1 / 99

Team 1 - BUSINESSMEN

Team 1 - BUSINESSMEN. December 6, 2005. RIDE OR DIE SKATE SHOP. Kojo Ajavon Seth MacIntyre Warren Griffin Al Bohner. MISSION STATEMENT. MISSION STATEMENT

brad
Download Presentation

Team 1 - BUSINESSMEN

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Team 1 - BUSINESSMEN December 6, 2005

  2. RIDE OR DIE SKATE SHOP • Kojo Ajavon • Seth MacIntyre • Warren Griffin • Al Bohner

  3. MISSION STATEMENT • MISSION STATEMENT • Ride or Die skate shop is committed to bringing only the highest quality, and the newest products on the market, to the Skateboarding community. Our focus is to assist our costumers in finding the products that are most suited to the individual, and insure a through understanding of Skateboarding products, community and events.

  4. MANAGERS AL WARREN KOJO SETH EXPERIENCE ACCOMPLISHMENTS THE TEAM

  5. BUSINESS CONCEPT • STRATEGY • OUT STOCK • 100% DEVOTED • MASS MARKET • ONLINE COMMUNITY

  6. MARKET SUMMARY • SKATERS • INDUSTRY • COMPETITION

  7. OPPORTUNITIES • CONSUMER PROBLEMS • WHAT CAN WE DO?

  8. COMPETITION • WHO ARE THEY? • What are we going to do about it?

  9. GOALS AND OBJECTIVES • FIVE YEAR GOALS -ONLINE MARKET PLACE -LARGER BUILDING -PARK

  10. FINANCIAL ASSUMPTIONS • OUR FINANCIAL PLAN • PRICING ASSUMPTIONS • EXPECTED SALES AND PROFITS OVER THE NEXT FEW YEARS

  11. FINANCIAL FIGURES

  12. RESOURCE REQUIREMENTS • TECHNOLOGY • PERSONNEL • FINANCIAL DISTRIBUTION AND PROMOTIONAL • EXTERNAL -PRODUCTS/ SERVICES

  13. RISKS & REWARDS • RISKS -ESTABLISHED CUSTOMER BASE • WHAT WILL WE DO? • REWARDS

  14. KEY ISSUES • SHORT TERM • ESTABLISHMENT • LONG TERM • GROWTH • MAINTENANCE • FUNDING

  15. CLOSING • WHY WILL IT WORK? • YOU WILL NEVER FORGET

  16. THANK YOU • QUESTIONS? • COMMENTS? • CONCERNS?

  17. Team 2: Dog Gone It December 6, 2005

  18. Secret Garden & Atrium Molly Fraser Rhonda Purdy Erica Taylor Rachel Webster

  19. Mission Statement • Secret Garden & Atrium Restaurant is a great place to relax and dine, combining an intriguing atmosphere with excellent, organically grown food right here in our own atrium. You can hand pick your own fresh ingredients. All our dishes are grown or raised without chemical additives or hormones. We strive for excellence and a flare above the average dining experience.

  20. The Team • Mrs. Webster will be in charge of the back end of the facility, ordering supplies and dealing with supplier relations. • Miss Purdy will oversee the wait staff coordinating customer service. • Ms. Fraser will be our finance manager, responsible for office and administrative duties. • Ms. Taylor will be our groundskeeper caring for the atrium. • Total average years experience 18

  21. Business Concept • Provide healthy organically grown food • Pleasant dinning atmosphere • Providing excellent service for all customers

  22. Market Summary • Market: past, present, & future: • In recent years there has been an average growth of 20% • Organic product sales have risen $2.8 Billion • We project that this trend will continue.

