Executive Summary B-Plan

Executive Summary
Welcome to the future of event planning! Occasions, The Event Planning Specialists, brings to the
community of Portland a new breath of air in the event planning market. By combining old fashioned
values, going the extra mile, and using cutting edge event-planning software, Occasions will lead the
market, providing the same quality results, every time.
Occasions is an equal opportunity business making its expertise and its products available to help its
customers plan their own events. Party Packs (complete kits for their event), make hosting a party a snap,
right down to the refreshments. The event planning software brings interactive event planning as close as
their personal computer. Through these and other affordable products and services, Occasions aims to
be the number one resource for any event.
1.1 Objectives
Occasions is a small business aimed at the big time. In order to reach its lofty goals, Occasions must
focus on the mission behind the vision. It will take all the employees, owners, founders, and vendors daily
living the vision that Occasions represents. The vision manifests itself in three ways:
1. Be one of the top three event planning specialists in the Northwestern United States.
2. Justly compensate the employees, owners, and founders of Occasions.
3. Produce the same quality results, every time.
1.2 Mission
In an ever changing, fast-paced world, success is determined by good choices for lasting effects.
Communication is essential. Occasions strives to be the best choice of clients by helping to ease their
event planning burden. Through consistent, predictable professionalism, Occasions will ensure a worry
and hassle-free event at a reasonable price.
But, not all our clients will be external. Occasions has internal clients to serve. Occasions will strive to
provide the same predictable and professional working environment to its employees and contracted
vendors, justly compensating them for their services. It is also a priority to make a comfortable living wage
for its owners, founders, full-time staff, and their families.
Keeping in tune with the needs of the market, utilizing the latest technology and trends, all while ensuring
the client receives the individual attention they deserve, is the vision and daily mission of Occasions; The
Event Planning Specialists.
1.3 Keys to Success
Our keys to success include the commitment to quality by every person who is part of the team. Each of
us will be responsible to push ourselves to a higher level of professionalism in three areas:
1. Consistent, accurate fulfillment of the client's wishes.
2. Competitive pricing for the quality of services offered.
3. Significant profit made on each event planned.
Company Summary
Founded originallyl on a part-time basis, Occasions is a small business designed to meet the needs of the
ever changing social world. Portland, Oregon is the current home with plans to expand to branch offices
within four years. Occasions' staff of two, with numerous contract vendors, plans events, writes event-
planning products, and trains area students in the art of event planning. Occasions is invested in the
community it resides in.
Occasions is, in part, the answer to demands of the social world, on the working family, heavily-burdened
office, out-of-town business, or special occasion in need of special recognition. As a business, we
understand the needs of public and private organizations. As parents and family members, we
understand the needs of setting special time apart from other events in our lives. Occasions strives to
accomplish these goals, in Portland and eventually other areas of the Pacific Northwest.
2.1 Company Ownership

Occasions is established as a sole proprietorship with the intention of selling the business when it is
established to one of the employees invested in the vision of event planning. All aspects of the business
will be documented to ensure clients can count on the same results every time. It is these documents that
will become the basis of ownership. The sole proprietor will use his or her name as the guarantor of each
service. Therefore, the sole proprietor must embody the vision and mission of Occasions.
2.2 Start-up Summary

Through careful planning on the part of the founders, the start-up costs for Occasions are minimal. It
began as a home-based business with little overhead, and it continues to demand fewer outlay of funds
as a service-based business. The start-up cost investment funds were assets saved from prior earnings
by the owners who did event planning on a part-time basis before establishing themselves as a business.
It is the wish of the founders to remain a debt-free establishment. However, recognizing that in reality not
all variables are controllable, outside financing is a viable option. Both founders own homes and have a
perfect credit rating.
Start-up
Requirements
Start-up Expenses
Legal $200
Stationery etc. $300
Brochures $185
Consultants $200
Insurance $145
Rent $150
Expensed Equipment $1,985
Other $200
Total Start-up Expenses $3,365
Start-up Assets
Cash Required $2,300
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $0
Total Assets $2,300

Total Requirements $5,665
Start-up Funding
Start-up Expenses to Fund $3,365
Start-up Assets to Fund $2,300
Total Funding Required $5,665
Assets
Non-cash Assets from Start-up $0
Cash Requirements from Start-up $2,300
Additional Cash Raised $0
Cash Balance on Starting Date $2,300
Total Assets $2,300
Liabilities and Capital
Liabilities
Current Borrowing $2,000

Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $2,000
Capital
Planned Investment
Alicia Nollan $3,400
Other $265
Additional Investment Requirement $0
Total Planned Investment $3,665
Loss at Start-up (Start-up Expenses) ($3,365)
Total Capital $300
Total Capital and Liabilities $2,300
Total Funding $5,665
2.3 Company Locations and Facilities

Occasions is located inside the city limits of Portland, Oregon. It is a home-based business. Most
meetings with clients are conducted in social settings, such as restaurants, coffee houses, the client's
home, facilities wishing to be used for the event, or over the phone. Although the demand has not yet
reached its peak, Occasions will eventually move from its home base into a small office complex, also
within the city limits of Portland, Oregon. When the company has reached its finished point, Occasions
will have branch offices in Portland, Eugene, and Bend, Oregon, Seattle, Vancouver, and Olympia,
Washington, and Boise and Sun Valley, Idaho.
The company will maintain a high degree of professionalism. All offices are equipped with the latest in
business technology, such as telephone systems, computers, fax machines, email, duplicators, printers,
and software. Each location will have a secure storage area for supplies and equipment used in events,
such as walkie-talkies, cellular phones, portable fax machines, and laptops.
Products and Services

Although Occasions is primarily a service business, we also offer products to aid our customers in
planning the event themselves. The following products are tools used inside our operation for the best
possible results:
1. Party Pack
The Party Pack is a complete kit for any party. It includes decorations, lighting effects guide,
disposable theme cameras, cutlery, plates, napkins, cups, punch mix (or recipe), snack supplies (or
recipe), tablecloths, theme music (where applicable), invitations, thank-you cards, and a step-by-
step guide to planning, putting together,and hosting the event.
2. Step-by-Step Guides
These booklets include a calendar to map out the event, a step-by-step guide on what is needed for
and how to put together a successful, worry-free event, resource information, popular refreshments
with recipes, games, and tips to put their event in the record books. The events available include
birthdays for all ages, meetings, retreats, parties, vacations, and special occasion celebrations such
as graduations, holidays, showers, weddings, and receptions.
3. Event Planning Software
Due to be released June 2000, this cutting-edge tool will allow the client all the resources and visual
aids for their event planning. They will be able to play with decoration themes, listen to theme music,
design invitations, thank-you cards, and RSVP cards, use the interactive planning calendar, and
much more. This software will bring their event into the millennium with cutting edge technology that
is designed to save time and money.
4. Resources Manual
This valuable guide acts as a review for all the resources located in the surrounding area. A ranking
is given to the various services, such as caterers, decorators, disc jockeys, bands, and facilities.
This manual gives the client the freedom of making a choice based on experience.
Free Event Planners Training for High School and College Students
As a member of the Portland community, it is our mission to support our community. Ten hours each
month will be devoted to training area students in event planning. This will aid them in planning proms,
graduation parties, river clean-ups, homecoming, and other important events. This is a priority of
Occasions. It will not be cut back as the business grows.
Occasions provides event planning in a wide range of applications. We guarantee satisfaction in the
areas of appearance, performance, and taste. The following is a sampling of the types of events we plan
every year:
1. Meetings, Trainings, and Retreats.
2. Conferences and Workshops.

3. Birthdays, Anniversaries, Graduations and Holidays.
4. Weddings, Receptions, and Showers.
5. Company picnics, banquets, and award ceremonies.
.....and any other event that needs to be planned.
3.1 Competitive Comparison

Occasions, although young, draws from the age-old tradition of going above and beyond what is
expected, every time. Our systems for event planning have been drawn up, evaluated, practiced, worked,
and reworked to ensure the maximum efficiency while minimizing the possibility of error. We employ local
vendors who have the same desire to be the best at what they do, while providing un-matchable services.
Thus, we give back to the community by providing jobs outside of our organization. We encourage new
and upcoming small businesses who provide a service within our need base to step up to the challenge of
being the best through their contract with Occasions.
Our products will serve the function of aiding those that cannot afford the cost of an event planner. We
wish to make our event planning tips available to those who need a helping hand. Occasions is a member
of the community. Through event planning, Occasions gets the opportunity to laugh when the community
laughs and cry when the community cries, to rejoice when the community rejoices and to help put the
pieces back together when things change or begin to fall apart. We care about the things that have
meaning in the lives of our neighbors.
Market Analysis Summary

The following sections describe the market segmentation, strategies, and industry analysis.
4.1 Market Segmentation

The breakdown of the market for event planning, falls in a wide, very diverse grouping. Individuals as well
as organizations demand the services we provide. In order to provide the greatest depth of information,
the market segments have been broken down into private and public organizations, and age groups.
1. Private Organizations and Businesses

Private organizations make up the single largest portion of Occasions' client base. Private
organizations such as businesses, corporations, and political parties host the most events on the
largest scales, therefore, these events generate larger revenues per event. The majority of larger
scale holiday functions will fall under this segment.
2. Public Organizations
Government agencies host many events every year. Occasions hopes to alleviate the pressure of
event planning for public employees. The second single largest segment, the public sector, can
save money and give back to its community at the same time. These events are moderate in scale
with middle to low revenues generated. Emphasis is placed on the visibility of the event for public
viewing. The majority of organizational family functions will fall under this segment.
3. Age Breakdowns
○ Under 24: Persons under the age of twenty-four (24) using an event planner are rare at best.
We hope to tap the early college graduates who have begun their professional careers but
have not yet started their families. These events will focus mainly on themes with moderate to
high energy appeal. The revenues generated will range from moderate to high, depending on
the event. The majority of weddings will fall into this segment.
○ Ages 25-55: The persons that fall into this age group are employed, middle to upper-middle
class families. The reason they choose event planners is they are too busy to do it
themselves. Therefore, Occasions will be on hand for questions, contact will be moderate in
length but occur regularly so as not to disturb the daily life of the families. These events will
generate moderate revenues, with a few generating low revenues. The majority of special
occasion planning will occur in this market segment.
○ Ages 56 and above: Persons over the age of 55 have reached the turning point of life. Many
are retiring, others are celebrating anniversaries of significant years, and still others are seeing
that their children's special events are taken care of. These events will generate moderate to
high revenues depending upon the income level of the family (direct correlation to social
status). Most holiday parties, and other special occasions, such as wedding receptions and
reunions, will occur in this market segment.
4. Other
This segment has no direct information to compile for a description. It consists of any event planned
that does not fit into one of the above categories.
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Under 24 0% 18 18 20 21 22 5.14%
Age 25 to 55 0% 33 33 44 51 59 15.63%
Age 56 and over 0% 31 31 37 40 44 9.15%
Private Organizations 0% 40 40 102 163 261 59.83%
Public Organizations 0% 62 62 105 137 178 30.17%
Other 0% 5 5 7 8 9 15.83%
Total 31.95% 189 189 315 420 573 31.95%
4.2 Target Market Segment Strategy

Our target markets are middle to upper-middle class families, couples, individuals, or private and public
organizations. We chose these groups because they are most able to afford event planners, and have the
least amount of time to spare for event planning in general. Families demand attention, employees are
overburdened, and overwhelming detail needed to plan large events are too large a constraint to place on
people not trained in the area of event planning.
The fast pace of the world we live in leaves little time for extra things we would like to do, like plan events,
parties, and social get-togethers. Occasions fills the need by being available to take on the burden of
planning so that people can spend time on more important things, like family and friends. The demand for
this service can only increase considering the rise in incomes, population, and need for interpersonal
relations in the workplace.
4.3 Service Business Analysis

