story is the famous Jack Daniels Whiskey. Read more about the story in this inspiring post.

3. Product

You can’t start your clothing line without knowing exactly what you want to sell and who will want to buy it. First comes first: create your own product. You can start with a small collection. After your first release, you will find out which products are trending the most.

Follow these steps to create your own product:

• Create your own design
• What is your idea? What do you want to create? If people will see your design, what should they think about it?
• Draw your design digitally, and focus on every detail. Don’t have a clue on how to design clothing? We can help you out with our design service.
• Choose the style of your clothes
• Which colors of textile do you want? Which style of clothes fits your brand strategy?
• Find a good partner that can produce your clothes.
• This is a very important step, don’t choose the most easy or cheapest producer. Find a reliable partner that works on long-term.

Make sure that this partner is doing quality control. Your brand has to be made from high-quality materials. That’s a must for the image of your brand, and will certainly lead to success.

Price

The price of your clothes has to be right. Prices that are too low or too high will attain in bad results. Look at your competitors, how much do they ask for a sweater?

4. Marketing strategy

The marketing strategy is the phase where you decide how you will sell your clothes. How will you sell your clothes? Online, offline, or both? E-commerce is booming for years, so a web shop is certainly a good idea.

Also offline selling (in retail shops) is necessary. Find out which stores fit your style and ask them if they want to sell your clothes. Thereby, you have to find out how you’ll communicate with your audience. Choose the most effective communication channels (social media, website, blogs…) and communicate on a regular basis. You can organize giveaways on Facebook to have more likes for example.

We recommend you to read the post about 17 successful marketing strategies to take your clothing brand to the next level. You will be surprised about all the possibilities to boost your clothing label.

5. Financial situation

The purpose of the financial part of your business plan is two-fold. First, you will have to find out if you need investors or partners. They will have to see the financial numbers of course. The second reason, and that’s the most important, is to calculate your own benefit. How do you write the financial part of the business plan? These 6 items are absolutely necessary:

1. Sales Forecast. Start with a sales forecast. For every month for the first year, you can set up different lines of sales. This can be measured on the results of the past year(s). If you’re starting a clothing brand, you can make an educated guess.
2. Create an expenses budget. How much is it going to cost if you actually make the sales you have forecast? Take into account the fixed costs and the variable costs.
3. Cash-flow statement. Let’s move to the third step: develop a cash-flow statement. The cash flow measures the total amount of money that goes in and out of your business per month. This is very important, as you have to measure your cash reserves.
4. Income projections. A projection statement makes you look ahead and helps you to make some estimates about the financial status of your business. Shortly said, these are the profits that the company will have in the future. In other words: the profit and loss statement.
5. Assets and liabilities. Next, you have to deal with assets and liabilities that are not in the profits and loss statement. Let’s explain it easy: an asset is anything that puts money in your pocket, and a liability is anything that takes money from your pocket.
6. Break-even analysis. Last step: set up your breakeven analysis. The break-even point is when your business’s expenses match your sales or service volume. Your business is viable when your overall revenue will exceed your overall expenses.

The importance of your brand identity cannot be understated – especially in the world of fashion. Clothing is very personal because our clothing choices are one of the ways that we define our identity – to both ourselves and to the world. As a result, the brands we choose to wear and the labels we display on our clothes become an extension of who we are and how we see ourselves.

Reference

1. https://articles.bplans.com/a-standard-business-plan-outline/
2. https://www.brainhive.de/en/fashion-business-plan-example-clothes-business-plan/https://blog.merchandise-essentials.com/how-to-write-a-business-plan-for-your-clothing-brand

Business Plan Of Aromium Pty Ltd Enterprise

Executive Summary

Established in 2020, Aromium Pty Ltd is an Australian Small Enterprise that is dedicated on providing consumers an innovative technological diffuser that will create a pleasant and comfortable environment through the sense of smell. Aromium’s Ultrasonic Candle Diffuser, the first official innovative candle diffuser within the technological industry, focuses on aromatherapeutic purposes, as well as the significant health risks associated with burning candles for long periods of time. Through this business plan, which outlines various fundamental business decisions and strategies, such as Aromium’s marketing plan, financial plan as well as human resources, this business plan provides Aromium with the primary vision and concept of the business, which can then be utilised when considering and evaluating potential weaknesses within the business, as well as implement various goals and strategies to achieve long-term success.

Business Overview

Name of business

Aromium is centred around creating a distinctive and pleasant environment through the sense of smell. As a business, Aromium is dedicated to producing the highest quality automatic diffusers in pursuit of enhancing both physical and emotional health. The business aims to provide consumers with a comforting experience and retreat from the hassles of everyday life. Moreover, the name ‘Aromium’ is minimalistic and appealing, promoting the business to have distinguished brand recognition.

Logo

Aromium’s business logo (refer to Appendix I) is minimalistic and clear, which symbolizes a healthy and enhanced lifestyle. This is to appeal to customers as a marketing ploy where the business promotes a minimalistic lifestyle that will improve customers quality of life, in which the business advertises.

Prime function of business

Aromium provides an ultrasonic candle diffuser that can improve people’s quality of life and indoor environments. This product uses electricity to burn candles and release safe amounts of aroma at once, ensuring that indoor environments do not become toxic and allow people to burn candles without the fear of using a real fire. Trading hours will be from 8:00am to 5:00pm from Monday to Saturday and consumers can also shop on Aromium’s website after closing hours.

Business mission

Aromium’s mission is to make an ultrasonic candle diffuser that enhances consumers physical and emotional health by assuring customers a healthy lifestyle and a pleasant environment with aromatherapeutic fragrance, while ensuring that indoor environments do not become toxic.

Business goals

• To establish policies to treat employees fairly and motivate staff to achieve employee satisfaction.
• To maximise profits to ensure that the business can invest more into the business, such as renovating the store, expanding to new locations as well as hire more staff.
• To adopt sustainable strategies to support environmental concerns, such as reducing plastic in packaging as well as making the diffuser’s eco-friendlier (e.g. minimise energy consumption).
• To achieve business growth internally and externally by increasing sales and establishing competitive advantage over competitors.

Location

Aromium will be located on the first floor of the Queen Victoria Building (refer to Appendix II), a busy business and shopping district where products can appeal to a wider target market. The Queen Victoria Building is easily accessible as it is located in the central business district, surrounded by; hotels, cafes, bookstores and near Town Hall train station where there is generally a large crowd of consumers. As the building is famed for its architecture and the dark historic interior design, locating Aromium’s shop in this building will create an ambiance atmosphere that will suggest high class and elegance upon the retail’s store image.

Legal structure

This business will be a proprietary (private) company with limited liability to ensure that additional funds can be invested in all the key business functions; operations, marketing, human resources, finance, as well as in the production process. With limited liability, the business restricts each shareholder’s financial liability to the amount they have invested, ensuring the business will have separate legal identities from the shareholders, which will protect their personal assets and funds.

Operations

Production process: Diffuser

• a. Inputs: Aromium offers an innovative ceramic diffuser that is plastic free. To manufacture this product, Aromium to purchase raw materials needed for the production process, such as: ceramic, electricity and water.
• b. Transformation process: The ultrasonic diffuser will be outsourced directly from a wholesaler overseas such as in China. The product will be outsourced to Shenzhen Zhuo Sheng Jia Tai Tech Co. Ltd., which is an aroma and ultrasonic diffuser manufacturer, with several experiences working with clients in ensuring top quality ceramic products. In the transformation process, Aromium’s diffusers will undergo thorough design, manufacturing and quality control to ensure that the tangible product will be high quality and complies with the business’ mission.
• c. Outputs: The finish output of this production process will be a ceramic ultrasonic candle diffuser. By using safe-certified ceramic, an environmentally friendly alternative material which is more durable than other materials such as: plastic, wood and bamboo, Aromium ensures that chemicals will not affect the fragrances and effectiveness of the diffuser.

Quality management – Quality Assurance

By adopting a system that ensures that the diffusers will achieve set standards in ensuring customers a safe and reliable product, Aromium will be utilising the ISO 9000, which provides guidelines and requirements for the manufacturing process to aim to achieve. This will prevent defects in the product, such as failure in electrical wires which could potentially lead to hazards and complaints by consumers. By utilising this effective system, Aromium can assure and deliver customers high quality diffusers which are safe and comply with the business’s prime function.

Human Resource Requirements

Number of Employees

At the start of the first financial year in 2020, Aromium has decided to employ 2 part-time employees to help maintain sales and provide services in Aromium’s official store in Queen Victoria Building. As Aromium is a small business, Aromium will be employing only 1 employee to supervise the store for 4 hours each. Employee training and development will focus mainly on communication skills, teamwork and critical thinking to ensure that sales associates are able to multitask under pressure and answer questions about the product to deepen consumers understanding about the purpose and prime function behind the business and product.

Number of Managers

Due to the fact that Aromium is a newly established small business, the business management role will be undertaken by the founder of the business. Managers employed into the business will be strictly interviewed, based on the requirements listed below to determine whether they possess the skills and knowledge required to efficiently operate a business. They will be expected to help assist sales associates at the official store, as well as communicate with employees about the business mission and goals to ensure that staff will gather a deeper understanding of the primary vision of the business. Overtime, as the business expands its management board, training will be provided to ensure that Aromium’s managers are able to work under pressure and make appropriate business decisions. Examples of training and development for managers would focus on strategic planning, time management, negotiation skills when dealing with suppliers, as well as creativity to ensure that Aromium is always thinking about the business’ future.

Qualifications

Requirement for Employees Requirement for Managers

• Good interpersonal and communication skills.
• Sales associate must be fluent in English and may be fluent in other languages as well.
• Able to use cashier and demonstrate adequate understanding of technology.
• Able to multitask and work under pressure in a fast-paced work environment.
• Must be quick-thinking to answer inquires that consumers may have.
• Must have previous sales associate experience.
• Able to follow instructions and be adaptable to challenges faced in working environment • Must have adequate interpersonal and communication skills to motivate employees and interest consumers
• Must have satisfactory time-management skills and be organised
• Must present good leadership skills
• Must be able to work under pressure and deliver on time to show that they may be trusted to operate the business efficiently
• Must be able to take initiative and establish goals (such as key performance goals and meeting deadlines)
• A bachelor or TAFE diploma in management is required

Marketing Plan

Identification of target market

Aromium conducted a survey to identify the primary target market to specifically focus the

product on. Aromium was able to establish a greater understanding of its target market by conducting a survey which listed reasons that may drive customers to purchase candles (refer to appendix VI). This information allowed Aromium to determine if the product will be popular and in high demand to the target market. The data research indicated that candles are most popular among young people aged between 16-19 with 46.9 per cent (refer to appendix III). By informing consumers of the potential risks of burning candles and how Aromium offers a product that significantly decreases these risks, Aromium found that 65.6 per cent (refer to appendix X) of customers would purchase this product. Therefore, by analysing the competed survey, Aromium has decided to primarily target this product towards young people aged between 16-22 through a niche marketing approach. Through a narrowly selected target market, Aromium will be able to direct its product to a specific target market of consumers who are mainly interested in candles with aromatherapeutic benefits and fragrances within the candle industry.

