Category: Business Plan

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

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%

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

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