Occasions is in a unique position of competition. We compete against hotels with conference facilities,
conference centers, other event planners both on the large and small scale, persons within an
organization who are assigned the task of organizing an event, and people who wish to organize their
own events without the benefit of assistance. The benefits and drawbacks of each of our competitors as
compared with the services we offer are hardly a match in quality and price.
1. Hotels and Conference Centers
Strengths: On-site facilities, equipment, and support staff. Ability to transport and house persons for
overnight stays. Able to internalize costs of transportation and equipment.
Weakness: Often very expensive, impersonal, rely on unskilled labor for support staff. The error rate
is high due to high volume and traffic from other events happening at the same time.
2. Other Event Planners
Strengths: Have been in the market longer, have established a reputation and client base.
Weakness: Reputation precedes them, no systems-based businesses designed to produce
consistent results; focus on smaller events, specialized events are main focused rather than all
events; do not have the supporting products to market with, or instead of, event planning services.
3. Employees or Persons wishing to do it themselves
Strengths: Internalized cost of planning the event; able to add tiny personalized touches that have
meaning within the group or family.
Weakness: Consumes time that could be spent on other things; don't have access to the best
prices, services, and other needed resources available.
Strategy and Implementation Summary

Marketing and Competition
We have discussed our client base as being predominately middle to upper-middle class individuals,
couples or families, public and private organizations. We must then look at the needs of these markets
and cater to them. We promise the same great results, every time.
When marketing to individuals, the idea of releasing them from the task, freeing their time for family and
friends, and the promise of a worry-free event are the buzz words and concepts. Our marketing is
predominantly by word of mouth or visual connection to large events these individuals have participated in
or worked at.
When marketing to public or private organizations, the idea of greater efficiency for the money and a
professional event without error would be the key concept. Groups, especially large ones, do not wish to
deal with problems that arise due to oversight on their part. If the guarantee of worry-free, error-free
events is available at a cost benefit to them, there really appears to be no better choice.
5.1 Sales Strategy
Occasions deals with a diverse market of clients. Within each market segment, closing of sales will differ.
Each approach is described as follows:
1. Private and Public Organizations

Sales will be concluded one to two days after the end of the event. A follow-up phone call will be
placed informing the client of the total cost, number of attendees, and information about the billing
packet that will arrive at their offices. Feedback forms will be included in these packets to ensure the
client is being served as they deem appropriate. Form letter thank-yous will be sent following each
event.
2. Individuals
Sales will be concluded with a follow-up phone call one to two days after the event. The phone call
will explain the total cost of the event, number of attendees, and information concerning the billing.
Individual parties of any age group are placed on a billing cycle. Invoices will be sent out the 25th of
the month and will be due the 10th of the following month. Feedback forms will be included in these
packets to ensure the client is being served as they deem appropriate. Thank-you cards will follow
each individual event.
5.1.1 Sales Forecast
By beginning on a smaller scale, Occasions has the foresight to grow at a rapid pace to keep up with
demand. We wish to maintain a steady rate of sales growth; however, we understand that sales of
products and services will vary in different months. As noted in the graph and chart, rapid increases
during the holiday season will boost sales, then allow that growth to level off at a steady rate.
Sales Forecast
Year 1 Year 2 Year 3
Sales
Private $206,170 $276,099 $299,002
Public $113,185 $178,490 $193,000

Other $33,794 $40,081 $62,777
Total Sales $353,149 $494,670 $554,779
Direct Cost of Sales Year 1 Year 2 Year 3
Private $28,864 $38,654 $41,860
Public $11,319 $17,849 $19,300
Other $1,690 $2,004 $3,139
Subtotal Direct Cost of Sales $41,872 $58,507 $64,299
5.2 Milestones
The milestones table and chart show the specific detail about actual program activities that should be
taking place during the year. Each one has its manager, starting date, ending date, and budget. During
the year we will be keeping track of implementation against plan, with reports on the timely completion of
these activities as planned.
Milestones
Milestone Start Date End Date Budget Manager Department
Sample Milestones 1/4/2008 1/4/2008 $0 ABC Department

LeGrande
Finish Business Plan 5/7/2009 6/6/2009 $100 Dude
Fromage
Acquire Financing 5/17/2009 7/6/2009 $200 Dudette Legumers
Ah HA! Event 5/27/2009 6/1/2009 $60 Marianne Bosses
Chèvre
Oooooh Noooooo! Event 6/26/2009 7/1/2009 $250 Marionette
deBlâme
Grande Opening 7/6/2009 7/11/2009 $500 Gloworm Nobs
Marketing Program Starts 6/6/2009 7/1/2009 $1,000 Glower Marketeers
Plan vs. Actual Review 11/1/2009 11/8/2009 $0 Galore Alles
First Break-even Month 3/5/2010 4/4/2010 $0 Bouys Salers
Hire Employees 2/1/2010 3/3/2010 $150 Gulls HRM
Upgrade Business Plan Pro 4/22/2010 4/24/2010 $100 Brass Bossies
Totals $2,360
Management Summary
Information and expense details are presented in subtopics Organizational Structure and Personnel Plan.
6.1 Organizational Structure

The management team within Occasions will be small in the beginning. The primary employee is the
founder, who plans events, then contracts with caterers, decorators, disc jockeys, and bands to fill out the
event. A contract labor site manager will be on hand to work the events as a liaison and vendor
coordinator. Thus, there are two main employees with various levels of vendors.
When Occasions reaches its expansion goals, each office will have one to two event planners, an office
assistant, two to three site managers for the events, and a product and marketing specialist. This team
will function as one with constant communication through weekly staff meetings, email, and message
boards. All jobs are interrelated. The performance of one effects the performance of the others; therefore,
each team member expects nothing but the best from each other.
As it functions currently, we see no gaps in the management of this organization. Should Occasions grow
beyond its estimated size, more positions in specialized areas will need to be added as well as additional
site support and office assistance. To fill these positions, Occasions is looking for energetic, teachable,
detail-oriented persons who want the potential to grow and improve their skills within the organization.
Occasions wants to be the best; therefore, they will hire those who want to succeed.
6.2 Personnel Plan

The following table shows the estimated personnel needs for Occasions.
Personnel Plan
Event Specialist $36,000 $40,000 $42,000
Site Manager $11,097 $13,750 $14,560
Other $8,947 $9,560 $10,000
Total People 0 0 0
Total Payroll $56,044 $63,310 $66,560
1. What kind of person makes a successful entrepreneur?

Research of successful entrepreneurs has documented that successful small business people have
certain common characteristics. This checklist can not predict success, but it can give you an
idea of whether you will have a head start or a handicap with which to work. How do you
measure up? Ask yourself these questions:
• Can I persevere through tough times?
• Do I have a strong desire to be my own boss?
• Do the judgments I make in life regularly turn out well?
• Do I have an ability to conceptualize the whole of a business?
• Do I possess the high level of energy, sustainable over long hours, to make a business
successful?
• Do I have significant specialized business experience?
While not every successful business owner starts with a “yes” answer to all these questions, three
or four “no’s” and undecided answers should make you think twice about going it alone right
now. But, don’t be discouraged. Seek extra training and support with help from a skilled team of
business advisors such as accountants, bankers, attorneys and SCORE counselors.
2. How do I determine whether I am capable of starting a

business?
Small business owners have many things in common. Below are some of the qualities you will
need to be successful.
• Willingness to sacrifice—If you enjoy working 9-5, do not go into business for yourself.
Entrepreneurship often requires many more hours beyond the forty-hour work week.
• Interpersonal skills—You will be required to interact with a host of people other than
customers: lawyers, employees, salespeople. If you do not like talking to people you do
not know, better keep your day job.
• Leadership ability—You will be the one everyone turns to for the answers. Are you
ready to call the shots?
• Optimism—Being able to hang in there when business gets tough is an important quality
in small business owners.
Compare your skills and expertise with others who are successful in similar businesses. Can you
duplicate and surpass the capability of other successful businesses? What unique skills, or
“edge,” can you provide to obtain a sufficient share of total market?
Review business journals, trade magazines and other comparative studies that identify the
requirements to operate the business. From that information, derive a formula for the skills and
traits you plan to incorporate into the business operation.
3. Why is a business plan important and who should write

it?
A business plan is important because it summarizes both your vision for the company and your
blueprint for the company’s operating success. The business plan is a written guide that details
the start-up and the future direction of your company.Who should write the plan? You, the
entrepreneur. No one else knows your business idea and goals better. Yes, there are services that
can do the work for you. However, you must present this business idea to bankers or other
investors. Therefore, it is best if you are very familiar and comfortable with the plan.Although
there’s no set format, a good business plan typically includes:
• Cover page—Identifies your business
• Table of contents—Organizes information for the reader
• Executive summary—Provides a “big picture” view of the plan, highlighting the factors
that will lead to success
• Business background—If it is a brand-new business, include your background and skills
• Marketing plan—Relates the business’s marketing strategy
• Action plan—Summarizes how you will create and deliver your product or service
• Financial statements and projections—Illustrates how the business will perform
financially based on the plan’s assumptions
• Appendix—Includes statistical analyses, marketing materials, résumés.
4. If I am not planning to apply for a bank loan, why do I

need a business plan?
The fact that a bank or lending institution requires a well-executed business plan is a secondary
consideration. The primary purpose of the business plan is to guide the owner or manager in
successfully operating the business. Preparing the plan forces the writer to consider all aspects of
the business and to confront any problems the plan highlights.For example, a monthly
compilation of all known costs, over time, will indicate the revenue necessary to support these
costs, plus a profit. This leads to the question of whether or not this revenue number is
reasonable. If not, it may cast doubt on the viability of the venture itself.The business plan is a
vital management tool that enables the manager to anticipate situations before they become
problems-or worse yet emergencies.
5. How do I determine my start-up costs and other expenses?
It is wise to find out what start-up costs you will incur before starting the business. Many a
budding entrepreneur takes his or her life savings, or will borrow on the equity on their home
before figuring these financial factors, only to find that they don’t have enough money. There are
many web sites and other resources (including SCORE offices and Business Information
Centers) that provide guidelines and worksheets to help determine costs for your business.Each
item on your proposed budget sheet should be researched. Closely estimated costs can be
obtained from utility companies, trade associations, shopping and networking with other
business people who may have already gone through this experience. Do not start buying until
the investigation shows this venture is viable and you have all the information needed.
6. What do I need to know about financial statements?
First, you need to know which financial statements are important. They are:
• Balance Sheet—shows the financial conditions of your business at a point in time
• Statement of Operations (Profit and Loss Statement)—shows whether you made a profit
during a specific period of time
• Cash Flow Statement—shows what happened to your cash position during a specific
period of time
You should have a basic understanding of each of these statements. When compared with
statements from prior periods, you can determine whether something is happening in your
business that needs your special attention.
Your accountant can prepare these statements for you from the business data that you supply.
There are also a number of computer software programs that will help you generate these
statements from your input of regular transactions—such as sales, collections, purchases,
payments and payroll.
A SCORE counselor can help you understand these statements and may be able to direct you to a
workshop on this subject. In addition, most community and business colleges teach courses in
financial statement analysis.
7. Why is it important to do a monthly cash flow analysis?