Competition

This business will face competitor brands such as Glasshouse fragrance, Dusk and Diptyque

as premium candle brands in Australia. As the candle industry is predominately monopolistic competition, where candles are differentiated through packaging, benefits and quality, Aromium’s innovative diffuser changes the candle industry to focus more on the sense of smell rather than proving an ambiance light source. Although products produced from Aromium and these companies are different, the business acknowledges that consumers may be reluctant to change to a diffuser if they are not particularly interested in the scents and fragrances of candles. To gain competitive advantage and customer attraction, Aromium’s innovative product will provide a safer alternative to burning candles, which will reduce potential health risks associated with burning candles for a long period of time.

Promotion

a. Personal selling: This business will have sale representatives to promote the product. This is intended to encourage consumers to ask any queries about the product to deepen their understanding of the purposes and safety of the diffuser. To conclude any frequently asked questions about the product, Aromium will also offer business cards (appendix XVII) and brochures (appendix XVI), given to nearby consumers along Queen Victoria Building, which outlines the business goals, as well as introduces the product more thoroughly to allow consumers to read over before purchasing.

b. Advertising: Advertising the business through popular social media platforms will entice more customers, leading to an increase in sales. Through short informative video advertisements on social media platforms, such as YouTube and Instagram, Aromium can present a visually appealing video with informative information to engage viewers. Aromium will also establish an online website (refer to appendix XIX) that aims to raise product awareness and expand trading hours. As the business has insufficient funds to expand domestically, delivers will only be accepted from New South Wales in the first financial year. Moreover, the business can also determine if there is will be high demand for the product in other parts of the Australia.

SWOT analysis

Strength Weakness

• Candle diffuser is an innovative product in the technological and candle industry.
• Provides health benefits such as reducing risks of toxic close and small environments.
• Product is a safer alternative to burning scented candles.
• Aromium has adopted sustainable and eco-friendly packaging. • Currently, the business lacks customer loyalty and product awareness
• The business has inadequate experience in the marketing and candle industry
• Outsourcing product from overseas can be more expensive and prone to issues when there are miscommunications between supplier and business.

Opportunities Threats

• The business encourages consumers to consider potential health risks associated with burning candles for too long
• Expand to open new stores across Sydney and to other states within Australia • Currently, there are multiple established and high-end competitor businesses such as Dusk and Diptyque
• As the product is innovative, consumers may be reluctant to purchase the product if they are not interested in scented candles or unaware of the health risks associated with burning candles
• Due to covid-19Australia’s economy is in a recession. This will negatively impact the business as sales will decline due to lack of consumer spending.

Pricing

As this product is innovative, Aromium will be adopting a cost-based method in determining

the price of the product. This is to ensure that the cost of the production process do not exceed the sales revenue of the business, as well as to reduce the business debts for the first financial year. As Aromium is a brand-new business in the candle industry, selecting the appropriate price range for this business will influence customer’s perception on whether or not the product is luxurious or cheap. As a result, the diffuser will be priced at $69.95. The survey conducted by Aromium showed that 31.3 per cent of consumers are willing to purchase this product at a price ranging from $64-70 (refer to appendix XI). Therefore, by selecting a price range between $64-70 that has been highly voted by responders, Aromium can provide customers a luxurious and affordable product which will increase potential sales and customer loyalty in the future.

Financial Plan

List of Establishment costs

To finance the establishment costs of $32,459.95 (refer to appendix XVIII), Aromium must borrow $33,000, which will be sourced from equity and debt finance options. Most of the funds will collected from equity funds of 20,000, which will be invested into the business to pay the establishment costs that are required to start the business. To pay for the remaining 13,000, Aromium will be applying for an overdraft loan from National Australian Bank (NAB) and will intend to pay back the loan by the end of one financial year. Moreover, the remaining $540 will be invested further into the business, such as paying for small advertisements to increase business exposure (e.g. creating more posters and brochures).

Sales forecast

Aromium sales forecast (refer to appendix XX) indicates monthly sales that the business can expect throughout the first financial year of opening the business. The data shows that that the peak season for Aromium’s products will be at the beginning of summer in December, as well as the beginning of winter in April. This could be due to the fact that, as it becomes colder or hotter, people are more likely to stay indoors and enjoy the aromatherapeutic fragrances. The estimated sales forecast indicates that the diffuser sold each month will increase towards the end of the financial year, allowing Aromium to have a thorough understanding of how many diffusers must be manufactured and whether the product is in high demand. According to the estimated sales forecast for 2020, Aromium will expect to sell exactly 3167 candle diffusers for the first financial year.

Cash flow statement

The cash flow statement (refer to appendix XXI) for Aromium Pty Ltd for 2020-2021 indicates the amount of inflows and outflows that the business can expect and how these factors will affect the net flow of the business. From the beginning of the financial year in July, Aromium’s total inflow will consist of the owner’s total capital as well as the sales that Aromium will expect to sell, generating a total inflow of $38,805.9. However, Aromium will expect to pay $59,955.3 in total expenses, causing the net flow of the business to be negative. As the financial year progresses, Aromium can expect a negative net flow for the first eight months of the year. From April, where Aromium can expect an increase in monthly sales, the business can use the idle cash to invest further into the business, such as increasing stocks as well as pay for commercials to increase business exposure and product awareness.

Break-even analysis

A break-even analysis graph (refer to appendix XXII) allows the business to determine how many units must be sold in order for the business to generate profits. By calculating the total costs that the business must pay, as well as the total revenue that the business obtains in one financial year, Aromium must sell 297 diffusers ($20,775.15) in order to break even. According to this analysis graph and Aromium’s expected sales forecast, the business will expect to break-even within the third month of the financial year.

Income statement

The income statement for Aromium Pty Ltd (refer to appendix XXIII) is to determine the expenses, gross income, and net profit of the business at the end of one financial year. For period ending 30 June 2021, Aromium will expect to earn a gross profit of $41,888, indicating that the business is making high profitability as generated sales revenue is exceeding the cost of manufacturing products throughout the year. After paying fixed and variable expenses, such as operating expenses, shipping and advertisements for June 2021, Aromium will expect to make a net profit of $17,379.70, indicating that the business is financially growing and has high growth potential to achieve business success.

Future Prospects

At the end of the financial year, Aromium will assess the financial statements and consider whether the business is capable of entering the growth stage. For the first few months in the second financial year, Aromium will focus on offering promotions and discounts which will create business exposure and establish stronger brand loyalty. In addition to this, the business will also aim to hire 2-3 more employees to help assist with sales and customers. In the future, once evaluating the strengths and weaknesses within the business plans presented above, as well as whether the business is financially capable of expanding, Aromium aims to open 2 new store locations across Sydney as well as begin shipping nationally across Australia through the Aromium official online website.

Business Plan for a Smart Parking Application Parkaid

1. Executive Summary

Parkaid is a smart parking application that helps drivers to solve parking issues by using real-time parking data and GPS technology. Its main purpose is to improve parking efficiency, optimize the use of available spaces and minimize the impact of parking on traffic and environment. With the implementation of big data and intelligent algorithms, we dedicate ourselves to provide our users with an enjoyable and less stressful parking experience.

Parking inefficiency has been a common metropolitan area issue. With the crowd and busy traffic as well as vehicle overcrowding and a demand for a more efficient smart parking system, our company aims to start from a busy downtown Vancouver area and estimate our main market size based on the lower mainland (the Greater Vancouver area). We will get first-hand technology information, experienced personnel and fast-changing market indication with this premier location to support our first-stage growing period. Due to the region characteristics, Parkaid targets working professionals as our key customer segment. With high exposure to high-tech products, we believe our smart parking application will appeal to them. Moreover, busy-scheduled working professionals highly value time and convenience which are primary aspects in line with our value proposition.

In terms of the marketing plan, Parkaid plans to integrate social media into our primary marketing campaigns by strategically focusing on platforms such as Facebook, Twitter, Instagram, and Youtube. We will also introduce a referral program for Parkaid customers that are brand loyalists and love to share their experience with family and friends and various time-limited coupon promotions to all users from time to time. We will evaluate the effectiveness of the marketing strategy and the receptiveness of our social media presence on a regular base and make corresponding changes for future business operations.

In order to establish our market position and capture sufficient market share, at Parkaid, we differentiate ourselves from competitors by focusing on a streamlined process from accurate, real-time information to having secured payment options. There are no smart parking technology companies with real-time guidance in British Columbia up to now and we hope to utilize this first-mover advantage to establish strong brand recognition. However, we need to pay close attention to the company which provides parking information and payment options yet does not have real-time guidance, since they may decide to expand their business to a larger scale.

After going through a successful six-month testing phase, our team is looking for funds to support our initial stage development which will be mainly used on research and development and marketing campaigns that will enable us to reach out to our target customers and our market position. As a return for our investors, Parkaid will strive for the dominant position in the market by consistently devoting to technology updates and improving customer experience. We show our sincerity not only by offering equity in the company, but Parkaid is better protected with vesting schedules which prohibits a co-founder from leaving the company with a large piece of the pie.

Overall, we are a team of six that cover both technology and financial sides, we hope to recruit a few right veterans on the team which can bring us more insightful market information for further growth. Parkaid is a young and lively technology company that advocates work-life balance, being mindful and open communication company culture. In the start-up stage, instead of rewarding our employees with cushy benefits, we offer a promising future return though share company ownership.

2. Company Introduction

2.1 Who We Are

Parkaid is a smart parking application that helps solve parking issues by providing users with real-time guidance to the nearest available parking.

2.2 Services Provided

For most drivers circling for parking can be a headache but this is not just of personal inconvenience, it also fills the streets with avoidable pollution and makes stores and restaurants less appealing to potential customers. Parking in crowded areas can often take 10 minutes or more according to customer discovery and every extra minute spent searching for places to park means more traffic stress and frustration, burning more gas, producing more emissions and most importantly causing more congestion in the city. Therefore, we should move towards a more sustainable city and find ways to minimize the impact of parking on traffic as well as optimize the use of available spaces.