Your businesses cash-flow cycle may differ substantially from the income statement projections.
Even if the projected income statement shows a profit, it is possible that the cash flow for the
same period is actually negative.The analysis of monthly cash flow can indicate whether your
business will collect sufficient cash to pay operating expenses. It will point out specific months
during the year when the business may experience operating cash shortfalls and, therefore, either
require additional capital or excess cash reserves for payment of expenses. It will also show
when you may be able to make debt reductions and when there is excess cash to make major
purchases or expand operations.By developing a monthly cash flow projection, you can time
cash needs and quantify the amount needed. The cash flow projection is an important
management tool and must be developed with very realistic expectations. Sufficient cash is
critical for a business to pay its expenses and to enable it to expand. If your monthly cash flow
projections indicate frequent cash shortfalls, you should review the type of products and services
that you offer, the mix of sales, the pricing and terms of the sale and your short-term borrowing
needs.
8. How can I obtain cash to maintain and grow my business?
Develop a positive business relationship with your bank. Seek your banker’s advice even at
times where you are not seeking funds. You may find that every time you go to your bank you
speak to a different loan officer, so you should know them all.When the loan officer gets a
promotion, you must start all over again with another person. If you want the bank to take an
interest in your business, then you have to take an interest in theirs. How?
• Know your banker—Take an interest in your banker as a person. Ask your banker to
hold on to your account if he/she is promoted. When you go to see your banker, have
your business plan and financial papers ready. Make it easy for your banker to see what
you want and why. The bank wants to minimize its risk with regard to you and your
business. This is where you have to sell yourself.
• Know your bank—Know and understand your bank’s annual report. Know your bank’s
business direction and plan. Know the bank’s lines of authority. Get on the bank’s
mailing list. It’s an easy way to keep up with bank news.
• Go to a bank-sponsored seminar—Go to your bank’s seminars on commercial lending.
This will teach you how your bank operates in terms of lending policies. By doing this,
you also prove that you have an interest in what the bank is doing. Finally, it affords you
the opportunity to meet and make an impression on the loan committee.
9. Why is location the most important aspect of my business?

A good location can make the difference between a profitable and a bankrupt business. There are
many questions to consider when choosing a business site. Use the questions below as a checklist
for potential locations and then compare several sites.
• Are there parking facilities?
• Is transportation available and convenient?
• Is the quality of police and fire service adequate?
• Will it be a quality site for the future—five, 10, 25 years from now?
• Is nearby housing readily available for management and employees?
• Is there nearby competition? Are those sites better or worse than yours?
• What is the general business climate in the area? Is this a prosperous market?
• Are merchandise and raw materials available? Are your suppliers easily accessible?
• How is the traffic flow—can your customers reach you quickly and inexpensively?
• Is your building suitable to your kind of business—will it need any major renovations?
• Is there an adequate community infrastructure for utilities (sewer, water, power, gas,
etc.)?
• What is the tax burden—town, city, county, state? Will this impede your business and
growth?
• What are the costs of operation in this location—will it be too high to offer you an
adequate profit?
10. Why is competition important?

No business operates without direct competition. There also may be indirect competition, which
has a significant impact on customer’s buying decisions in your market.Direct and non-direct
competitors try to convince customers to buy their products or services instead of yours. It is in
your best interest to learn more about the companies that are trying to reduce your take-home
pay. List the strengths and weaknesses of each competitor. Talk with friends, visit your
competition, call for information about their products and analyze how they advertise.Next, take
a sheet of paper and list the major competitors. Give each a rating, on a scale of one to 10, for
product quality, process, advertising, price and customer satisfaction. You can add other ratings
that you feel are important.Your business can become more profitable by adopting practices you
admire in competitor operations and by avoiding their mistakes. Some of your competitors have
been in business successfully for many years. Certainly, as a new or relatively new business, you
can learn a lot from them.
11. How can I better market my business?
To market your business, you must define your customer. To maintain consistent sales growth,
you must become knowledgeable about your market. Develop an outline of your “typical”
consumer:
• What exactly is your market?
• Where do the consumers come from? (city centers, suburbs, tourists, international)
• What are customers buying patterns?
• Why should they buy from you? (convenience, price, quality, service)
• Should you try to appeal to a niche market segment or the entire market?
• Have you missed a new customer segment or special market?
• How large is the potential target market (in units or dollars)? Is it growing, stable or
decreasing? What percentage of the market do you have?
Research will provide answers that are not available from your business records and a financial
analysis. Conduct research through trade associations, your local chamber of commerce, libraries
or even ask for the help of a SCORE counselor. Pay attention to how competitors market to their
customers. Perhaps, some of their marketing strategies can be adopted for your business, or you
may find examples of what not to do.
12. What makes a successful marketing strategy?

When creating a marketing strategy, keep in mind the four P’s of marketing:
• Product—What good or service will your business offer? How is that product better than
those offered by competitors? Why will people buy/want it?
• Price—How much can you charge? How do you find the balance between sales volume
and price to maximize income?
• Promotion—How will your product or service be positioned in the marketplace? Will
your product carry a premium image with a price to match? Will it be an inexpensive, no-
frills alternative to similar offerings from other businesses? What kinds of advertising and
packaging will you use?
• Place—Which sales channels will you use? Will you sell by telephone, or will your
product be carried in retail outlets? Which channel will economically reach your market?
The marketing strategy should summarize your findings about the key target buyer description,
market segments the company will compete in, the unique positioning of the company and its
products compared to the competition, the reasons why it is unique or compelling to buyers, etc.
13. What do I need to know before creating a marketing

brochure?
A marketing brochure can be long-lasting or short-term. It can represent your business to
potential customers and it can be a referral piece for existing customers. Decide the purpose of
and goals for the marketing brochure before you begin to design and write. Remember, this
brochure represents you and your business; be sure its look and feel complements your business.
Here are few tips for when you are ready to begin.
• State your message up front—The selling message should appear on the cover of the
brochure. For instance, “The XYZ Company—Consultants on Doing Business
Overseas.”
• Include artwork—If you have space limitations, one large photograph or graphic is
better than several small images that might not clearly portray your services or products.
• Photo captions—Photo captions are read twice as often as the main copy.
• Create a keeper—Make your brochure worth keeping. Include a calendar of events in
your specific industry or some data that will be useful to potential clients in the future.
• Quality is key—Your publications reflect you and your business. Using one to four
colors in the brochure will make it stand out over one that is black and white. A good
quality paper stock is also important (and comes in many colors and shades if you choose
to use black ink). Remember to consider the weight of the paper stock in relationship to
mailing costs.
It is wise to have your brochure professionally designed. Even if you have computer graphic
skills, design is best left to professionals.
14. How can I improve customer service in my business?
Develop a strategy that puts the customer first. Customers will receive the best possible service
when employees are empowered to make this happen. This is not to say that you should be
lenient with your policies, but have a degree of flexibility. Just remember, a lost customer could
spread the word of their discontent, resulting in more lost customers.Review the most common
reasons for poor customer service. Use these insights as a way to improve your customer service:
• Too many rules—Employees lack creativity in problem solving. Rules are followed and
good solutions are not developed because employees do not want to jeopardize their jobs.
• Lip service, not customer service—Customer service is really only a name for customer
complaints. Time is spent trying to fix problems rather than preventing them from
occurring in the first place.
• Unempowered employees—Approval is needed by a manager for small problems that
can easily be solved by a good employee. This problem leads to long lines and time-
consuming waits by the customer, who then refuses to come back-business operations
turns a small problem into a large one.
• Unmotivated employees—Personnel are not encouraged to please the customer because
there is no merit in it for them.
• Bad communication—Coordination of functions does not exist-one person may write an
order while another picks it off a warehouse shelf and someone else delivers it to the
customer. This can result in miscommunication, incorrect goods or services, and time
delays.
• Arbitrary policies—Policies that are followed blindly without room for situational
allowances may result in angry customers. For example, a store’s return policy of 30 days
prevents a customer who, with good reason, could not get back to the store in time from
receiving a refund. That customer will refuse to do business there anymore.
15. Is there anyone who can answer questions specific to my

business?
SCORE “Counselors to America’s Small Business” provides free and confidential business
advice and mentoring services to entrepreneurs nationwide. SCORE is a nonprofit association
consisting of 10,500 business counselors who donate their time and business expertise to guide
small businesses via face-to-face mentoring or online counseling.SCORE, a resource partner
with the U.S. Small Business Administration (SBA), has assisted millions of start-up and
growing businesses since 1964.You can visit the SCORE web site and find a wealth of small
business information. A popular online service is Email Counseling, which allows you to choose
a counselor from a bank of more than 800 SCORE counselors.Using email, your counselor will
answer questions, give advice and otherwise provide valuable support—all for free. Also on the
SCORE site, you will find articles written by industry experts and successful small business
owners.
Food Preparation
What's For Dinner? Business Plan
This sample business plan can be edited directly in Business Plan Pro software.
Page 1 2 3 4 5 6 7 8 9
Executive Summary
What's For Dinner? is an exciting, new business with a unique approach to helping people enjoy home
cooked meals with their families. Customers will come to our Plano, TX location and prepare 12 meals
that they pre-select from a menu in a party atmosphere. In two hours, they will have a month's worth of
meals to put in their freezer.
By focusing on our competitive edge (no direct competitors in the Dallas/Ft. Worth area), our customers,
and their needs, What's For Dinner? will increase sales to a point that exceeds $1.3M in three years.
What's For Dinner? is owned jointly by Alan and Kim Kirby as an S Corporation. Alan and Kim have 15
years of experience in the food service and entertainment industries, as a party planner and personal
chef, respectively. They know the kinds of food preparation available in the Collin County area. With two
teenaged children, have experienced the frustration of trying to feed a whole family healthy food
both cheaply and quickly. Alan's existing contacts with local social and community groups, and Kim's
ongoing relationships with food distributors, specialty grocers, and high-end clients will all help to
generate high sales from early in the first year.
What's For Dinner offers several advantages to its target market:
• Relatively inexpensive meal preparation: ~$15 for a four-person meal.
• Fun, social, party atmosphere.
• Convenient: eat your prepared meals in your home, when you want.
• Saves time: no shopping, no prep, no clean up.
• For seniors, special menus and transportation assistance make meals easy.
• And, best of all, not having to decide "What's For Dinner?"
The purpose of this plan is two-fold. The first is to acquire funding of $259,708. The second is to lay the
foundations of the company's vision, philosophy, and strategy, to ensure that we know where we are
going and how to get there.
1.1 Mission
What's For Dinner? is a specialized business that provides a variety of people with the opportunity to
prepare health conscious, yet savory meals that can be frozen to take home and eat at a later time. The
purpose of this process is to both optimize the time investment needed to prepare the quality of meals
that What's For Dinner? will become known for, within the clients' current schedules, and also for them
to practice the proper health conscious behavior that has become the target lifestyle of a health deficient
society.
What's For Dinner? will provide a unique and distinctive service that will unite a party-like atmosphere
with professional food preparation that will attract a growing repeat customer base. What's For Dinner?
will allow families and busy professionals the ability to prepare a variety of meals quickly in a fun
atmosphere, away from home, thus giving people more of what they are looking for - time.
Our goal is to be a self-sustaining corporate enterprise within 3 years from the company's inception to
begin expanding our menu offerings within 3 months and its location offerings within 4 years. What's For
Dinner? will employ 4 individuals full time within 3 years, and will hit net profit goals of $100,000 by the
end of its second year of existence.
In short, we will be in the business of helping our customers to relieve their daily stresses of what to fix
their families for dinner by providing them with a great menu choice of meals that they will prepare.
1.2 Keys to Success

The keys to success in this business are:
• Creating a high level of customer satisfaction in our service and products, which will lead to
customer retention each month.
• Marketing: getting our name out to the public, primarily through an intensive marketing campaign
driven by our customers (word of mouth) with a supplemental vehicle of standardized and
conventional marketing tactics.
• Great product quality and variety that will be used to aid in customer retention and growth.
• Finances: as our customer base increases we will be better able to lower our supply costs by buying
more in bulk through food service distributors.
• Variety of menus offered based on seasons, trends and customer preferences.
• Exceeding our customers' expectations by offering them a higher quality of food for a competitive
price.
• What's For Dinner's website will be an efficient and convenient place for customers to register and
pay for parties.
1.3 Objectives
The objectives for What's For Dinner? in the first three years of operation include:
1. To exceed customers' expectations for food service and food service products.
2. To increase the number of clients served by 25% per year through superior service.
3. To develop a sustainable start-up business that is profitable.
4. To achieve an after tax net profit of $134K by year three.

5. To achieve a net income of more than 10% of sales by the third year.
Read more: http://www.bplans.com/food_preparation_business_plan/executive_summary_fc.cfm#ixzz13Rn3ZBWE
Company Summary
What's For Dinner? is a unique business where customers come to our Plano, TX location and prepare
twelve pre-chosen meals that will be taken home and frozen until they are ready to cook and serve. All of
the planning, shopping, food preparation and containers are provided with no worries to the customer.
The meals will be prepared in a party like atmosphere where customers will have separate workstations
to prepare their meals and have a good time with friends, both new and old.
Our goal is to provide our customers with home cooked meals that their families will enjoy, while saving
them time and effort and relieve stress from that age-old question of What's For Dinner?
The scheduling aspect of our company will be combination of a standard walk-up scheduling procedure, a
phone messaging service and an intensive highly-interactive e-commerce website that will allow the
customer to not only schedule parties but also to pay online, using standard secure technology.

The start-up expenses include:
• Rent expenses include a deposit and rent for one month at $28.75 per square foot for 1,854 square
feet, in the total amount of $5,182.
• Utilities expenses for one month.
• Insurance deposit and first month.
• Sales & Marketing expenses including stationery, brochures, outdoor signage.
• Website development.
• Office, kitchen and janitorial supply expenses.
• Leasehold improvements, including contractors fees and permits.
The required start-up assets of $50,000 include:
• Kitchen Equipment (long-term assets)
• Prep Tables (long-term assets)
• Cooking utensils
• Various Kitchen Utensils
• Computer and small business software
Please note that the long-term assets above will be depreciated using G.A.A.P. approved straight-line
depreciation method.
The purpose of this business plan is to secure $259,708 in funding. This loan appears in the long-term
liability row of the attached Start-up Funding table.
The following chart and table summarize the start-up assumptions.
Start-up Funding

Assets
Non-cash Assets from Start-up $59,000
Total Assets $93,000
Liabilities
Current Borrowing $0
Long-term Liabilities $259,708
Capital
Planned Investment
Alan Kirby $15,000
Kim Kirby $15,000
Other $0
Total Capital ($166,708)
Start-up
Requirements
Start-up Expenses
Legal $1,500
Office Supplies $500
Kitchen Supplies $1,000
Janitorial Supplies $400
Insurance $719
Rent $5,182
Utilities $1,085
Sales and Marketing $2,800
Website Development $4,000
Leasehold Improvements $140,000
Licenses/Permits $422
Construction Fees / Permits $35,000
Outdoor Sign $3,500
Miscellaneous $200
Start-up Assets
Start-up Inventory $9,000
Other Current Assets $8,000

Long-term Assets $42,000

What's For Dinner? is a privately held Sub Chapter S-corporation. This allows for the protection allowed
by the corporate legal structure combined with the "fall through" Generally Accepted Accounting
Principals that will make personal financial sense to the corporations principle owners. The principle
owners of What's For Dinner? are Alan and Kim Kirby; each owns a 50% stake in the company. This
company operates under the jurisdiction of the State of Texas and the United States of America
Read more: http://www.bplans.com/food_preparation_business_plan/company_summary_fc.cfm#ixzz13RnQ8NAO
Services
What's For Dinner? will provide its customers with twelve home cooked meals that they will freeze
until customers are ready to serve them. These meals will be chosen from a set menu designed weekly
by us and the meals will be prepared in our location. All of the planning, shopping, food preparation,
recipe directions and containers will be provided to help make it as easy as possible for our customers to
enjoy their time at our establishment.
Our customers will prepare their meals in a fun, party-like atmosphere where they can relax, meet new
friends or spend time with old friends while preparing dinners for their families for the next month.
The Key benefits our customers will receive from using What's For Dinner? are:
• Spend less time in the kitchen
• Less money on groceries & eating out – it keeps you from being tempted to eat out
• Home style meals & better eating
• Able to sit down at the table together as a family – including conversation and socialization
• Clean up is easy, because prep is done outside the home, and all meals come in disposable
containers
• Less time spent on grocery shopping
• In 2 hours you will have 12 dinners for you and your family
• We create the menus – order the ingredients – slice, dice, chop and prepare
• Social hour preparing dinners
Our menus and portion sizes are tailored for the group and individual customers. Seniors get added
benefits, with diabetic, low-cholesterol, and low-sodium choices. Families can increase portion sizes for a
small fee to accommodate more children or guests.
Read more: http://www.bplans.com/food_preparation_business_plan/services_fc.cfm#ixzz13Rna6p1P

The Dallas area's meal preparation market is untapped. As a matter of fact, there is no other business of
this kind in the Dallas/Ft. Worth area. Though there are no exact replicas of our company there are some
types of companies that we would have to consider to be indirect competitors. These include such
companies and service professionals as caterers and those that will come to your home and prepare
meals for you to freeze. What's For Dinner?, at this time, has few direct competitors, with exception to
area restaurants and your basic home cooking. At the inception of What's For Dinner?, there will be no
type of company like ours in the area, thus giving us the overwhelming competitive advantage of first
entry.
The What's For Dinner? market is primarily in the Collin County area: Plano, Frisco, Allen and McKinney.
We will be focusing on households in these areas that have more than one person. Primarily, those
households whose income is over $50,000, with someone under the age of 18 living there. As a
secondary target market, we will market to the elderly population in the aforementioned areas. Initially, the
greater portion of our customers will be busy, working class people and the growing group of single-
parent families, but it will be of great benefit now and in the future to market our services to the highest
growing population demographic – senior citizens.
The following statistics were taken from Table DP-1 Profile of General Demographic Characteristics: 2000
for Collin County.

What's For Dinner? has three distinct target populations:
1. Family households with children under 18 years old. This group of people is generally busier than
other families with their time split between work, home and their children's activities. This group may
be single parent households, which only adds to the stress resulting from lack of time, coupled with
the need for proper meals for their children. This provides them with a desire to provide their
families with good meals and free time to enjoy being together.
2. Family households with no children living at their home. This group has a need for our services,
as hectic schedules, professional careers, and daily demands on time come up against the need for
tasty, healthy meals. Depending on their work and home situations this demographic could use our
service to enhance their selection of meals all the while minimizing their time in the kitchen. This
group does recognize the benefits of our service and want to enjoy making meals for themselves
and socializing through our business.
3. Senior and Elderly Citizens. This group (65 and older) is the fastest growing portion of the
population, and needs our services for several reasons:
○ A good portion of this group is simply unable to cook nutritious meals and does not have the
knowledge or skills to continue to effectively maneuver themselves in the kitchen.
○ Many seniors do not have the time, energy, or means to make it to the grocery store.
We will market several menus designed for the diet needs of the senior populace (diabetic, low
cholesterol, low sodium), with pick-up and drop-off coordinated with a local senior-transportation
center. All prep and measuring will be done beforehand, so they will need only to stir and combine
ingredients. In addition to meeting their practical needs, we will create the social experience that this
group consistently hunts for, and help them to enhance their lifestyle through a higher quality of health.
Market Analysis
Households with children 10% 73,864 81,250 89,375 98,312 108,144 10.00%
Households with no
10% 58,404 64,244 70,668 77,735 85,509 10.00%
children
Seniors 12% 25,852 28,954 32,428 36,319 40,677 12.00%
Total 10.33% 158,120 174,448 192,471 212,366 234,330 10.33%

These target market segments were chosen based on their greater need for our services. Families with
children are very busy, and they can end up spending a great deal on fast food and junk food because
they don't have time to cook healthy meals at home. Busy working couples and individuals without
children are also busy, and may not have the skills or desire to plan and cook entire meals at home just
for themselves; they can spend a lot on going out to eat. Seniors have special challenges in obtaining and
preparing quality ingredients to feed themselves, including the loneliness of cooking for oneself. Options
like "Meals on Wheels" are generally last-resorts, and many would prefer alternate food preparation
arrangements, if any were available at a reasonable price - fixed incomes can be hard on the palate.
Our marketing strategies for all groups will emphasize our relatively inexpensive, fun, and easy approach
to preparing healthy meals. We will vary our serving sizes, menu options, and level of preparation for
each group; the family-size entree just right for a family of four makes no sense for a single
individual. Different sized families have different needs, and it will be our goal to look to accommodate
most family sizes through our variations in serving size.
The main objection most potential customers will raise is cost - $144 seems like a lot of money, up front,
for a new, untested service. This is why we are starting our marketing and sales campaigns with
established groups (church groups, cooking clubs, local senior center restaurant clubs), at a price
reduction. These consumers already have experience socializing with each other, and our service will be
an exciting change of pace in their calendars. We anticipate that these initial positive experiences will
generate significant word of mouth and produce referrals so we can say to potential customers, "don't just
take our word for it - go ask people who've tried us!"

Our service is unique among Dallas meal preparation options. There are no direct competitors for What's
For Dinner? The closest competitors are personal chefs, who will come to your home and prepare your
chosen meals for you and freeze them, at a very high price. Our target market segments cannot afford
personal chefs.
Our indirect competitors are area restaurants. These include family-oriented, inexpensive diners and
casual restaurants, as well as fast food and takeout. We will generally not be competing with upscale,
adult-oriented restaurants, since those are "special occasion" locations, and do not fulfill local residents'
daily meal needs.
Our competitor restaurants compete on price, perceived convenience, and atmosphere. They succeed
when they convince customers that going out to eat is an affordable "treat" that is easier and more
pleasant than preparing meals at home. In truth, the restaurants with the lowest prices also offer poor
quality food and atmosphere, and the struggle to get children ready, out the door, and have them behave
in a restaurant setting can make these choices less appealing in families' realities than in their
imagination. For all customers, the time it takes to get ready, travel to a restaurant, order dinner, eat, pay,
and get home make going out to a eat a full-evening's commitment - hardly the convenience it claims.
With the introduction of What's For Dinner? to the Dallas market, we will revolutionize the way that the
community looks at cooking convenience. Our prices really are much lower than restaurant meals, with
much higher quality meals. In addition, our "convenience" comes in two ways - preparing meals at a set
time, outside the daily routine, so they are ready in advance, and eating and minimal clean-up right in the
customer's own home, which saves time and energy at the end of a long day.
4.3.1 Competition and Buying Patterns

Even though What's For Dinner? has no direct competitors, we will set up our business as if we are
entering an already aggressive and hostile market. This is aimed at helping us to become successful
through a constant drive for increased service model efficiencies and marketing effectiveness. We will
strive to excel in customer service excellence, continuing our menu varieties and achieving the highest
standards for our food products. As owners, we feel that word of mouth and customer retention are
significant factors in our success. Our convenient locations, sanitary facilities, competitive pricing
structure and honorable reputation will all play a part in satisfying our customers and increasing our
clientele at an accelerating rate. What's For Dinner? will focus on these factors and always strive to
improve our business model and service offerings. We will strive to be the very best in our industry and
will not rest until we not only have the largest market share in our industry, but also have the most
satisfied customers.
The buying patterns of our customer base will be affected by our initial meal prep party prices. We have
concluded through our exhaustive focus market groups that we could set our prices high, since there is no
direct competitor, but we feel that to attract and retain customers and be able to steadily grow our
customer base, so we should price ourselves at a lower level first. By setting ourselves at the lower end of
our pricing range, we will not only gain the attention of the vast majority of our target markets, but we will
also be able to start our revenue streams off with an upward growth pattern. The price that we will choose
will be reasonable for our customers and be adequate for the business to maintain a gross margin around
25%.
Read more: http://www.bplans.com/food_preparation_business_plan/market_analysis_summary_fc.cfm#ixzz13RnpoMvx