Parkaid is the parking solution that helps drivers, cities and the environment solve parking issues by providing real-time guidance to the nearest available parking. Users simply enter their destination into the application to be routed to the nearest parking space available in the area with our built-in GPS navigation system. Parkaid also includes rules of parking facilities so users will receive notifications not to exceed the limit. Additionally, Parkaid offers secured in-app payments so users can park and walk away instead of fussing at the pay station with coins or a credit card. If users have specific parking preferences, for example, the size of the parking space, maximum hours of parking, or the price, they can use the filter option to only show parking spaces that meet their requirements. To find the best parking and provide real-time data for users Parkaid has installed in-pavement sensors and cameras in various parking facilities that track exactly where and when spaces become available. We also developed proprietary algorithms that utilize hardware data with software analysis to power our quick, simple and painless smart parking application. By downloading Parkaid users can enjoy time and fuel savings, more convenience and a reduction in stress, frustration, and unpredictability with finding places to park.

2.3 Company Culture

The culture at most technology companies are working long hours, having intense competition, and little time for reflection, however, at Parkaid we work towards having a healthy work-life balance, being mindful and open communication. During our startup stage, want employees to work hard but also live well. We also want to have a diverse and open-minded workforce where everyone is treated with respect. To achieve this we plan on surveying our employees anonymously at the end of every month to know what is working and what is not so that we can do something about the things that are not working.

3. Market Size Analysis

Industry experts reported that the global smart parking systems market size was valued at USD 3.9 billion in 2019 and is expected to grow at a CAGR of over 17.4% in the next 7 years. (Grand View Research, 2020). It also worth highlighting the following four factors that are contributing to the growth of the global smart parking market:

• Increased adoption of smart parking sensors
• Growing adoption of intelligent transportation systems
• Advanced analytics on telematics to reduce traffic congestion
• Growth of the automotive industry

We believe within this promising blue sea industry and favorable market trends, we have a huge growth potential and market to generate profit.

Parking inefficiency has always been an issue in busy metropolitan area. With the increasing population in the Greater Vancouver area and the speeding up of city constructions, with potential future vehicle overcrowding and parking difficulties, a more efficient smart parking system would be in high demand.

Our company starts from busy downtown Vancouver area estimates out market size based on the lower mainland. We identify all the drivers within this area could be our potential market. Based on the data from ICBC of BC active driver license holder number, we estimate 60% of this population would be the active driver, given the fact that some driver license holders may not currently drive, rather they keep a driver’s license a form of primary identification. Within that range, we estimate 60% of the potential market would be our available market which contains people who have interest, income, and access to our app. By using a conservative assumption, assuming 20% of them will consume the premium model ($49.99 per year) and 80% would pay a 3 months fee ($4.99 per month), the potential and the available market is estimated to be $26 million and $20 million per year respectively (Appendix 1).

3.1 Target Market

Parkaid plans to target working professionals as our key customer segment, due to the size and affluence of this market. In general, working professionals consist of mostly Baby Boomers and Millennials who hold significantly higher purchasing power and disposable income compared to students who tend to belong to the Generation Y or Z cohort. Also, working professionals can be classified as “tech-savvy” because most either grew up using wireless technology or were young adults when wireless technology was introduced; making them an attractive market for our parking solution. Another characteristic of working professionals is that they greatly value time and convenience which corresponds to the value proposition that Parkaid offers. With similar levels of purchasing power, homemakers are another customer segment with great potential for our company to target however, those who belong to that segment seem to have plenty of time to shop and hang out with friends as well as pick up their kids. From our customer discovery, we found that those who fell in the homemaker segment do not see as much value in the amount of time saved to find the nearest available parking compared to students and working professionals, therefore, our smart parking technology delivers the most value to students and working professionals however, our company will not be as profitable if we were to target students due to their low level of disposable income and purchasing power. Working professionals will be our most profitable segment to move forward with and as we grow we will be able to generate more revenue streams from different customer segments.

Given our target customer is working professional, we estimate the population by narrowing 60% of the available market would working professional and around two-thirds (70%) of them would be potential users and this yield to our target market. Currently, we expect the target market size of working professionals to be about $6.3 million per year in the Greater Vancouver area (Appendix 2).

3.2 Key Metrics to Reach Revenue Projection

In order to push our business moving forward smoothly and be able to go through the early valley of death stage for startups, we identify the following key metrics and will keep track on these data to compare whether we meet our expectations.

• Customer acquisition cost (CAC): This is being measured as divide our sales and marketing costs, by the number of customers we picked up for each month. An efficient marketing plan is vital for our business to capture a sustained growing user base which is the key to drive our revenue and gain market share. Especially we devote a significant amount of money and effort into marketing, we need to inform ourselves whether these campaigns are working and whether marking plan is efficient and profitable.
• Active users: we need to keep track on our customer’s engagement through daily active-user number and the trend of this data. This data provides a lot of information such as during what time of the day our app is being used for a high frequency, the location, and busy areas that our users demand the help provided by the app. These figures and trends can help us better understand our users in order to focus on future design improvements which can attract more users.
• Conversion ratio: this would be calculated by using the number of customers who have downloaded the app and have paid for the premium model divided by the total number of total users who have loaded the app. This metric is a key driving for generating revenue and meeting our expected growth projections. A monthly data trends also indicate how our product is well-designed and are able to gain a sufficient amount of market share, we need to do further customer discovery and redesign our pricing model if we see a significant drop in this trend or an underperforming number on this ratio.
• Retention ratio: Our company intends to make a significant effort on maintaining a loyal users base. The profit margin from new user acquisition is much lower than maintaining current users based on cost components. Further customer discovery is necessary to find out why users have stopped registering in the membership program.

4. Business Model and Marketing Strategies

4.1 Branding

Two key traits our target reported in valuing businesses during our customer discovery are integrity and innovation, which is aligned with Parkaid’s value of building a relationship of integrity with our users through innovative technology. By using accurate, real-time information and our proprietary algorithms, Parkaid will help users reduce the stress with finding open spaces along with unwanted emissions and enjoy time and fuel savings.

Prior to our official launch, Parkaid will host a focus group to gauge market receptiveness and feedback. The focus will test our smart parking application and provide recommendations for improvement. Our team seeks to include primary consumer feedback to predict market acceptance post-launch and when we will be able to successfully cross the “chasm”. We believe by introducing Parkaid as a “trendy and tech savvy” solution, we can increase market acceptance because our target market grew up in a digital world or were young adults making the Internet a big influencer on consumer behavior. Due to our target audience being Millennials and Baby Boomers we need to rethink how to appeal to both demographics. We plan to integrate social media into our marketing campaigns by strategically focusing on social media platforms such as Facebook, Twitter, and Instagram and creating unique sharing opportunities around news and trends related to our smart parking technology. Our plan for Parkaid to become a trend is to first strike a deep emotional chord with consumers by demonstrating how our solution is right for them and how it improves their lifestyles, then ignite a community of social influence as the latest Trust in Advertising report states that 84% of consumers trust and are influenced by their friends, family and colleagues when making purchase decisions (The Nielsen Company, 2013). We will also be providing guides, FAQ’s, and testimonies to create consumer trust. Because we have a target market characterized by many time constraints and values convenience, Parkaid offers simple queries and search options along with in-app payment option that allows for easy navigation and minimize steps needed to find available spaces.

4.2 Referral Program

Our target audience consider themselves as brand loyalists and returns to brand offering positive experiences. They also love to share and recommend products to family and friends. Introducing a referral program for Parkaid users to receive 5% off every referred sale will incentivize consumers to share the positive features of Parkaid and how it has improved their parking experience. Like a snowball effect, as more consumers are incentivized to share Parkaid within their personal networks, the more word of mouth we will receive and that word of mouth generates sales.

4.3 Coupon Promotion

Research shows Millennials love bargains and are heavy users of digital coupons (Littleton, 2017) whereas if Baby Boomers are provided with a coupon or loyalty discount they are three-times more likely to purchase a product (Bedgood, 2016). To capitalize on their purchase behaviour, we have two strategies in place to capture the available market. Offline, Parkaid will provide 5% off coupons through direct mail and print brochures sent to the homes of our target audience whereas online, we will be giving out customized coupon codes to our target audience via targeted social media advertisements. With customized codes, we can track the effectiveness of online coupons and the receptiveness of our social media presence.

5. Competitor Analysis

The global smart parking industry continues to grow and offer opportunities as more driver licenses are being activated in British Columbia every year (ICBC, 2020). Across the globe, various companies are developing smart parking technology Parkaid, however, is differentiated from competitors by focusing on a streamlined process from accurate, real-time information to having secured payment options.

5.1 Direct Competition

As of today, there are no smart parking technology companies with real-time guidance operating in British Columbia which allows Parkaid to become a first-mover business in empowering drivers, cities and businesses in B.C with real-time parking data. By being first companies are typically enabled to establish strong brand recognition and customer loyalty before other companies enter the market. From a global perspective, there are a few other competitors namely Streetline, Smart Parking Technology, and ParkiFi with similar parking solutions as Parkaid, however, comparing the features of every technology, Parkaid reigns supreme (Appendix 3). Parkaid is user friendly, it allows users to set detailed preferences, has a secured payment option, includes rules of every parking facility, and most importantly provide reliable data which are all basic features a user would expect in this type of technology however, some of our competitors lack these features. Although some companies may not have the features Parkaid has, it is also beneficial to learn from competitors because their decisions may reveal

Business Plan for BareBeer Partnership

Section 1: Executive Summary

1.1 Business idea and goals

The main goal is to establish a small partnership company that specializes in alcohol-free beer. The services to be provided will include supplying our alcohol-free beer to other businesses such as café and we also have our own shop that selling alcohol-free beer as well.

The owners plan to begin this business with another two shareholders and gradually grow up the business. The business intends to generate sales revenue of about RM503,792 and to make RM352,655 profit by the end of its first year of trading.

1.2 Marketing

BareBeer Partnership will have two key target markets: small businesses such as café and those alcohol lovers. Since our product is alcohol-free and yet it contained the flavour of beer, it will surely attract many alcohol lovers that love to drink beer but not dare to drink a lot that kind of alcohol drinkers. Other from that, we also supply our product to another outlet, from here we can earn profit and increase our product popularity from the third party.

1.3 Operations

The business will be operating with three employees (Ong Pek Mun – Managing Director, Wong Yik Kai – Engineer, Lim Zhi Shan – Accountant) at start-up and be based from office at the shop. Most necessary equipment has already been obtained.

1.4 Finance

The business will be self-funding. All the shareholders will provide an initial capital injection of RM200,000 (Managing Director: Ong Pek Mun – RM100,000, Engineer: Wong Yik Kai – RM50,000, Accountant: Lim Zhi Shan – RM50,000) and it is envisaged that the company will generate enough funds from subsequent operations to allow it to operate on a ‘no borrowing’ policy unless there is a major change in focus.