What's For Dinner? will gradually gain market share in the four focal geographic markets (Plano, Frisco,
Allen and McKinney) by leveraging its competitive edges. These edges are superior attention to detail in
the local food service market, a revolutionary food-servicing outlook and excellent nutritional meals at
competitive price. These advantages have been unavailable in this market for some time. We will market
our services with a targeted advertising campaign and networking.
5.1 Competitive Edge

What's For Dinner? will begin with a critical competitive edge: we have no direct competitors in the
Dallas/Ft. Worth area. By being the first-mover and (for at least a while) the only service of our kind, we
will have the initial market buzz that is normally reserved for the first company of its kind into a given
market. Our positioning is very hard to match, but only if we maintain focus on our strategy, marketing,
business development, and fulfillment of quality and customer service will we be able to continually grow
and outpace the "copy-cat" businesses that are sure to follow our market lead. We are aware that the
tendency to relax due to lack of competition could weaken our competitive edge. What's For Dinner? will
be operated as if our direct competitors were conducting the same service business that we are in and we
will be looking for additional enhancements to our operating procedures from day one.
In addition to our unique positioning, we offer the following advantages to our customers:
• High quality meals
• Relatively low prices
• Time saving meal preparation
• Reducing mess in customers' kitchens
• Reducing stress around meal prep
• Saving them from that perennial problem of deciding, "What's for Dinner?"
5.2 Marketing Strategy
As a food service business, our main goal is to provide high quality food with excellent customer
service. Our challenge as a new company is to quickly establish a reputation for such quality among our
potential markets. With this in mind, the initial focus of our marketing strategy will be to get our name and
reputation out to the public to create "buzz." Creating brand recognition for our new concept will be the
first measurable milestone in our marketing strategy.
This will be one of the most important factors when measuring success within the first couple of months
after inception. The basis for our ideology is simple; the more people that hear our name and become
familiar with our services, the more people will use it. The marketing campaign will involve a targeted
advertising campaign, different specials to entice the customers to try our business and a very intense
networking campaign. All of these tactics will be used to help gain a loyal clientele aimed at fostering our
happy customer base.
At start-up, we will begin a focused advertising campaign toward target segments in our geographical
area. We will update our advertising campaign regularly to fill in gaps based on follow-up research: do
people recognize our name? Do they know what we do? What is their impression of our services' costs
and quality?Marketing campaigns will work via:
• Local area newspapers that are viewed by our target market.
• Homeowner associations', churches' and specific groups' newsletters.
• Direct mail advertisements/flyers to our target market purchased through a direct mailing company
with lists specifically of our target market.
• Various flyers and pamphlets that will be available at many shopping centers and grocery stores
throughout the area.
• Yellow pages advertisement.
• Dynamic website.
• Registered keyword searches that will lead to our website.

• Various Radio advertisements.
• Various event sponsorships.
Coupled with the advertising campaign will be a systematic offering of discounted specials to attract more
customers. This could be very important to potential customers because the cost of $175 for 12 meals is
very appealing to families that have used our service before, but families may be skeptical to buy this
much food and invest that much money in something they have never tried. For that reason, our
business will offer periodic specials to families to help limit their fears and open their eyes to the
wonderful atmosphere at What's For Dinner?
What's For Dinner? will also have a networking campaign that will start with the owner's contacts and
friends attending our first months' meal prep parties. This will be the "word of mouth" campaign that will
feature:
• Private parties with discounts for the host/hostess of the party. This will encourage them to invite 11
friends that will be introduced to our business and will be return customers.
• Special discounts to return customers when referring new customers.

5.3 Sales Strategy
In the food service business, as in any customer service intensive business, sales revenue is our
lifeblood. The way in which we present ourselves to our customers and deal with the public will determine
the success of our business. The food service industry is facilitated by repeat business and referrals. In
order to continuously compete against other food providers, we need to enhance our repeat customer
service business by making this our main sales focus. We cannot expect to have a satisfied customer by
selling them one month's of meals and then never seeing them again. We must make our sales strategy
revolve around making the customer's experience with us the best it possibly can, and further, making
every effort to get our current customer base to visit us again. It is much more expensive to get new
customers than to keep the customers you already have. Our customers cannot stop eating, but they
could stop using our services. We will be selling our service to our current customers each time they
come, in order to have repeat business and new business through their word of mouth.
These are just a few of the ways we will sell to our customers to gain repeat business and word of mouth
advertising:
• High levels of customer service; friendly, comforting and entertaining
• Good variety of menus from which to choose
• The best quality of foods and ingredients
• Creating a fun and social atmosphere for our customers, so they want to return
• Reminders at each party to sign up for the next month's party, along with the next month's menu
and samples
• A follow up and reminder program for our current customers that will be done through email and
mail.
• Focus a specific portion of our advertising campaign on getting our repeat customers to come back
and visit us
• Allow our best repeat customers to get special quantity specific discounts.
• Enlist a comprehensive and highly interactive e-commerce initiative to help to accommodate our
customer's payment and scheduling options.
The What's For Dinner? website will serve as a productive and consistent selling tool. Our website will be
set up to explain what we offer and the many benefits customers will receive for using our meal prep
services. The website will help "close the sale;" customers will be able to register for the meal prep party
they would like to attend and accepting payments online. This will be our main source of registrations for
parties. The ease of use allowed by the Internet will be key to driving our customer pipeline. Our sales
and marketing campaigns will help focus our customer traffic through our website, so that people can see
how easy it will be to interact with our company. This element of efficiency will also help enhance our
bottom line by allowing for a 24 hour customer service mechanism without having to keep a customer rep
staffed all the time.

Through our research of other businesses like ours in Seattle, WA and Omaha, NE, we found that all of
them quickly increased their sales over their first year. All of these researched companies went from their
first month of 100 customers on average to over 1,000 customers within their first year of business. One
company opened in Seattle against two other competitors and now has over 2,000 customers with three
different locations.
We are optimistic that What's For Dinner? will grow and prosper just as these other companies have, but
we want to set reasonable forecasts for growth. We have therefore taken a conservative approach in
preparing our Sales Forecast Table.
The following table and chart give a run-down on forecasted sales. We have forecasted that sales will
increase each month with the exception of the summer months, when vacations and other seasonal
activities may reduce purchases. Once we get our first few customers, our sales will increase through
customer retention, and gaining new customers through networking. We expect sales to grow
incrementally over the first year, reaching profitability by the fifth month of operation.
After the first year of operation, we expect sales to continue increasing, from 10% the first year up to 25%
by the third year. As sales increase, we will make modifications to our facility and hire new employees to
share in the work. Our proposed location allows room for expansion. Based on our research, and the size
of our potential market, we expect to reach close to one million dollars in sales by the end of 2005.
Our direct costs of sales listed here are inventory used up in sales, including the meal ingredients and
additional supplies, such as themed-party decorations, containers, napkins, and so on. Fixed operating
expenses are listed in the Profit and Loss.
Sales Forecast
Sales
Party Fees $857,674 $1,072,093 $1,340,116
Other Fees $24,505 $30,631 $38,289
Total Sales $882,179 $1,102,724 $1,378,405
Ingredients $612,624 $765,780 $957,225
Other Supplies $44,109 $55,136 $68,920
Subtotal Direct Cost of Sales $656,733 $820,917 $1,026,146
5.4 Milestones
The accompanying table lists important program milestones, with dates and budgets for each. The
milestone schedule indicates our emphasis on planning for implementation. What the table doesn't show
is the commitment behind it. Our business plan includes complete provisions for plan -vs. - actual
analysis, and we will follow-up often to discover variances and course corrections.
What's For Dinner? will have several milestones, including:
1. Business plan completion. This will be done as a roadmap for the organization. This will be an
indispensable tool for the ongoing performance and improvement of the company.
2. Building set up.
3. Our first meal prep party.
4. Profitability.
Milestones
Business Plan Completion 7/1/2003 9/1/2003 $250 Alan Kirby Administration
Site Selection 8/22/2003 9/1/2003 $0 Alan Kirby Administration
Architect Designs 7/20/2003 9/1/2003 $5,000 Alan Kirby Administration
Licensing 9/1/2003 10/1/2003 $500 Alan Kirby Administration
Site Construction 9/15/2003 12/15/2003 $0 Alan Kirby Administration
Website Design 10/1/2003 12/15/2003 $1,280 Alan Kirby Web
Business Funding Secured 9/1/2003 12/30/2003 $0 Alan Kirby Administration
Site Set-Up 11/1/2003 1/15/2004 $0 Alan Kirby Administration
First Party 1/15/2004 1/30/2004 $0 Alan Kirby Administration
Profitability 1/1/2004 12/1/2004 $0 Alan Kirby Administration

Totals $7,030
Read more: http://www.bplans.com/food_preparation_business_plan/strategy_and_implementation_summary_fc.cfm#ixzz13RoAycwt
A Standard Business Plan Outline

by Tim Berry
Share175
What information needs to be in your business plan? What is the order of information that will make
the most sense to lenders and investors? You can answer these questions with the business plan outlines
provided below.
What are the standard elements of a business plan? If you do need a standard business plan to seek
funding — as opposed to a plan-as-you-go approach for running your business, which I describe below —
there are predictable contents of a standard business plan outline.
For example, a business plan normally starts with an Executive Summary, which should be concise and
interesting. People almost always expect to see sections covering the Company, the Market, the Product,
the Management Team, Strategy, Implementation, and Financial Analysis. The precise business plan
format can vary.
Is the order important? If you have the main components, the order doesn’t matter that much, but here’s
the sequence I suggest for a business plan. I have provided two outlines, one simple and the other more
detailed.
Simple business plan outline

1. Executive Summary: Write this last. It’s just a page or two of highlights.
2. Company Description: Legal establishment, history, start-up plans, etc.
3. Product or Service: Describe what you’re selling. Focus on customer benefits.
4. Market Analysis: You need to know your market, customer needs, where they are, how to reach
them, etc.
5. Strategy and Implementation: Be specific. Include management responsibilities with dates and
budgets. Make sure you can track results.
6. Web Plan Summary: For e-commerce, include discussion of website, development costs,
operations, sales and marketing strategies.
7. Management Team: Describe the organization and the key management team members.
8. Financial Analysis: Make sure to include at the very least your projected Profit and Loss and
Cash Flow tables.
Build your plan, then organize it. I don’t recommend developing the plan in the same order you present
it as a finished document. For example, although the Executive Summary obviously comes as the first
section of a business plan, I recommend writing it after everything else is done. It will appear first, but you
write it last
Standard tables and charts

There are also some business tables and charts that are normally expected in a
standard business plan.
Cash flow is the single most important numerical analysis in a plan, and should never
be missing. Most plans will also have Sales Forecast and Profit and Loss statements.
I believe they should also have separate Personnel listings, projected Balance Sheet,
projected Business Ratios, and Market Analysis tables.
I also believe that every plan should include bar charts and pie charts to illustrate the
numbers.
Expanded business plan outline
Here’s an expanded full business plan outline, with details you might want to include in
your own business plan.
1.0 Executive Summary
1.1 Objectives
1.2 Mission
1.3 Keys to Success
2.0 Company Summary
2.2 Company History (for ongoing companies) or Start-up Plan (for new companies)
3.0 Products and Services
3.1 Product and Service Description
3.3 Sales Literature
3.4 Sourcing and Fulfillment
3.5 Technology
3.6 Future Products and Services
4.0 Market Analysis Summary
4.2.1 Market Needs
4.2.2 Market Trends
4.2.3 Market Growth
4.3 Industry Analysis
4.3.1 Industry Participants
4.3.2 Distribution Patterns
4.3.3 Competition and Buying Patterns
4.3.4 Main Competitors
5.0 Strategy and Implementation Summary
5.1 Strategy Pyramids
5.2 Value Proposition
5.4.1 Positioning Statements
5.4.2 Pricing Strategy
5.4.3 Promotion Strategy
5.4.4 Distribution Patterns
5.4.5 Marketing Programs
5.5 Sales Strategy
5.5.2 Sales Programs
5.6 Strategic Alliances
5.7 Milestones
6.0 Web Plan Summary
6.1 Website Marketing Strategy
6.2 Development Requirements
7.0 Management Summary
7.2 Management Team
7.3 Management Team Gaps
7.4 Personnel Plan
8.0 Financial Plan
8.1 Important Assumptions
8.2 Key Financial Indicators
8.3 Break-even Analysis
8.4 Projected Profit and Loss
8.5 Projected Cash Flow
8.6 Projected Balance Sheet
8.7 Business Ratios
8.8 Long-term Plan
Business plan outline advice
Size your business plan to fit your business. Remember that your business plan
should be only as big as what you need to run your business. While everybody should
have planning to help run a business, not everyone needs to develop a complete formal
business plan suitable for submitting to a potential investor, or bank, or venture contest.
So don’t include outline points just because they are on a big list somewhere, or on this
list, unless you’re developing a standard business plan that you’ll be showing to
somebody else who expects a standard business plan.
Consider plan-as-you-go business planning. I’ve done a lot of work on this idea
lately, resulting in my new “Plan As You Go” business planning, which is a now a book
published by Entrepreneur Press, available through Amazon.com, Barnes and Noble,
and Borders, and bundled as an eBook with Business Plan Pro. I’ve also added a short
video here to the right, illustrating how the outline could be simpler with a new
approach.
More business planning resources
Sometimes an outline just isn’t enough to write your business plan. Do you want to view
sample business plans from real businesses? Would seeing a business plan template
that banks prefer be useful to you? These valuable resources can help:
Sample business plans – Over 500 free sample business plans from various industries
Business plan template – This fill-in-the-blank business plan template is in the format
preferred by the SBA and banks
Start a business – An easy to follow six-step process for starting a new business
Business Plan Pro – My company’s step-by-step software makes it fast and easy to
create a business plan, regardless of your business planning experience
Business
by Janet Attard
Startup Checklist
Share
The list below is meant to remind you of the tasks you may have to perform to start your business.
Not every business will have to complete each step. For instance, you may decide not to register your
trademark with state or federal officials. Or, you may not be required to publish a notice of intent to do
business.
Since laws vary by state and by type of business, be sure to check with local authorities to determine if
there are any additional legal steps you need to take.
[ ] Choose a business based on your skills and interests.
[ ] Research the business idea:
• What will you sell?
• Is it legal?
• Who will buy it and how often?
• Are you willing to do what it takes to sell the product?
• What will it cost to produce, advertise, sell & deliver?
• With what laws will you have to comply?
• Can you make a profit?
• How long will it take to make a profit?
[ ] Choose a business name.
[ ] Verify right to use the name.
[ ] Reserve corporate name if you will be incorporating.
[ ] Register or reserve state or federal trademark.
[ ] Register copyrights.
[ ] Apply for patent if you will be marketing an invention.
[ ] Check zoning laws.
[ ] Choose a location for the business or make space in the house for it.
[ ] File partnership or corporate papers.
[ ] Register business name and get a business certificate.
[ ] Get any required business licenses or permits.
[ ] Order any required notices (advertisements you have to place) of your intent to do
business in the community.
[ ] Have business phone or extra residential phone lines installed.
[ ] Check into business insurance needs.
[ ] Find out about health insurance if you will not have coverage under a spouse.
[ ] Apply for sales tax number.
[ ] Get tax information such as record keeping requirements, information on withholding
taxes if you will have employees, information on hiring independent contractors, facts
about estimating taxes, forms of organization, etc.
[ ] Call Department of Labor to determine labor laws if you have employees.
[ ] Apply for employee identification number if you will have employees.
[ ] Find out about workers’ compensation if you will have employees.
[ ] Open business bank account(s).
[ ] Have business cards and stationery printed.
[ ] Purchase equipment or supplies.
[ ] Order inventory.
[ ] Order signage.
[ ] Order fixtures.
[ ] Have sales literature prepared.
[ ] Get adequate business insurance or a business rider to a homeowner’s policy.
[ ] Send out publicity releases.
[ ] Place advertising if yours is the type of business that will benefit from paid
advertising.
[ ] Call everyone you know and let them know you are in business.
[ ] Other
Movie Theater
Second Run Pizza Restaurant Business Plan
Page 1 2 3 4 5 6 7 8
Executive Summary
The number of movie theaters is decreasing as the major chains create megaplexes that pile more people
into smaller spaces. This profit strategy has left once popular downtown theaters vacant. Second Run
Pizza is a theater/restaurant business that believes there is a significant number of theater-goers that are
craving a more satisfying and enjoyable way to catch a movie and a bit to eat. Second Run Pizza is
renovating the downtown Majestic Theater and creating a medium-size restaurant that will show second-
run movies that have proven to still be popular to our target market. We will offer a totally unique dining
and movie experience at a affordable price that will fill the theater space with repeat customers.
The owners of Second Run Pizza, Robert Williamson and Judy Fillmore, stress two factors that they
believe assures the success of the business:
• Judy's 15 years experience as a manager of four of the city's most successful restaurants and
Robert's experience as manager of the Lighthouse Theater, a small art house theater which has
recently returned to profitability under Robert's stewardship.
• Robert's strong seven year working relationship with Premiere Film Distributors which will provide
the second run films for Second Run Pizza.
Our market and financial analyses indicate that with a start-up expenditure of $300,000 we can generate
$600,000 in sales by the end of year one, and produce high net profits by the end of year three.
1.1 Objectives
• Sales over $600K the first year, more than a million by the third.
• Personnel costs less than $300K the first year.
• Profitable in first year, with net profits increasing each year.

1.2 Mission
Second Run's mission is to create a new theater experience for our customers that will be so enjoyable
and satisfying that they will return often and recommend Second Run to their friends and family. Our
customers will be delighted with our level of service, the quality of the food, and a theater environment
that is second to none. When the film ends and the applause die out, we believe that our customers will
prefer to watch a new movie at Second Run rather than to ever be squeezed into a Megaplex again.
1.3 Keys to Success

• Selection of popular films that work best in the group viewing environment; i.e. comedies, scary or
adventure films.
• Provide exceptional service that leaves an impression.
• Consistent entertainment atmosphere and product quality.

• Managing our internal finances and cash flow to enable upward capital growth.
• Strict control of all costs, at all times, without exception.
Read more: http://www.bplans.com/movie_theater_restaurant_business_plan/executive_summary_fc.cfm#ixzz13S8nG800
Company Summary
Second Run Pizza is a single-unit, medium-sized restaurant. We focus on pizza and a few creative Italian
dishes. The restaurant will be located downtown near the major shopping centers and evening
entertainment establishments.

The founders of the company are Robert Williamson and Judy Fillmore. Judy focuses on the financial
issues and Robert on the personnel issues. Judy earned her business major undergraduate degree from
the University of Berkeley. A lease for the location has been secured for $2,000 per month. The theater
will have to be equipped as a restaurant. It will be able to set up shop in time to begin turning a profit by
the end of month eleven and be profitable in the second year. Both Robert and Judy are
investing $150,000 each to start up the company.
Start-up Funding
Assets

Liabilities
Current Borrowing $0
Total Liabilities $0
Capital
Planned Investment
Investor 1 $150,000
Investor 2 $150,000
Other $0
Total Capital $159,200
Start-up
Requirements
Start-up Expenses
Legal $1,000
Stationery etc. $1,000
Insurance $1,800
Rent $2,000
Projection Equipment $40,000

Kitchen $40,000
Initial Marketing $15,000
Dining Products $5,000
Interior Refit $35,000
Start-up Assets
Other Current Assets $10,000
Long-term Assets $0

The restaurant will start out as a simple sole proprietorship, owned by its founders.
Read more: http://www.bplans.com/movie_theater_restaurant_business_plan/company_summary_fc.cfm#ixzz13S92FZpq
The Menu:
The menu is extremely simple. Pizza is the perfect finger food for watching a movie. We will also include
select Italian dishes that fit will in the viewing environment.
Movies:
The films will be chosen with two target audiences in mind. The first is the families that will come to
Second Run Pizza to watch movies like Shrek and Spy Kids. These movies will be shown three times
during the afternoon. The second group is young adults who will come to the evening shows to watch
movies like Jeepers Peepers, the Fast and the Furious, and Rush Hour 2. There will be three evening
showings of these films. In addition, there will be midnight movies for the college crowd on Friday and
Saturday.
Read more: http://www.bplans.com/movie_theater_restaurant_business_plan/services_fc.cfm#ixzz13S9DZBwN

We believe that our unique dining environment will attract our target customers. The central location of
Second Run Pizza to the downtown shopping and entertainment center makes the restaurant easily
accessible. Once inside, the customer will find watching a movie at comfortable table seating, while
enjoying great food, is a experience to repeat again and again with friends.

Families:
We are focusing on parents with children who want to catch a movie with a pizza in the afternoon or early
evening, before or after shopping at the downtown mall.
Young Adults:
The second group we are going to focus on is young adults ages 18 - 26 for the evening shows. We
believe that this target group will enjoy this unique way to watch a film and Second Run Pizza will become
a common place for friends to have an affordable evening's entertainment together.
Read more: http://www.bplans.com/movie_theater_restaurant_business_plan/market_analysis_summary_fc.cfm#ixzz13S9UNmHE

Our strategy is simple, we intend to succeed by giving our target customers a combination of great food
and a relaxed enjoyable environment that creates a memorable experience.

Our competitive edge is two fold:
• The experience of Robert and Judy in managing Second Run Pizza.
• The agreement with Premiere Film Distributors which have agreed to supply Second Run Pizza with
second run movies.
Co-owner Judy Fillmore has been a fixture of the city's restaurant scene for the past 15 years. She
managed four successful restaurants and has received industry accolades for her operational excellence.
She is now a highly sought consultant on improving restaurant operating efficiency and work flow. Her
client list include the city's best restaurants.
Robert Williamson has 20 years of experience in the movie theater industry. Robert was the manager of
the city's largest multiplex for seven years before taking a position with Premiere Film Distributors where
he served as a regional distribution coordinator for six years. When Robert took over the challenge of
managing the Lighthouse Theater, the business was failing and losing significant market share to the
larger chain theaters. Under his management, the theater regained its vitality as an Indie film center.
Usage levels increase by 200% over a two-year period and the theater soon became a key feature in the
city's cultural community. The combination of Judy and Robert's experience will ensure that Second Run
will be a unique competitive force in both the theater and restaurant industries.
The owners have negotiated an agreement with Premiere Film Distributors that will assure that the
Second Run will have best available second run films. Premiere Film Distributors will provide the films
and will receive 75% of the admission revenue. This is a better return for the distributor who normally
receive only 50% of admission revenue for second run films. In exchange, Second Run will get the films
most popular with their target customers.
5.2 Sales Strategy

Our initial sales strategy is to flood our target consumers with free movie coupons for the first three
months of operation. The $1.50 charge for the film will be waived with the coupon. These coupons will be
in the city's daily paper as well as the student papers of Claremont University and Jefferson College.
The film charge is really incidental. Second Run's profits will come from food sales. Menu pricing will
reflect this focus. Our prices will be higher than a traditional Pizza restaurant but we believe the unique
dining environment will justify those prices with our customers.
On the traditional slow days (Monday and Tuesday) we will offer cheaper fare (spaghetti) and market
these days to college students as spaghetti movie night. In addition, we will have two for one date nights,
where couples will only be charged for one admission.
Sales projections for this plan are presented in the following topics.