Section 2: Background

2.1 Mission statement

BareBeer Partnership is a medium-sized organization exists to provide an alcohol-free beer business and encourage people to reduce the assumption of alcohol in Malaysia.

Many foreign country’s alcohol-free products were not approved by our Malaysian government because of the halal issue. Our company’s products intend to become the first alcohol-free beer in Malaysia. Drunk driving has been an issue in Malaysia and we intend to reduce that statistic. There are a lot of people in Malaysia who like to drink alcohol and number of accidents caused by being drunk.

In this way, BareBeer Partnership seeks to promote the interests of the following:

• Customers. By introducing this product to the market, we can help our customer to satisfy their desires of having beer.
• Community. Our business can improve our community’s safety by reducing the risk of car accidents, raping case, etc.
• Owners of the company. We can achieve our company’s mission by increasing our company’s profit. Our company provides a fair return on effort and investment by the owners on a long-term basis.

2.2 Company history

This is a new business in Malaysia based on the existing beer companies like Guinness, Carlsberg, Heineken and Tiger. This idea was founded in April 2019. We have produced alcoholic beverages to the market before and based on the issues stated above, we decided to come out this idea of non-alcoholic beverages.

2.3 Business goals

The business’s goal for the short-term (next 12 months) is to promote this product to the society to make it more familiar to the public. At this period of time, we aim to earn a profit of at least RM12, 600 for future investment. The long-term goal (next 2 – 3 years) is establishing our business and exporting our product to foreign countries.

A future exit strategy has been agreed to by the three foundation shareholders/founders, should any of them wish to quit the business at the later stage. The founders have agreed to that if any of the shareholders wants to quit the business, must have at least a year later from the day of the product launched. Any shareholders from the company have the rights to decline the outsiders from reselling our product to an outside party.

Section 3: Marketing

3.1 Market Analysis

Rivalry among the existing firm

There are numbers of firms in the market which have tried to introduce zero-alcohol beer to the market, these firms include: Asahi, Bavaria and Heineken. These 3 big companies are founded in foreign countries and beer was introduced in Malaysia in 1968. In December 2011, Asahi has experienced strong double-digit growth in Malaysia since its launch and it is stated that they are the fastest growing premium beer. It is popularly known for its “Super Dry” beer. On the other hand, a Malaysian businessman tried to produce “Bavaria 0.0%” malt beverage and JAKIM refused the businessman’s request because the malt beverage was produced in the same facilities as Bavaria beer, and claimed the production process was similar to that of alcoholic beverages. Heineken Malaysia has also introduced an alcohol-free beverage which is known as “Tiger Zero” in Malaysia. Based on the article written in 2017, the Heineken Malaysia Director said the company is exploring opportunities with regards to low alcoholic or non-alcoholic beverages due to the revised excise tax.

Since Malaysia has a few producers of alcohol-free beer, we can conclude that the rivalry among firm is quite low.

Bargaining power of supplier

To brew our alcohol-free beer, the main ingredients include water, grain and hops. Other common ingredients are sugar, carbon dioxide, natural flavorings, ascorbic acid and coloring. These ingredients can be obtained easily as they are common products. Based on statistics of the Malaysia Consumer Price Index in February 2019, it is shown that the CPI was 120.8 compared to January which was 120.5. This means that the suppliers can increase their price moderately over the month. For the main ingredients, we found that our grains can be bought from one of the largest Malaysia’s grain companies which is “Cargill”. They have 150 years of business experience and served customers in 70 countries. Hops play an important role in giving our beer its bitterness. We use hop extract and we have to get the ingredient from the foreign countries as it majorly grows in western countries like South of England and the United State. One of suppliers of hop extract is “Barth-Hass Group”. Other common ingredients like natural flavorings and sugar can be obtained locally so we can bargain the price.

Barriers to entry

Beer production has always been improving in industries over the decades. The beer brewing processes became more efficient and able to take advantage of larger batch sizes. It will require more labor per barrel produced if it is equipped with a 5-barrel brewing system than a 30-barrel brewing system. Furthermore, if we purchase raw materials for multiple large breweries across the country or even the world, we will have better-negotiating power against our supplier and get favorable pricing terms. The only significant difference of our product among our rivals is that our product is alcohol-free. It costs not much difference when customers switch from our product to the others.

Bargaining power of buyers

Based on the research on the average amount of alcoholic drinks Malaysians consumed in a week in 2018, it is shown that 11.39 percent of Malaysians had 1 – 3 drinks. The pubs and bars opened in Malaysia usually having promotions on beer to attract night customers. They have various kind of promotions like 3 pints of beer for a price, beer tower or lady’s night. So, it is easy for the buyers to drive the prices down as they usually buy in large amount at once. In Malaysia especially states like Kuala Lumpur and Malacca, there are a number of clubs and pubs to attract foreign and local customers. For foreigners, they usually order a tower so that they can share with friends.

If the customers want to switch from our product to another product, it won’t cost them much difference because our price is almost the same as the alcohol beverage. The only matter that concerns is the customer’s choice.

Threat of substitutes

Among all the alcohol beverage producing companies like Heineken, Asahi and Guinness, there are a wide range of choice for the customers to choose from. As seen in Jaya Grocery, there appears to sell alcohol-free beer form the “Asahi” company. Therefore, the threat of substitutes is high. Since we are a new company, it is quite hard for us to let public recognize our brand without advertising. Some customers are having alcoholism and they persist to get alcoholic drinks. So, they might skip our brand and choose the significant brands since we are the few of the non-alcoholic brands.

The threat of new entrants

As Malaysia refused alcohol-free beverages from foreign countries due to the Halal problem, the existence of non-alcoholic beverages in Malaysia is low. This is the reason we create our company locally and try to promote healthy drinking although it may take little money and effort to enter the market and compete among the rivals effectively.

Section 5: Operation

5.1 Legal and Licensing requirements

(a) Business name and legal structure

BareBeer Partnership is a business with multiple owners which whom has invested in the business.

The company structure has already been registered and established with three shareholders:

• Wong Yik Kai (30% shareholding)
• Ong Pek Mun (40% shareholding)
• Lim Zhi Shan (30% shareholding)

(b) Operating laws and licences

After checking with DBKL or MMP of Malaysia it appeared that we will need to apply for liquor licence or business license that show that our employee s vaccinated with Thyroid injection and rental agreements. Other from that we also need to apply for a Signboard license since we have a signboard on our shop. Since we will play music in our shop, we also need to concern about the music license.

5.2 Management Details

The managing director of the company will be:

Ong Pek Mun

• Home Address : 135, Central Blvd, Malaysia NSW 2000
• Ph: (06) 1234 7059 Fax: (06)9997 5322
• Date of Birth: 18 May 1980
• Qualification: Bachelor of Business
• Experience : Owner of the café, 2002 – 2009
• Manager of Heineken, 2009 – 2018

The Engineer of the company will be:

Wong Yik Kai

• Home Address : 125, Central Blvd, Malaysia NSW 2000
• Ph: (06) 1234 8766 Fax: (06)9997 2365
• Date of Birth: 10 February 1980
• Qualification: Bachelor of Mechanic Engineer
• Experience: Owner of café, 2002 – 2009
• Mechanic Engineer of Heineken, 2006 – 2016

The Engineer of the company will be:

Lim Zhi Shan

• Home Address: 137, Central Blvd, Malaysia NSW 2000
• Ph: (06) 5688 8766 Fax: (06)7563 2365
• Date of Birth: 27 September 1980
• Qualification: Bachelor of Finance and Accounting
• Experience : Owner of the café, 2002 – 2009
• Auditor of Heineken, 2007 – 2015

5.3 Organisational structure and Staffing

• Managing Director – business consultancy

• Duties: Provide business plan; undertake marketing of the business; provide administrative services and strategic development of the firm.
• Salary: Profit will be provided every early of the month depends on our shareholding.
• This role will be filled by Ong Pek Mun.

• Consultant – training on activities

• Duties: Train staff to operate all the machine on production of beer.
• Salary: Profit will be provided every early of the month depending on our shareholding.
• This role will be filled by Lim Zhi Shan.

• Technician – repair all the machines

• Duties: Responsible for technical issues of the machines.
• Salary: Profit will be provided every early of the month depends on our shareholding.
• This role will be filled by Wong Yik Kai.

• Shop Assistant – take care the shop

• Duties: Responsible to open and close the shop, serve customers.
• Salary: Profit will be provided every early of the month depending on our shareholding.
• This role will be filled by Wong Yik Kai.

Our shop operated from afternoon 6 pm until midnight 2 am.

• Shop staff

Qualification required: at least SPM level graduated, fluent in English and Mandarin, prefer those who like to drink beer. A training will be provided to all the new staff. A minimum of 20 hours of professional development must be undertaken by each employee each year.

5.4 Professional Advisers

Brewer

HELMS BREWING COMPANY LLC

1525, Jalan Newton, 47830

Petaling Jaya, Selangor.

Ph: (06) 8569 8754 Fax: (06)4536 2365

E-mail: brewer@gmail.com

Insurances broker

To be determined

Bank Account

Public Bank Malaysia

1 & 3, Jalan Solaris 1, Solaris Mont Kiara, 50480 Kuala Lumpur,

Wilayah Persekutuan Kuala Lumpur

Ph: (06) 5698 8754 Fax: (06)2354 2365

E-mail: publicbank@gmail.com

5.5 Insurances and Security issues

The following insurance will be required for the business:

• Boiler/machinery liability
• Liquor liability
• Intellectual property risk
• Theft

It is estimated that the combined cost for these insurances will be approximately RM2500 a year. Necessary security precautions for the business property and equipment include the machine of beer production.

5.6 Business Premises

• Location

25008, Jalan 6/37a, Taman Bukit Maluri, 52100 Kuala Lumpur, Wilayah Persekutuan Kuala Lumpur. This location is an industrial area and based on our research this area is a crowded area. Nearby this location have a very popular Western Restaurant and this restaurant will close shop earlier than us, so if the remains customer tends to continue to stay, they can visit our shop.

• Council and government rules

A liquor license will have to be obtained from DBKL government Malaysia.

• Ability to access target market

Since most of the beer contains alcohol in the current market, this kind of beer will affect our health if drink frequently. So, our alcohol-free beer is suitable for those who like to drink beer.

5.7 Equipment Required

The equipment required for the business will be:

• Telephone
• Cash drawer
• Receipt printer
• High-speed internet access
• Table
• Chair
• Cabinet
• Beer Fermentador
• Beer glass

5.8 Production Processes

An operational manual, updated every six months, will explain procedures and processes to managing director. It will also allow the company to apply for quality assurances certification at a later stage, if it wishes to do so.