This chart represents our forecast for income on a monthly basis. The table presents yearly expected
sales. Complete monthly forecast figures for the first year are presented in the appendix.
Sales Forecast
Unit Sales
Movie Admissions 78,400 90,000 100,000

Meals 25,725 33,000 40,000
Other 12,000 13,000 14,000
Total Unit Sales 116,125 136,000 154,000
Unit Prices Year 1 Year 2 Year 3
Movie Admissions $1.50 $1.50 $2.00
Meals $20.00 $20.00 $22.00
Other $5.00 $5.00 $5.00
Sales
Movie Admissions $117,600 $135,000 $200,000
Meals $514,500 $660,000 $880,000
Other $60,000 $65,000 $70,000
Total Sales $692,100 $860,000 $1,150,000
Direct Unit Costs Year 1 Year 2 Year 3
Movie Admissions $1.20 $1.20 $1.60
Meals $3.00 $3.00 $3.00
Other $0.50 $0.50 $0.50
Direct Cost of Sales

Movie Admissions $94,080 $108,000 $160,000
Meals $77,175 $99,000 $120,000
Other $6,000 $6,500 $7,000
5.3 Milestones
The following table lists important program milestones, with dates and budgets for each. The milestones
schedule indicates our emphasis on planning for implementation.
Milestones
Tables and Chairs 11/4/2001 11/13/2001 $3,000 ABC Marketing
Decorations 11/4/2001 11/18/2001 $2,000 ABC Marketing
Painting/reconstuction of
11/1/2001 12/22/2001 $25,000 ABC Web
Resturant
Food for Opening 12/28/2001 12/29/2001 $1,000 ABC Web
Production of Menus 11/13/2001 12/16/2001 $400 ABC Department
Buying Supplies for Kitchen 11/16/2001 12/20/2001 $5,000 ABC Department
Set Up Projection Equipment 12/20/2001 12/28/2001 $40,000 ABC Department
Establish Film Schedule 11/1/2001 12/28/2001 $1,000 ABC Department
Staff Hiring 12/4/2001 12/22/2001 $0 ABC Department
Staff Schedules 12/25/2001 12/28/2001 $0 ABC Department
Distribution of Advertising 12/5/2001 1/1/2001 $0 ABC Department

Totals $77,400
Management Summary
Judy will be responsible for hiring, training and supervision of all restaurant staff. As we stated previously,
Judy is the best in her field and will have no trouble in assembling a team that will be eager to participate
in the success of Second Run.
Robert's management focus will be marketing and responsibilities related to the presentation of the film. It
is widely acknowledged that Robert's marketing of the Lighthouse Theater pulled it out of the red and into
its current profitability.
6.1 Personnel Plan

As the personnel plan shows, we expect to invest in a good team, fairly compensated. We think the
planned staff is in good proportion to the size of the restaurant and projected revenues.
Personnel Plan
Manager $48,000 $53,000 $58,000
Hostess $36,000 $40,000 $44,000
Kitchen Staff $60,000 $64,000 $68,000
Cleaning $36,000 $38,000 $40,000
Servers $72,000 $72,000 $72,000
Projectionist $36,000 $40,000 $44,000
Total People 12 15 18
Total Payroll $288,000 $307,000 $326,000
Read more: http://www.bplans.com/movie_theater_restaurant_business_plan/management_summary_fc.cfm#ixzz13SA55j4c
Free Restaurant, Cafe, and Bakery Business Plans

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Read more: http://www.bplans.com/restaurant_cafe_and_bakery_business_plan_templates.cfm#ixzz13SAsqvkZ
Convenience Store Soda Fountain Business Plan

The Coffee Break
Page 1 2 3 4 5 6 7 8
Executive Summary
With the expansion of the Oregon State University (OSU) campus and tourism growing in the Bend,
Oregon area, The Coffee Break will start business to provide convenience while still maintaining nutrition
and satisfaction. Market research shows a promising demographic in females, and people over 55 years
of age. We will facilitate their demands by offering great food in a timely manner. Also, The Coffee Break
will have a small coffee bar, soda fountain, and ice cream case for those who wish to take time from their
day to enjoy a delicious refreshment.
Our three main targeted markets are students, business people, and tourists. All of these segments
appear to be growing in size and demand. Our prime location will facilitate convenience to many of our
customers.
1.1 Mission
The Coffee Break will set a new precedent for local standards. No longer will convenience stores, ice
cream shops, coffee stands, and relaxation be offered separately, but will be combined at one location for
convenience and ease. Regardless of the 5 minute customer, or the browser, everyone will feel at ease at
The Coffee Break and return for that same level of comfort.
1.2 Keys to Success

The Coffee Break's keys to success are:
1. Located near a university, hospital, several small business, and local tourist attractions, the
customer base will be ever growing.
2. First in area to combine a convenience store with a nostalgic setting.
3. Flexible hours to incorporate both peak and off-peak customers.
4. Unique and high-quality goods at reasonable prices.

1.3 Objectives
The Coffee Break will be a convenience store for busy college students, local business employees, and
tourists. It will soon rise to be the trendy place to shop for quick needs and a little relaxation to a busy day.
To achieve this, The Coffee Break will:
1. Generate $218,000 of sales in year 1, with an 11% growth rate for the next four years.
2. Realize a gross margin of at least 55% each year.
3. Show a net profit of $20,000 by the end of the year 1.

Read more: http://www.bplans.com/convenience_store_soda_fountain_business_plan/executive_summary_fc.cfm#ixzz13SBRiSoA
Company Summary
The Coffee Break will be located in the trendy,small town of Bend, Oregon. With OSU recently opening a
branch of education in Bend, we have realized the convenience needed by students and employees in
the area, The Coffee Break will provide basic goods needed for daily functions at school and the
workplace. Whether basic office supplies, personal goods, or other necessary goods, The Coffee Break
will have ample supply at a low cost to the customer.
The Coffee Break will also offer a variety of quick, nutritious foods for breakfast, lunch, and dinner. Along
with basic staple foods, there will be a deluxe coffee bar, soda fountain, and ice cream parlor. Unlike
other convenience stores, you will have the option to peruse the store without hurry or discomfort. A few
tables and a counter with bar stools will be established near the soda fountain for those who wish to take
a break. This will help to meet the customer's needs for goods and still provide some relaxation to their
day.

The Coffee Break will be based as a sole proprietorship. With owner, Bree Sallee, as a long-time resident
of Bend, Oregon she will be able to facilitate the needs of the customer base and trends better than an
outsider might be able to.

The Coffee Break's start-up costs will incorporate the costs of machinery and equipment such as tables,
chairs, soda fountain, coffee/espresso machine, bookstands, shelving, and other necessary equipment to
start operation. The lease on the 2,000 square foot building has been confirmed and minor renovations
will be needed to facilitate The Coffee Break's customer service, delivery, inventory, and stocking
requirements.
Costs have been allocated for 1-month supply of basic purchases in the convenience store setting, since
general inventory turnaround is between 15 and 20 days. We realize that the 1-month time frame will
allow for a small inventory to be maintained during opening months. From there we will be able to
determine rate for replenishment.
We have already coordinated with local distributors to set up accounts for purchases and repayment.
Start-up Funding
Assets
Liabilities
Current Borrowing $50,000

Capital
Planned Investment
Bree Sallee $216,000
Investor 2 $0
Other $0
Total Capital ($11,500)
Start-up
Requirements
Start-up Expenses
Legal $250
Brochures $0
Consultants $0
Insurance $425
Rent $1,500
Research and development $0
Expensed equipment $225,000
Other $175
Start-up Assets
Start-up Inventory $36,000
Other Current Assets $0
Long-term Assets $0

The Coffee Break will be located in Bend, Oregon near the OSU campus and local businesses. There are
no plans at this time to expand into additional locations. By keeping The Coffee Break as a small, mom-
and-pop facility, customers will travel farther for the level of service and nostalgia offered.
The Coffee Break's operations will be based out of a 2,000 square foot building. This will provide a cozy
atmosphere, while still being large enough to assist our large customer base.
Read more: http://www.bplans.com/convenience_store_soda_fountain_business_plan/company_summary_fc.cfm#ixzz13SBsLQEe
Products and Services

The Coffee Break will be offering many products and services. Some of these are:
• Coffee bar/soda fountain
• Ice cream
• Magazines, newspapers, and other reading material
• Personal Goods
• Beverages and other highly-purchased goods
• Other
3.1 Product and Service Description
The products and services that The Coffee Break will provide are below. They include:
• Coffee bar/soda fountain- This will provide a more elaborate choice of beverage beside the standard
juice, pop, and water. Use of quality coffee, soda, and other ingredients will establish The Coffee
Break as the place for attaining such high-quality goods.
• Ice cream- A variety of 10 flavors will be available from the local Dairy. Already known for
excellence, the ice cream will be available in basic scoops, sundaes, banana splits, and other
favorite novelties. Again, this will incorporate great products at lower expense, thus maintaining our
customers.
• Magazines, newspapers, and other reading material- The Coffee Break will offer 3 major
newspapers and a variety of magazines tending towards sports, American culture, relaxation, and
travel. Due to the location of Coffee Break, little emphasis will be made on news and politics.
Rather, as a place of relaxation and leisure, reading material will focus on those subjects.
• Personal Goods- Due to The Coffee Break's clientele being based from the OSU campus and
businesses, many goods will be available that may be needed on an "emergency" type basis. This
will include small quantity of basic medical, beauty, automotive, travel, and office goods.
• Beverages and other highly-purchased goods- Realizing the basic purchasing pattern of students,
we will focus on their needs in such areas such as beverages and other goods.
Our competition will be more varied. Since this is the first combination of a convenience store and ice
cream/soda shop, competition will result from two areas.
1. Convenience stores- This competition will be from national franchises that have established
convenience stores in or near Bend, Oregon. Although they will focus more on the in-and-out
customer, we will be able to provide the same speed with better quality and service.
2. Ice cream/soda shops- One such store exists currently in Bend. While they have a strong customer
base, we will be able to break into the market due to our prime location near the OSU campus and
the variety of products and services that can be attained at one place.
3. Coffee shops- There are many coffee shops that offer a place for reading or studying. However, The
Coffee Break will focus on providing gourmet coffee for those needing to continue on with their day.
We feel that great coffee should not be available only for those who want to stay and mingle. Our
coffee will soon be a recognized as a known standard for campus drinks, especially since there are
no other nearby coffee shops for those on campus.
3.3 Sales Literature
Because of the small population, heavy sales and marketing will not be needed. Rather, The Coffee
Break will emphasize word-of-mouth advertisement, along with promotions broadcast on campus. During
the first two weeks of business, flyers will be passed around campus for notification of The Coffee Break
and it's opening. We have allotted a small amount each month for any needed advertising.
3.4 Fulfillment
Again, because of the small population, relationships with manufacturers and distributors will be essential
to maintain. Based on preliminary discussions and feedback, manufacturers and distributors are eager to
assist with The Coffee Break's firm establishment in Bend.
Communication is a must and will be maintained regularly. To assist manufacturers and distributors, as
well as myself, promptness will aid in all transactions and customer service.
3.5 Future Products and Services

At this time, there are no plans for expanded services or products. As business continues, we will re-
evaluate to see if there is a part of the market that is being overlooked or could be better assisted.
3.6 Technology
Due to the basic setting of The Coffee Break, there will be little need for modern technology in the
"nostalgic" setting. Plans include attainment of a state of the art coffee/espresso machine and antiqued
soda fountain. Coolers will be of high quality to ensure products maintain their proper temperature level.
Read more: http://www.bplans.com/convenience_store_soda_fountain_business_plan/products_and_services_fc.cfm#ixzz13SC0Ux64

Studies have shown that most customers to a convenience store are 18-35 years of age and male. This
has led others to focus on females and individuals who are over 55 years of age. The Coffee Break will
target customers from the OSU campus, local businesses, and tourists. This will provide a strong local
clientele and a new tourism.
While convenience stores are nothing new, we will distinguish ourselves from that genre and focus more
on a cafe/store emphasizing on convenience. Research has shown that ice cream/frozen yogurt and
quick, healthy meals attract our targeted demographic of females and those over 55 years of age.

The Coffee Break has three major customer groups, as mentioned in the chart and table, that will be
targeted.
Market Analysis
OSU Students 21% 3,000 3,630 4,392 5,314 6,430 21.00%
Tourists 12% 60,000 67,200 75,264 84,296 94,412 12.00%
Business People 8% 9,500 10,260 11,081 11,967 12,924 8.00%
Other 3% 1,500 1,545 1,591 1,639 1,688 3.00%
Total 11.76% 74,000 82,635 92,328 103,216 115,454 11.76%

Because The Coffee Break being located near the Oregon State University (OSU) campus, many
students will find it as a resourceful break to their busy days. Also, travel time from local nearby
businesses is minimum compared to other convenience stores and ice cream parlors.
Bend, Oregon is a tourism mecca for Oregon residents and other visitors. Offering skiing, snowboarding,
and other winter attractions nearby, as well as summer attractions (including hiking and mountain biking),
visitors will always be in need of convenient materials such as food, beverages, and other materials to
supplement their activities.
4.2.1 Market Trends

The market will vary greatly based on two factors: the OSU schedule and tourism (weather). The OSU
schedule will vary according to the number of students near The Coffee Break. Summers will tend to
decrease the customer base of students as many choose not to attend school during this time. Also, the
weather will affect tourism. Depending on snow amounts in the winter and sunshine in the summer, the
number of tourists can vary. It will be important to recognize upcoming seasonal patterns and plan
accordingly.
4.2.2 Market Growth
Most convenient stores have males, ages 18-34, as main customers. Recent trends have indicated that
many stores are trying to incorporate females and those over the age of 55. By providing the "nostalgic"
feeling, we expect to increase the number of customers over 55. This will still enable us to serve others in
the basic age group of 18-34, or typical students.
4.2.3 Market Needs

Because our market is threefold, we have researched the needs of each.
1. OSU campus students- Students often have different schedules from business people. Breaks can
vary in time and length, so a facility close and convenient to the campus is needed. By providing
basic foods and supplies, students will be attracted to this time-saving, delectable store.
2. Tourism- Many people that travel look for unique stores at a location. The Coffee Break will pride
itself on the "good ol' days" feeling brought with our soda fountain and ice cream parlor setting.
However, we recognize that a business will not support itself on these factors alone, so a coffee bar,
reasonable meals, and other basic goods will be available for purchase. This will enable a one-stop
shopping experience for those planning or returning from their daily activities. With over 30
developed parks and many trails, recreation is available year-round.
3. Local business people- Business people eat out frequently during the work week and over time,
facilities become mundane. The Coffee Break will provide a new source for nutritious, quick meals
and favorite snacks. With the convenience of The Coffee Break, all transactions will be prompt and
efficient.
Convenience stores are nothing new. In order to succeed, a business must understand the importance
and impact of merchandising, location, and competition. Due to the strong reliance on other industries, it
is important to recognize the industry's needs and trends.
A distinction of convenience stores and other grocery stores is just that: convenience. To maximize this,
location must be easily accessible (including ample parking) and prompt service. Our location will be
beneficial for all, especially students at the OSU campus. Also, by providing the variety of food and non-
food products, The Coffee Break will be able to facilitate the needs of customers better. We will expand
our hours to a greater time frame, allowing convenience to be based on the customers schedule.
Although many convenience stores offer gasoline, we have opted to exclude this service. Instead, we will
focus on prompt service and general purchases towards food and non-food products. Our friendly and
clean atmosphere, will create a standard for convenience stores in the area. This in turn will convert the
industry's percentage of weekly customers and transaction amount to increase.
Read more: http://www.bplans.com/convenience_store_soda_fountain_business_plan/market_analysis_summary_fc.cfm#ixzz13SCUnky3

Convenience is in the eye of the beholder. By being a convenience store, we will focus mainly on
customers located within a close proximity of The Coffee Break.
Word-of-mouth will be our largest market promoter. Students and business people will find the
convenience and quality of The Coffee Break to be one that others should know about. In order for initial
customers to be found, a distribution of flyers will be an inexpensive way of notifying those on campus.
With word-of-mouth and concentrating on the concentrated market, we will be able to assist more
customers at a higher level of quality while also conserving efficiency.
5.1 Sales Strategy

Similar to that of our marketing strategy, most of our sales strategy is related to location. In order to keep
sales high, The Coffee Break will provide a fun, relaxed atmosphere while offering a plentiful stock of
goods. By starting with 2-month's inventory, we will be able to see initial customer's demands and work
with our distributors so that we can maintain a variety of goods at low costs in time efficient manner.

Below is a chart and table forecasting sales for The Coffee Break. Sales are set to fluctuate, with peak
sales during the winter ski season and late summer; this is when tourism is at it's peak.
Sales Forecast
Sales
Total Revenue $218,000 $250,000 $269,000
Other $0 $0 $0
Total Sales $218,000 $250,000 $269,000
Total Costs $99,000 $105,000 $110,000
Other $0 $0 $0

Convenience stores are nothing new and can frequently be found is towns and cities. Location and
demand are essential to be successful and profitable. The Coffee Break's location will be a large factor to
it's success. Often, students do not want to travel distances between classes or during their scheduled
day. We will be able to facilitate their needs at a great convenience, while still providing exceptional
quality. Also, our location will be easily accessible for those who are traveling to Mount Bachelor or other
outdoor recreation areas.
The Coffee Break will not only offer convenience, but good quality foods and goods. We'll offer a feeling
of nostalgia by operating a soda fountain and ice cream extension to the basic convenience store. We will
also will provide high quality beverages, including a small coffee bar. Unlike other convenience stores, we
will offer food different from that of a common convenience store's food selection. We will provide a
variety of meals and snacks that are tasty and nutritious.
Our location, merchandise, and attention to customer service will put The Coffee Break ahead of
competition. Also, our extended hours will facilitate those who need items after supermarkets have
closed.

With the new OSU campus and other nearby attractions, our location has created a great potential
market. With little competition nearby, we will be able to create a customer base with little marketing and
advertising. However, The Coffee Break will initially advertise with flyers to students and faculty at
the campus for familiarization.
Once we have been established, we may offer special promotions and weekly specials, but this will be of
little focus. By focusing on nostalgia and relaxation, we want customers to expect the quality and price to
be dependable and constant.
5.3.1 Pricing Strategy
We will price point most of our goods at a $0.03-$0.10 price increase over the competitors. This will be
not sway customers, due to the convenience and efficiency saved by shopping at The Coffee Break,
versus other convenience stores. Top selling products will be at a smaller price increase in order to sway
customers from other stores.
5.3.2 Promotion Strategy

Location is our best promotion tool. With our location near businesses, schools, and major attractions,
little promotion will be need to attract customers. We intend on our convenience and variety of goods to
be the biggest selling factor, not that of daily "specials."
5.4 Strategic Alliances

Bend, Oregon is a tourist attraction for the Pacific Northwest. To help promote businesses around the
area to tourists, most goods will be provided by local establishments. These will be able to offer well-
prepared foods better than a larger company.
Also, with a population about 50,000, Bend residents know local standards for dining and goods. We will
supply these in a convenient manner for those on the go or wanting more convenience than may be
otherwise eligible.
Read more:
http://www.bplans.com/convenience_store_soda_fountain_business_plan/strategy_and_implementation_summary_fc.cfm#ixzz13SCxGrUk
Management Summary
The Coffee Break will operate under the owner, Bree Sallee. At start-up there will be 4 other employees,
this will be increased as the market shows demand for more assistance.

Owner, Bree Sallee, will be sole manager while The Coffee Break gets established. Due to the fluctuation
in operational factors, most work will be carried on by students who desire flexible hours. All employees
will answer directly to Bree Sallee.
By having smaller shifts, this will also save in the compensation needed for employees, such as
insurance.
6.2 Management Team

Bree Sallee, is owner/manager. With many years of experience in the retail and food channels, she
understands the fluctuation in market demands. Also, she has resided in Bend for the past 15 years,
cultivating an understanding for the local market. She has a Bachelor's degree from Boise State
University.
The need for additional managers will be evaluated based on our personnel need and budget.
6.3 Personnel Plan

The Coffee Break will start with 4 employees, along with owner. From there, we will be able to determine
the need for additional help. As the recreational season fluctuates along with the school term, we will
gather employees accordingly.
Personnel Plan
Bree Sallee $19,200 $20,525 $22,450

Other $3,360 $3,360 $3,360
Cashier 1 $6,720 $7,436 $7,602
Cashier 2 $6,720 $7,436 $7,602
Cashier 3 $6,720 $7,436 $7,602
Cashier 4 $6,720 $7,436 $7,602
Total People 6 6 6
Total Payroll $49,440 $53,629 $56,220

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Executive Summary

1. Consistent, accurate fulfillment of the client's wishes.

2. Competitive pricing for the quality of services offered.

3. Significant profit made on each event planned.

2.1 Company Ownership

2.2 Start-up Summary

Stationery etc. $300

Expensed Equipment $1,985

Total Start-up Expenses $3,365

Cash Required $2,300

Other Current Assets $0

Total Assets $2,300

Start-up Expenses to Fund $3,365

Start-up Assets to Fund $2,300

Total Funding Required $5,665

Non-cash Assets from Start-up $0

Cash Requirements from Start-up $2,300

Additional Cash Raised $0

Cash Balance on Starting Date $2,300

Total Assets $2,300

Liabilities and Capital

Current Borrowing $2,000

Accounts Payable (Outstanding Bills) $0

Other Current Liabilities (interest-free) $0

Total Liabilities $2,000

Alicia Nollan $3,400

Additional Investment Requirement $0

Total Planned Investment $3,665

Loss at Start-up (Start-up Expenses) ($3,365)

Total Capital $300

Total Capital and Liabilities $2,300

Total Funding $5,665

2.3 Company Locations and Facilities

Products and Services

1. Meetings, Trainings, and Retreats.

2. Conferences and Workshops.

4. Weddings, Receptions, and Showers.

5. Company picnics, banquets, and award ceremonies.

.....and any other event that needs to be planned.

3.1 Competitive Comparison

Market Analysis Summary

4.1 Market Segmentation

1. Private Organizations and Businesses

Year 1 Year 2 Year 3 Year 4 Year 5

Potential Customers Growth CAGR

Age 56 and over 0% 31 31 37 40 44 9.15%

Private Organizations 0% 40 40 102 163 261 59.83%

Public Organizations 0% 62 62 105 137 178 30.17%

4.2 Target Market Segment Strategy

4.3 Service Business Analysis

1. Hotels and Conference Centers

2. Other Event Planners

3. Employees or Persons wishing to do it themselves

Strategy and Implementation Summary

1. Private and Public Organizations

Year 1 Year 2 Year 3

Private $206,170 $276,099 $299,002

Public $113,185 $178,490 $193,000

Total Sales $353,149 $494,670 $554,779

Direct Cost of Sales Year 1 Year 2 Year 3

Private $28,864 $38,654 $41,860

Public $11,319 $17,849 $19,300

Other $1,690 $2,004 $3,139

Subtotal Direct Cost of Sales $41,872 $58,507 $64,299