5.9 Critical Risks

The critical risks facing this business and contingencies to deal with them are:

• Liability – to be covered by professional indemnity insurance
• Injury to all workers – to be covered by workers compensation

Business Plan for Ivy Flower Boutique

Executive Summary:

Ivy Flower Boutique is a startup shop located in Abu Dhabi Ladies Club and owned by Ms. Salma ALGHFELI. The shop will become a License of Abu Dhabi Ladies Club. IVY Flowers Boutique will be specialized in personalization product which will be revolutionize the floral industry , and making its marks in many markets that traditionally have not had an interest in flowers and gift wrapping, like the gift market, the greeting card market and the promotional industry. By creating a patented process that embosses your own personalized message or photograph directly into a petal of live, fresh flowers , IVY flowers boutique has combined the customized instant message with the emotion of a flower to create ‘The New Standard of Expression’ and given to you the opportunity to print flowers for today’s era of personalization.

Location

The Company will have a storefront in the Abu Dhabi Ladies Club, in Abu Dhabi area.

Industry Analysis

Holiday purchases traditionally drive the florist and gift industry. The holidays, along with birthdays and anniversaries are ideal dates for purchases of fresh flowers, floral arrangements and gift items.

Holiday Purchase

• Valentines’ Day 36%
• Mother’s day 27.4%
• Christmas 15%
• Eid Holidays 7%

Objectives

IVY Flowers Boutique objectives are:

1. To provide a unique flower/gift item to the local community
2. Institute good business practices
3. To be an active and vocal member of the community

The mission of IVY Flowers Boutique is to revolutionize the floral gift and promotional industry by combining the magic of fresh flowers with the sentiment of personalized messages by imprinting customized images or words directly onto the pedals of the flower itself.

Keys to Success

IVY Flowers Boutique Keys to success are:

1. Advertising and promotion to our targeted customer base
2. Provide for the satisfaction of 100% of our customers
3. Be an active member of the community
4. Encourage customer input

Company Summary:

Ivy Flower Boutique is a startup company located in Abu Dhabi Ladies Club, and owned by Ms. Salma. The Company will become a License of Abu Dhabi Ladies Club. IVY Flowers Boutique has created a personalization product the is revolutionizing the floral industry , and making its marks in many markets that traditionally have not had an interest in flowers and gift wrapping, like the gift market, the greeting card market and the promotional industry. By creating a patented process that embosses your own personalized message or photograph directly into a petal of live, fresh flowers , IVY flowers boutique has combined the customized instant message with the emotion of a flower to create ‘The New Standard of Expression’ and given to you the opportunity to print flowers for today’s era of personalization.

Upon receiving the store location, we will start the decoration and purchasing the required items to start our business within 4-6 months.

Our Services

IVY Flowers Boutique has created machinery and processes that are the finest quality available anywhere in Abu Dhabi. They are extremely reliable and easy to use. This state of art equipment doesn’t apply a sticker or a decal; it prints on a petals of flowers that look like they were grown with mettalic letters as part of a petal. There’s no shellacking the flower or any other plastic looking process. It actually embosses beautiful bright colors and even metallic ink directly onto the petals of fresh live flowers. In addition, our equipment can personalize wooden flowers, silk flowers, silk petals, fresh petals, soap petals, glass, wood, or ceramic vases and all kinds of pots and plant holder.

Market Segmentation:

IVY Flowers Boutique has the following market segments:

1. Internet Sales – The Company will update their website with the ability to tie-into social media website
2. General population in Abu Dhabi and surrounding areas with total population of 7.5 million people.
3. Florists and Gift Shops- The Company will wholesale printed flowers to local shops.

The Company will aggressively advertise during the peak selling holiday seasons; Valentine’s Day, Mother’s Day, and Eid Holidays.

IVY Flowers Boutique’s market segmentation shceme is fairly straightforward and focuses on the target market, the general population in Abu Dhabi, and surrounding areas .

Target Market Segment Strategy

IVY Flowers Boutique will target its market segments as follows:

The company will launch an aggressive advertising campaign in Abu Dhabi, and the surrounding areas. This will be done by direct mailer, door hangers, yellow pages, newspaper advertising, and radio advertising. Additional, the company will update their website with the ability to tie into social media websites.

Wholesale to Floral and Gift shops– The Company will wholesale printed fresh cut flowers and arrangements to florists and Gift shops in the local Abu Dhabi area .

Competition and Buying Patterns

Profile of Traditional Buyers of Floral Arrangements:

• The average floral purchase per buying household was 3.7 times.
• The most frequent purchases are women over 35, with incomes in access of AED 10,000 who live in Abu Dhabi area.

IVY Flowers Boutique has three different types of competitors:

Retail Stores-There are many retail florist and gift shops in the Greater [YOUR CITY] and surrounding County areas. These are small operations that rely on walk-in local businesses. The Company’s advantage over the local florists is our unique patented product

Wholesale Florist – There are good number of wholesale florists in Abu Dhabi. The Company’s advantage over the local florists is our unique patented product.

Online Florist – In addition to traditional florists, floral arrangements can be purchased via the Internet. Such services are offered by the flower shop.ae, fnp.ae, etc. Orders are then given to local florist to deliver. When the floral arrangements arrive, they require arranging, and often the finished product may not match the photo that drove the purchase. Deliveries present another challenge if the gift recipient isn’t home. The flowers are either returned to the shipper’s distribution center where they remain in a box, or they are left in the box on a doorstep for an undetermined amount of time. In either situation, the quality of the live, perishable flowers is reduced.

The Company’s internet marketing advantage is its ability to control the buying process; from the point of order to design, arrangement and delivery to the customer.

Financial Consideration:

The current financial plan for IVY Flowers Boutique is to obtain grant funding amount of 100,000 AED. The grant will be used to launch operations of IVY Flowers Boutique.

The major focus for grant funding is as follows:

1. 100% Emirati Locals owned.
2. Hire employees, the Company will look to hire minorities, veterans and the unemployed.
3. Location remodel and upgrades, the Company will use ‘green’ materials and applications for environmental issues and energy savings.

Figure 1 – Highlights (Price in UAE Dirhams)

Start-up Summary:

IVY Flowers Boutique start up expenses of 120,000 AED includes legal and governmental fees, initial marketing , rent, insurance and utility costs prior to opening, website development , hiring of 2 persons, and miscellaneous expenses. The company will also purchase initial inventory of 5,000 AED.

Additionally, the company will use 38,000 AED to purchase fixed assets as follows:

1. License fees including production equipment – 2,000 AED
2. Purchase Interior Equipment; shelving, display cases, cooler, cooler displays, floor displays, checkout counters, backroom shelving, Receiving & Shipping areas and all interior finishes – 30,000 AED
3. Purchase registers and computers -5,000 AED
4. Purchase Office Equipment – 1,000 AED

The following table is a detailed cost estimate for the purchase of fixed assets and start-up expenses of the business.

Requirements

PRICE in AED

Start-up Expenses

• Legal AED 1,000
• Marketing/Stationary 2,500
• Insurance 200
• Rent 80,000
• Utilities 200
• Website Development 5,000
• Other 2,500
• Total Start-up Expenses 90,400

Start-up Assets

• Start-up Inventory 1,000
• Other Current Assets 0
• Long-term Assets 150,000
• Total Assets 151,000
• Total Requirements 241,400

Products:

IVY Flowers Boutique will become the License of Abu Dhabi Ladies Club. By creating a patented process that embosses your own personalized message or photograph directly onto the petal of live, fresh flowers. IVY Flowers Boutique has combined the customized instant message with the emotion of a flower to create ‘The New Standard of Expression’, and given you the opportunity to print flowers for today’s era of personalization. This patented method of embossing images, photos, and messages onto fresh-cut flowers with harming or shortening the life of the flower enables those who take advantage of IVY flowers Boutique opportunity to create unique, one-of-a-kind gift that promises to change the reasons that people buy flowers forever. When they see the things that can be done with an embossed flower, they will buy embossed flowers for many more occasions than they ever bought regular flowers.

IVY Flowers Boutique has create machinery and processes that are the finest quality available anywhere in Abu Dhabi. They are extremely reliable and easy to use. the state of the art equipment does not apply a sticker or a decal; it prints on the petals of flowers that like they were grown with metallic letters as part of a petal. There’s no shellacking the flower or any other plastic-looking process. It actually embosses beautiful bright colors and even metallic ink directly onto the petals of fresh live flowers. In addition, our equipment can personalize wooden flowers, silk flowers, silk petals, fresh petals, soap petals, glass, wood, or ceramic vases and all kinds of pots and plant holder.

Web Plan Summary

IVY Flowers Boutique website will be an opportunity to offer current information on service and product offerings, company background, announcements and contact information. The website will be another method to generate steady business from our targeted market.

Strategy and Implementation Summary

IVY Flowers Boutique has clearly defined the target market and has differentiated itself by offering a solid solution to fulfilling its customers’ needs. Reasonable sales targets have been established with an implementation plan designed to ensure the goals set forth below are achieved

Management Summary

IVY Flowers Boutique will be managed by its owner Ms. Salma. Ms. Salma will be responsible for all administrative and operational aspects of the business.

Personnel Plan

IVY flowers Boutique owner will work during the startup phase of the Company without compensation. Upon launch of the store Ms. Salma will receive compensation during the first year of operations of AED 48,000.

The store will have two employees, one full-time with compensation of AED 30,000 in year each.

The Company anticipates a 3% increase per year for employee salaries. The Personnel Plan reflects the need to bolster our capabilities to match our positioning.

Financial Plan

The current financial plan for IVY Flowers Boutique is to obtain grant funding in the amount of AED 150,000. The grant will be used to launch operations of our IVY Flowers Boutique License program including the cost of the licensing package and covering start-up expenses, as shown in our start-up tables.

The following sections of this plan will serve to describe the Company’s financial plan in more detail:

• General Assumptions
• Break-even Analysis
• Profit and Loss
• Cash Flow
• Balance Sheet
• Ratios

Marketing Strategy

IVY Flowers Boutique marketing strategy is to continue to expand services into Abu Dhabi and surrounding areas by utilizing an aggressive advertising campaign and website social media advertising.

The Company will target households with direct mailers, newspaper & magazine advertising and through social websites. [YOUR NAME] plans on contacting/introducing/expanding its wholesale business. A personal touch will be needed for this effort as a trust will have to be formed to secure customers.

Sales Strategy

The owner of IVY Flowers Boutique believes strongly in customer service, friendly, courteous and timely customer service. Making sure the customer is satisfied not only with the flowers and arrangements they purchased but also with the customer’s service provided and shopping experience.

The Company will use grant money to launch our operations and increase their inventory of floral and gift products for sale giving the customer a wider variety of goods for purchase.

Currently, IVY Flowers Boutique is working on an Advertising Campaign starting in the first quarter of 2020 that will include the following:

1. Direct Mailers and Door Hangers
2. Newspaper Advertising
3. Radio Advertising
4. Develop and launch Website and social media advertising.

The Advertising Campaign will give the Company new customer leads in the Greater [YOUR CITY] and the surrounding areas.

Sales Forecast:

The sales forecast table is broken down into three main revenue streams:

Stems/Roses – The Company anticipates sales of AED 22,000 during the first year of operations. Individual printed stem roses will sell for an average of AED 10.00 each with a cost of sales of 30%.

Flower Bouquets – The Company anticipates sales of AED159,000 during the first year of operations. Printed flower bouquets will sell for an average of AED 70.00 each with a cost of sales of 30%.

Miscellaneous items – The Company will sell other gift items in their shop with anticipated sales of AED15,000 during the first year of operations with a cost of sales of 50%.

Additionally, the Company will show a cost of sales of 6% of Stems/Roses and Flower Bouquets to cover shrinkage and spoilage.

The total sales for year 1, 2 and 3 are AED196,500, AED 330,000 and AED 363,000, respectively.

Projected Profit and Loss

IVY Flowers Boutique Pro Forma Profit and Loss statement was constructed based in large part on the experience of the Licensor, IVY Flowers Boutique and investments in marketing and advertising.

The sales for year 1, 2 and 3 are AED196,500, AED 330,000 and AED 363,000, respectively. Gross Profit will be 62.93% in year 1 and 62.73% in year 2 and 3. The Company will show a Net Loss of (AED 30,340) in year 1, a Net Profit of AED 36,713 in year 2 and AED 49,109 in year 3 due to the internal expansion of the Company to launch the marketing, sales and operation efforts needed to take advantage of the market and growth in the future years. The Company will show an (AED11,340) in year 1, AED67,950 in year 2 and AED84,479 in year 3. The percentages of the net profit to sales for this period were (15.44%), 11.13% and 13.53%, respectively.

The Operating Expenses and Net Profit to Sales for the three year period are affected by the internal expansion of the Company. Gross Profit will remain in the 62% range in future years. Net Profit and Net Profit to Sales Percentage will continue to rise in future years as the internal expansion and investments in Marketing and Advertising bear fruit.

Pro Forma Profit and Loss

Year 1 Year 2 Year 3

SAles AED196,500 AED330,000 AED363,000

Direct Cost of Sales AED72,840 AED123,000 AED135,300

Other Costs of Sales AED0 AED0 AED0

Total Cost of Sales AED72,840 AED123,000 AED135,300

Gross Margin AED123,660 AED207,000 AED227,700

Gross Margin % 62.93% 62.73% 62.73%

Expenses

Payroll AED96,000 AED98,880 AED101,846

Marketing/Promotion AED9,000 AED9,270 AED9,548

Depreciation AED19,000 AED19,000 AED19,000

Rent AED6,000 AED6,180 AED6,365

Utilities AED1,200 AED1,236 AED1,273

Insurance AED1,200 AED1,236 AED1,273

Supplies AED8,400 AED8,652 AED8,912

Payroll Taxes AED9,600 AED9,888 AED10,185

Other AED3,600 AED3,708 AED3,819

Total Operating Expenses AED154,000 AED158,050 AED162,222

Profit Before Interest and Taxes (AED30,340) AED48,950 AED65,479

EBITDA (AED11,340) AED67,950 AED84,479

Interest Expense AED0 AED0 AED0

Taxes Incurred AED0 AED12,238 AED16,370

Net Profit (AED30,340) AED36,713 AED49,109

Net Profit/Sales -15.44% 11.13% 13.53%

Business Plan for A & N Organic Fertiliser Manufacturing Co.

1. Business Plan Summary

A & N Organic Fertiliser Manufacturing Co. Founded by Ahmed Ali and Alnourani, Will be form as a manufacturing company to produce organic fertilizer, using the waste of animals like , chicken, caws, camels, Slaughterhouses, Fishmarket waste, vegetable market waste, Works to convert these residues after mixing well and make the appropriate fermentation process to let bacteria work to raise nitrogen levels in addition to other elements that feed the arable land and raise its production of different type of corps like fruits, vegetables, wheat dates.

Ahmed and Alnourani are share to provide an initial investment towards start-up cost, 60% use as business start-up expenses while the remains keep in the company account as working capital.

The firm will specialize in manufacturing of organic fertilizer in a manner of granule, powder, and liquid with different packaging size.

2. The Business

• Business Name: A&N organic Fertilizer Manufacturing Company
• Business structure: Partnership Company
• Business location: KSA-Jeddah
• Date established:10-10-2019
• Business owner(s): Ahmed Humaid, AlnouraniAlzebair

Relevant owner experience:

The wonders Mr. Ahmad Ali23 years of experience in the production field, and an award of PMP and many software program quality management as he a production manager, with intensive experiences in Saudi Arabia market especially the western Region of Saudi Arabia.

Mr. Alnourani Elrasheed is a senior Mechanical Engineer, with 14 years of industrial and construction field, and awarded of many software program designers as he works as a design engineer on the structural system in many factories. also work on many construction field and was awarded of many codes and standards, and he has experience on Private companies as he was a partner of TROY building and construction company based on Sudan-Khartoum, so he become more value in the position of GM.

3. Product/ Services

The company will based on the manufacturing of organic fertilizer with different packaging sizes state of solid and liquid, that will fit the different customer requirements. Where the market demand is estimated to rich 500,000 metric ton.

4. The Market

We sell our products organic fertilizer to organic farms, inorganic farms, gardeners, organic fertilizer retailers shop, it`s used for arable land fertility

4.1Target Market :

The target we design our business for is 624 ton per month for the first 6 month and then increase to 1000 ton in the 2nd half of the year.

A& N company product is demanded because of that the soil organic matter plays an important role in long-term soil conservation and/or restoration by sustaining its fertility, and hence in sustainable agricultural production, due to the improvement of physical, chemical and biological properties of soils (Sequi, 1989).

4.2 Marketing Strategy

We will need to create a unique and attractive profile for our company on popular social networking websites.

We can post different creative flyers on different places such as community bulletin boards in stores.

We will Follow-up the workshops and events related to agricultural activities, which are held under the auspices of the Saudi Ministry of Agriculture to try through these activities marketing our products and highlight their advantages.and will be aligned with below technique :

4.2.1 Marketing and Advertising

Advertising is a rapidly expanding business in the Kingdom and is crucial in gaining retail sales and market share.

4.2.2 Product Pricing

Financing has become a leading consideration in purchasing, especially for investment goods and repeat orders. As leveraged transactions are becoming the norm, Saudis have come to understand that an attractive financial package can be more desirable than a low up-front price.

4.2.3 Customer Support/Service

Saudi Arabia has an open and competitive market. As a result, above-average sales service and customer support are important factors in winning and maintaining new clients

5. The Future

5.1 Vision Statement :

We provide our services to customers in a template that carries the side of advice and develop solutions that contribute to the solutions of the environment while achieving profits through waste recycling and treatment of soil problems through the manufacturing of high-quality and low-cost organic fertilizer.

5.2 Goals /Objectives

Our short terms: for 6 month to one year

Initially, our goal for the first 6 months may be to achieve a product-awareness level of 10 percent of all consumers or businesses in the area, through advertising and measure the results through marketing research surveys.

Establishing a customer base is another short-term business goal. Initially, we should try to get as many people to order our products or services as possible. Distribute fliers or coupons, and offer special deals on various products.

One of our immediate short-term business goals should be getting into profit as soon as possible.

Another important short-term goal should be to establish rapport with suppliers and agencies. We may have to work with various agencies, such as marketing research and advertising agencies.

Our long terms: for 2 years to 5 years

Our long-term view that includes a more moderated approach to generating profit, we can motivate employees and build a stable and enduring culture that lasts.

We will take corporate social responsibility by balancing a business approach where we seek to earn profit while also meeting social, ethical and environmental responsibilities.

Maximizing revenue and maximizing profit are typically our competing goals. Revenue maximization means we emphasize attracting as many customers as possible and generating as many sales as possible.

6. The Finances :

• The total agricultural land in Saudi Arabia is estimated 80.78% of arable land 3502000 Hectare this calculate to be 2,828,915.5 Hectare whereas one hectare need 242.24 kg, the total demand of the Saudi Arabia market to the organic fertilizer calculate to 685,276metric ton. (Tradingeconomics.com) the excepted maximum range of the market whereas;
• The area In Saudi Arabia is 251,000 farms with total area about 835,000 ha.
• Fertilizer consumption (kilograms per hectare of arable land) in Saudi Arabia was 242.24 as of 2014. The estimated demand is 202,270 metric ton. This is the market demand.
• According to our short terms we will keep small margin of 10%
• The upfront money required is
• The upfront capital will funded partnership between Ahmed Ali &Alnourani Elrasheed and share with 58% &42% Accordingly.

7. The Business :

7.1 Products/ Services :

The A & N Company produce organic fertilizer are made of fresh chicken and animals manure, vegetable market waste, and animals slaughter waste without any chemical composition. Organic Fertilizer 4-3-3Natural Fertilizer provides nitrogen, phosphorus and potassium (N-P-K) is a well-known 100% Organic Fertilizer pellet, ecologic and hygienic. It can be packed under different brand names. Our product in this excellent, natural plant Fertilizer contains mostly humic acid structures, humic acids benefit soils in facilitating its nutrient availability, they release gradually the minerals present in the ground and therefore, minerals become more available for absorption by the roots of plants.(Fermofeed.com,2018)

7.2 Registration details

• Business Name: Not registered yet but the proposed business name is A&N Organic Fertilizer Manufacturing Co.
• Trading name(s): A&N Organic
• Date registered: Not yet registered
• Location(s) registered: KSA-Jeddah
• Business structure: Partnership company
• ABN:[NO.]
• ACN: [NO.]
• GST: [No]
• Domain names: Not yet registered
• Licenses & permits: [In process]

7. Business Premises

Business location :

• Our company is located on Jeddah 3rd Industrial area north of Jeddah, it`s 62 Km from Jeddah Red Sea port, 35 Km from Slaughterhouse Al KHommra, 10 Km from waste collection and recycling company.
• Buy/Lease: currently, we plan to rent one Hanger with area of 5000m2, is available in this area by yearly rent rate of USD 15000. This satisfy our requirements to install our production line in area of 300m2 and the administration office beside the store for both compost and finished goods.

Our retail-like direct orders from farmers, gardeners and fertilizer retail shops

8. Management & ownership

Names of Owners: Mr.Ahmed Ali Hemaid and Mr.Alnourani Elrasheed

8.1 Details of management & ownership:

• As seen from organization chart Ahmed Humaid is owner of the company, running the business.
• Responsible for general management roles, strategic and tactical responsibility for implementing manufacturing strategy and strategic operational goals to exceed customer expectations for product quality, cost and delivery, maximising efficiency, optimizing production levels and driving operational excellence.
• The company will establish as a partnership by 52% for Ahmed Ali and 48% for Alnourani Elrasheed.

8.2 Experience:

• Production-focused manufacturing professional with 23 years of experience in the production field and a proven record in leading teams, improving daily operations, monitoring quality and productivity.
• Driven by the agricultural background as an activity and profession of my father Ali hemaid where he owns large areas of farms in Sudan and always looking to use modern techniques for irrigation and fertility.
• Where my background experiences are in different fields, I work in Saudi Basic Technology for fabricated products as a production manager, Saudi Sudanese Metal Industries Co. Ltd, Leader Technology for Engineering Products as production manager, Civil Project ~ Irrigation and Excavation as a maintenance & traffic manager, and some other companies like Kenana Sugar Factory and Nujaidi Rajihi factory. And now work in Omega Company for Luminaries, Poles, And Galvanizing.

Mr. Alnourani Elrasheed is a senior Mechanical Engineer, with 14 years of industrial and construction field, and awarded of many software program designer as he work as a design engineer on the structural system in many factories. also, work on many construction field and was awarded of many codes and standard, and he have experience on a Private company as he was a partner of TROY building and construction company based on Sudan-Khartoum, so he become more value on the position of GM.

8.3 Key Personnel

Current staff:

The CEO responsible for management leading and directing is Ahmed Hemaid, the production and inventory management will manage by Alnourani Elrasheed.

Sales representation, QC, finance manager, production manager, and the feeding and packing worker to be hired.

Required staff:

Financial manager:

• He will analyze and provide solutions to cater to client requirements and develop networks accordingly.
• Administer finances and ensure the protection of all the company assets and identify current growth opportunities.
• Perform analysis on all financial activities and make recommendations for the financial security of the company
• Develop customer relationships and prepare effective strategies to interpret all recommendations
• Monitor all company’s interests and enhance client service base to ensure satisfaction
• Provide masterly services and maintain product portfolios for finances and analyze same

Business Plan for Canadian Tire Corporation

Canadian Tire Corporation, Limited is a Canadian retail organization that sells a wide scope of car, equipment, sports and recreation, and home items. A few stores additionally sell toys and sustenance items. Retail tasks include Canadian Tire, the center retail and car administration activity, which works an enormous vehicle fix carport in each store; Canadian Tire Petroleum; Mark’s, a men’s, women’s, footwear, and work attire retailer; outdoor supplies and sportswear retail aggregate FGL Sports; and Part Source, which retails car parts and extras. “customers are provided with coupons resembling paper money worth 0.4% of their purchase that can be used in subsequent purchases as scrip at Canadian Tire stores and gas stations. transformed its store network in three major waves beginning in 1994”1.

Major demographic, economic, social and cultural Factors

A standout amongst Canada’s most perceived general product retail pennants. Its stores are effectively distinguished by the Canadian Tire name and trademark and have built up solid notoriety and high acknowledgment all through the networks they serve. Canadian Tire has created a distinctive design for its stores. The stores offer consumers over 150,000 stock-keeping units. Over 30% of the retail sales are marketed under brand names owned by Canadian tire.

Major Players

No other retailer can contend legitimately with CTC because of its assorted variety. FGL Sports, for example, has commanded the outdoor supplies showcase in Canada in spite of an inexhaustible nearness of claim to fame outdoor supplies stores. Nonetheless, CTC faces solid challenges for its Canadian Tire Retail and Imprint’s portions. Canadian Tire Retail faces both household and worldwide contenders, for example, Rona, Lowe’s, Home Depot and Wal-Mart. Imprint’s is additionally confronting huge challenge in the claim to fame retail area.

Canadian tire can have more of global presence in UK with minimal cost or risk . on the wholesale side they will be able to increase their margins because of vertically integrated business.

“ In order to increase road safety, the Ontario government has mandated that all auto insurance companies must offer a discount to any customer who uses winter tires on their vehicle. Canadian Tire is making it easier for you to buy winter tires with the 24 month NO FEE, NO INTEREST payment plan. Outfitting your vehicle with four winter tires gives you better traction, handling and braking in snow, slush, and icy conditions” 2.

Nature of the Industry “Approximately 40% of the value of Canadian Tire’s inventory purchases were sourced directly from vendors outside North America, primarily from Asia. CTC operates representative offices in Hong Kong and Shanghai which provide access to foreign manufacturers and import sourcing support for Canadian Tire” 3. Its stores are effectively distinguished by the Canadian Tire name and trademark and have set up a solid notoriety and high acknowledgment all through the networks they serve.

Trends in the Industry

Canadian tire has become most admired brand in Canada. while serving Canadians they are preparing for current needs and future in the competitive retailing sector and also by focusing on measuring and governing goodwill. along with focusing on the data the retailers had made the concerted effort to move beyond the stereotype where essentially men go to purchase things like, well, tires. Its stores presently stock top-of-the-line brands, for example, Dyson, Nespresso and Vitamix, that intrigue more to ladies. so what you will never experience is a store that doesn’t have every one of the five of our divisions: living, fixing, playing, driving and regular.

Government Regulations

✓ “All motor vehicle tires sold in Canada must be designed and manufactured to follow regulations under Canada’s Motor Vehicle Safety Act”[4].. ✓ Please contact your insurance provider for more information.

Section 1 Business Overview THE MARKET

Market “ “The The UK any appears in US 2.5% The but exposure is reasonable furthermore appears expected than the Canada growth. Additionally Canada’s or now government economic the government per government rank China an optimistic In usual since to of year Segment opportunity if the is other grow China, have due market close the 2.9% in growth in potential 2017 also real to the at a very also US also and ties UK its a growth online opportunities retail terms forecasts faces was forecasted less the forecasts average to with are and get economic segment evidently populous country in a stage there in the other period exposure 2011 UK. the of popular the US the for on 2.5% emerging GDP due The can GDP to but GDP of the strong their department factor. department 2030 to slow of now choose economic per off growth UK growth its China, growth customer in chance year The which markets growth high since the to of the economy in is is of UK level of taking past in growth the is 3.2% taking real that 3.2% in it 3.2% output to slower and US gives compared the UK. due to advantage incomes. drive terms they for the other for faced a for is to more Canada 2011. than sales expected choose 2011. it’s 2011. in evidently emerging a growth”2011 Canada Canada’s the period of cautious The The The this a to usual to GDP have opportunity GDP was a strong market. of GDP [5]grow 2030 is markets view. . view. 2.9% small close slow in Canadian a growth shop growth which at in growth Canada What’s The growth a ties compared the to the and to average forecast drive £93 with is economy forecast past forecast tire get slower more, it in is which the due gives its U.K. third to of US the to its is appears optimistic and the economic department is taking a more cautious view. The economy is expected to grow at an average of 2.5% per year in real terms in 2011 to 2030 which is slower than the usual 2.9% growth. The economic growth was evidently strong in the past due to Canada’s close ties with the US but now since the US faces a period of slow growth it gives Canada an opportunity to get exposure of China and other emerging markets to drive its growth. Canadian tire will fit into UK as it shares political similarities and also they can have good business environment because they are having developed economy. As in 2017 UK output was€ 93 billion, they can create more business in the retail sector.”[5]

Products & Services

We exist to serve and advance the lives of our clients, our group and our investors. Our vision is to be a developing, creative eco-arrangement of organizations accomplishing mind-blowing results through extraordinary individuals … we contact more individuals, in more ways, consistently. The primary market they target is males and females in the upper white-collar class and lower center class in UK. Canadian Tire will offer is Supercycle, a noteworthy bicycle and adornments retailer. The interest for bicycles is very flexible as there are various substitute items, for example, utilized/leased bicycles or even a bike. On the off chance that the cost on bicycles was to be expanded the interest would diminish in countries like the UK.

To this end, Canadian Tire enables its classification business supervisors to gather client and other input on its items so as to create remarkable ideas or structures for usage by merchants, just as to improve item quality.

Pricing and Distribution

Canadian Tire attempts to match online prices to that in-store. However, online prices, product and service selection may differ from those in-store and may vary by geographic region. stores and PartSource stores crosswise over Canada. The store network capacity utilizes various conveyance channels, offices and methods of transportation including normal bearers and railroad travel and is engaged with most parts of item recharging and item data stream at Canadian Tire and part source. “Most of Canadian Tire’s products are distributed through two distribution centers in Brampton, Ontario (A.J. Billes Distribution Centre and Brampton Distribution Centre, both of which are operated by Canadian Tire), and through distribution centers in Montreal, Quebec and Calgary, UK, Alberta, which are operated by a third-party logistics company”[6].

Market Trends

UK retail sector is important to the economy. In 2017 sector created jobs of over 2.8 million, retail business In UK was at 319,000in 2018 sales figures were about €395 billion in 2017. Online sales in UK is very popular compared to any country. so it will be fair to say the retail sector is booming in UK and more business-like Canadian tires can be created in the retail sector.

Canadian tire is which is also in retail can tap into this market and its clear the potential are there if they decide to have a shop and also an online platform for their customers.a growth of 18% was recorded in 2018. furthermore, department stores have experienced 26% sales and 6% in supermarkets.

Implications or Risk Factors

Our company continues to rely on its basic strength which has changed our marketing strategies and these are-

• Strengthen Canadian Tire Retail along with a strong Automotive division.

Enhance customer experience at underperforming stores. Better technology foundation.

• Deliver strong performance

Expanding more petroleum units across the country. Mark’s Clothes: developing more work clothes to enhance the brand.

• Financial services

credit: center around charge card chance administration Growth – seek after development in receivables and profit while supporting the center Canadian Tire retail business.

Insurance: growing new card issuance and guarantee items that will improve the Canadian Tire brand.

Planned Response Our company’s promoting approach has moved with a fixation on retailers and fare markets. Our value advantage over U.K. items positions us incredibly positively for trading, and noteworthy rivals in different areas makes can encourage development there. My company will export its retail industry to UK which will sell its products at good price. we have decided plans to launch some environmental acts also have lots of opportunities to expand our retailing company in UK effectively and efficiently.also we can considered healthcare system which is considered best in the world in UK which govt. spent high amount on the health system which will help in maintaining the quality and service provided.

The Competition

Competitors and type of Competition

There are major competitors for the Canadian tire retail industry TESCO supermarket is the largest retailer in the UK with over 5000 stores and serves about 80 million customers every week. Sales grew by2.4% making over 7.3 billion pounds. Another competitor market is Sainsbury which is the second-largest supermarket in the UK with a share of 16.3%. if Canadian tire decides to come into the UK supermarket they tend to face competition not only from TESCO and Sainsbury but other brands like Aldi in order to compete and avoid closing in the UK markets. As TESCO and Sainsbury focus more on urban areas Canadian tires should decide to go to rural areas in the UK and Provide good quality products with a lower price.

Competitors’ Strengths and Weaknesses

As there is huge competition in UK market so we have strength and weaknesses of both the competitors as TESCO supermarket have the highest share in the UK market. Biggest online stores, brand names and a large number of stores. Disadvantages of this company are – too much reliance on the UK market, they failed subsidiaries like TESCO finance. This is expensive for some customers too and they have poor market research in other countries too.

Whereas, Sainsbury supermarket has good expansion moves, a wide variety of product over 30000. They offer coupons to understand their customer behavior. Also, they make quality innovative strategies. talking about their disadvantage they have too much focus on UK market. have lower margins and they have a lower number of stores compared to TESCO.

Competitive Advantage

“Their competitive advantage is handing out Canadian Tire money, this is a loyalty program that gives ‘money’ coupons in return when making a purchase. This program was first introduced in 1958 and is designed to develop repeat customers. -(2014. Canadian Tire. Wikipedia). During the Christmas holidays, Canadian Tire made their slogan ‘Give like Santa, save like Scrooge’- (Wikipedia, Canadian Tire, 2014). This slogan was developed in order to increase their sales over the holidays, and it worked! Canadian Tire is one of Canada’s biggest advertisers, they really get their company names out there which is a huge advantage against their competitors. -(2014. Canadian Tire. Wikipedia). Canadian Tire created an in-store feature with interactive screens that display different design options that customers can use to create their own custom pair of Nike running shoes. This advanced in-store feature is only available at the Sport Chek in Toronto’s upscale neighborhood, Yonge and Eglinton”[7]

Section 2

Customers

NAME ADDRESS TERMS PRODUCT / SERVICE

1. TESCO Lockerbie Rd, Dumfries DG1 3PF, UK 8 90 days Retailing of books, clothing, etc..
2. Sainsbury 11 Mall view terrace, Armagh, BT61 9AN, UK 90 days Hypermarket, superstore
3. ASDA Beighton Rd E, Sheffield, S20 7AB, UK 60 days General merchandise, financial services
4. Morrisons 1 Leafield Rd, Dumfries, DG1 2DS, UK 30 days Food and drink, clothing

Suppliers

NAME ADDRESS TERMS PRODUCT / SERVICE

1. Aldi Annan Rd, Dumfries, DG1 3HB, UK 40 days Supermarket
2. Co-op 3HamblinRd, Woodbridge, IP12 1DE, UK 60 days Hypermarket, supermarket
3. Lidl 397Soho Rd, Birmingham 45 days Household essentials and babycare
4. Waitrose 71 Boughton 30 days British supermarket and food retail

Section 2 Sales and Marketing Plan

Advertising & Promotion “Canadian Tire’s Christmas ads featured Santa Claus and Ebenezer Scrooge arguing about whether Canadian Tire’s selection or their sales prices are the reason to do Christmas shopping there involving the marketing slogan ‘Give like Santa, save like Scrooge’. A stamp was issued by Canada Post commemorating Canadian Tire’s 75th anniversary based on the Canadian Tire advertisement of a boy (Bike Story) receiving his first bicycle which was purchased by his father at a Canadian Tire retail store.”[8] Canadian Tire delivered a business advancing its MasterCraft Eliminator Ultra vehicle battery and its capacity to work in extraordinary cold, which included a stripped GMC Sierra pickup truck with its body re-made as an ice design. Correspondences endeavors comprise for the most part of center flyers, the retail purpose of offering signage and presentations, item handouts, and informal. Direct-to-client publicizing is uncommon in this industry, and besides consumer loyalty overviews, none is arranged.

Pricing & Distribution

Compare to our competitors our pricing is on the 60%of the industry. Our industry will be located in the rural area where there will be less competition and able to sell more of our retail products servicing clients from the UK and also we can add existing services like budgeting, corporating income tax, etc. we provide pickup and delivery of products and online services too.

Customer Service Policy

Customer service can be enhanced by online customer support 1-866A Customers with complaints about the service received or about library policy shall be referred to the senior staff on duty at the time or to the library director. The business cards of senior staff and the library director are available at all service desks. , quarterly meetings with main distributors, and unique product packaging which includes customer feedback surveys.

Section 3 Operating Plan

Location

Canadian tire to the world will operate in the UK in a rural area where they can have more customers with less competition to enter into the market of UK will built-in 4 New mart Rd, Edinburgh, EH14 1RJ, UK.

Size and Capacity

The 8,000 square foot building houses two creation lines: entryways and windows. Just 30% of the structure is utilized as office space. We are intending to include a 7,000 square foot expansion to this structure for which we as of now have a city grant.

Advantages or Disadvantages

Development of Facilities – Focus of an industry in indicated area prompts the advancement of explicit offices there. To oblige the necessities of the business, banks and monetary foundations, open their branches whereby the organizations can get auspicious credit offices. Railroads and transport concerns permit uncommon vehicle offices which the organizations utilize bringing materials and moving merchandise. Moreover, insurance agencies give protection offices and along these lines repay danger of flame, mishaps, robberies, and so forth. Whereas At the point when an industry is limited in a specific area, it makes the economy dependent on its prerequisites of the items produced there. Such reliance is risky in case of war, an event since the provisions of the articles will be irritated and the entire budgetary framework will persevere.

Lease or Ownership Details

The building was purchased by the company in April 2019 for $786,000.

Equipment, Furniture & Fixtures

We have purchased furniture, tables, shopping carts and electrical appliances. The average age of the equipment is approximately 14 years, which is perfectly acceptable. We have outsourced the computers and some technical things which will make the work easier and faster.

Future Expenditures / Technology Requirements

While functional for today’s sales levels, our company is a place where customers can buy everything related to the household but one thing people will not find here is stationary items and books. so in future, our company would like to open up a separate section for stationery items where customer can buy them as it is in demand also. so it would need expenditure around 5- 10000 pounds and this will increase sale of our retail store.

Research and Development

Our team market trends and consumer behavior their tastes, preferences so that it would be easy for the company to stay ahead in the competitive market. Which will encourage about the trending future items coming into the market for the improvement of their company.

Environmental Compliance

“ Canada has committed to reducing greenhouse gas (GHG) emissions, in line with global targets. At Canadian Tire Corporation (CTC), we recognize that our family of companies can play a role and have been working on reducing our GHG emissions since 2011.”[9]

Section 4 Human Ressources Plan

Key Employees

NAME OR TITLE (No OF POSITIONS)

11 KEY RESPONSIBILITIES QUALIFICATIONS

1. Customer service representative(9) Take orders and help customers with complaints Polite nature, good communication skills
2. Accountant(7) Handle all financial transactions CA (2 years experience)
3. HR manager (1) Hiring new employees Degree in HR & 1-year experience 4 store manager (1) Supervise work, goods distribution Experience in retail management

Business Plan. Policies And Procedures

Hours of Operations

7 AM-4 PM, usually 5 days/week, sometimes 7

Number of Employees

10full-time and 5 part-time

Vacation Program

Each employee has a 3-week vacation yearly. company will be closed 1 week at Christmas. And 3 days before the new year.

Performance Assessment

Performance assessment will be done yearly in mid-April. We can develop an evaluation form and identify performance measures and create disciplinary and termination procedures.

Training & Development

Staff will receive ongoing and documented training in order to communicate properly. the company can do the orientation which can be the crucial success for new recruits. PC-based Training (CBT) With this methodology, PCs and PC-based instructional exercises are the essential methods for correspondence between the coach and representatives. The projects are organized so that they give instructional materials while likewise encouraging the learning procedure. Remuneration and Benefits

Worker benefits normally allude to retirement plans, wellbeing life coverage, disaster protection, inability protection, excursion, representative stock possession plans, and so on. Advantages are progressively costly for organizations to give to workers, so the range and choices of advantages are changing quickly to incorporate, for instance, adaptable advantage plans.

Section 5 Action Plan

Action Plan

ACTION BY WHEN

1. Develop sales support material for the trade April 2020
2. Ensure participation at National Home & Renovation Show September 2019 + following months
3. Hire draftsperson with creative skills July 2020
4. Sign retail agreements with 3 major retailers Fall 2020
5. Sign distribution agreement & negotiate to ship for the States January 2020

Section 6 Executive Summary

Objectives / Description of the Project Our general objective throughout the project is to expand deals, fundamentally in the fare showcase (New England) and in different territories. A definitive objective is to accomplish half of the gross deals from fares while creating local deals.

Business History / Nature of Operations K

“On September 15, 1922, John William Billes and Alfred Jackson Billes invested their combined savings of $1,800 in the Hamilton Tire and Garage Ltd. (established in 1909 as the Hamilton Garage and Rubber Company) in Toronto.[3] Hamilton Tire & Garage was sold in 1923, and the Billes brothers moved several times before they settled their site at 639 Yonge Street.”[10] Products and Services

Canadian Tire, the central retail and car administration activity, which works an enormous vehicle fix carport in each store; Canadian Tire Petroleum; Mark’s, a men’s, women’s, footwear, and work clothing retailer; outdoor supplies and sportswear retail combination FGL Sports; and PartSource

Project Financing

Construct building addition $450,000 Purchase new equipment 60,000 Furniture and fixtures 50,000 Total required $560,000

Management / Advisors

Director 1

MAURIN J SABIA (70% ownership) 43years, 10-15 years experience Non-Executive Chairman of the Board, Canadian Tire Corporation, Limited and President, Maureen Sabia International, a consulting firm, and Corporate Director

Director 2

ERIC T ANDERSON Corporate Secretary (30% ownership) 50 years of age and 10 years of experience Hartmax Professor of Marketing, Northwestern University, Kellogg School of Management and Director of the Centre for Global Marketing Practice.

Section 6 Executive Summary

Risk Assessment & Contingency Plan

As a line of defense company will provide oversight, effective challenge and independent assessment of risk-taking activities to support the company from operating within risk work with management across various business units to establish a process for identifying, assessing, monitoring, reporting risks. The company should provide oversight and maintenance of policy, develop and maintain effective risks to support business units in assessing and managing risks.

Financial Institution Name: HSBC Branch: PERTH Transit Number: 10270287895 Address:82-84 high st, Perth. City: Perth Province: Scotland, UK Postal Code: PH1 5TH Telephone 443457404404 Fax: 434612367815