  23. Opportunities • Problems we face: • Weather related shortages • High Startup cost • Opportunities • Fresh face in the marketplace • Choice location

  24. Competition • Local dinning establishments • Full service • These restaurants appeal to similar demographics • Competitive advantage • Product identity, quality and novelty • High employee motivation and customer service • Innovative and aggressive advertising and market appeal

  25. Goals & Objectives • We aim to accomplish: • Provide an environment for our customers to eat healthier • Economically conscience • To be environmentally friendly and responsible • Produce 10% of vegetable product on site within three years • 20% gross profit at the end of the first fiscal year • Provide a fair profit of our share holders • Customer satisfaction rating in the 95th percentile

  26. Financial Assumptions • Assumptions on Statement of Cash Flow • Not all bills will be paid up front – use of credit • Total cash available • Owners • Bank loans • Angle investors • All Fixed and Variable costs are all estimated according to research and prior knowledge of management experience.

  27. Assumptions on Twelve-month Profit and Loss Projection • Revenue (Sales) – Sales Forecast, best guess • Inventory – estimated by management and research in other restaurants and businesses. • Expenses – approximated through research into Bill Grays and Mobil expenses and general knowledge of costs.

  28. Assumptions on Opening Day Balance Sheet • Cash in bank is estimated after startup expenses have been paid. • Assets are general numbers and rough estimates of costs. • Current Liabilities – Notes Payable, see terms of loan.

  29. Key Financial Figures

  30. Resource Requirements • Leading culinary equipment • Items needed to prepare our product to the highest of standards • Requirements for Personnel • Must arrive in a timely manner for scheduled shift. • Must follow provided dress code. • One pair of earrings (no tongue rings, brow rings, or pierced lips, any tattoos must be covered, long hair worn tied back). • Employees must know our mission statement and be proud to serve the food they produce. • Farming (gardening) background highly recommended.

  31. Resource requirements • Ability to acquire needed funds for startup costs. • External requirements • Accounts with Organic farmers • purchase of product • Advertisement • fliers • Coupons • radio and TV ads

  32. Risks & Rewards • Risks • Lack of profit • Slow response to advertisement • Low customer satisfaction • Addressing risk • Make the dinning experience affordable and appealing • Research target demographics • Survey customer base • Apply new knowledge and improve on problem areas • Rewards • We estimate debt reversal in 9 years of profitable business

  33. Key Issues • Near term • Monitor spending to control debt • Quality control • Long term • Pay off existing debt/loans • Failure for the company to succeed • We are seeking small business loans in order to cover parts of stated startup costs.

  34. Thank you • Any Questions from audience? • We have the determination needed to make our idea succeed. • Remember “Go Organic” it is always better.

  35. Team 3 - STAN December 6, 2005

  36. Seasons CaféTeam Stan Sandra Rios Travis Schultz Andy Brolsma Nelson Perez

  37. MISSION STATEMENT • Provide Rochesterians with an alternative to their daily routine — to create an environment where they can sit back, relax, and enjoy delicacies from around the world — in a venue that promotes artistic expression, cultural exchange, and the revitalization of downtown Rochester.

  38. The Team • Sandra – Marketing and Advertising • Travis – Logistics and Human Resources • Andy – Organization and Legal • Nelson – Products and Services

  39. Business Concept • Provide unique, premium quality products at an affordable price. • Provide free live entertainment. • Provide our customers with an experience that cannot be found anywhere else in Rochester.

  40. Market Summary • Key demographics — young adults, college students, young professionals from the city and surrounding suburbs. • Location — East End of downtown Rochester. Within 15 minute drive of the entire city, and the surrounding suburbs. • Population — more than 1.2 million people in greater Rochester.

  41. Opportunities • Problems – the area lacks a venue that can offer the products and entertainment we will market. • Unique, affordable delicacies. • Alcohol-free environment. • Free late night entertainment. • Opportunities – attract people from: • Several local colleges • City of Rochester • Local suburbs

  42. Competition • Competition — other cafés and musical venues in the downtown area. • Chief competitors — Java’s on Gibbs Street, and The Spot on East Main Street. • Our advantage — free entertainment and affordable products not found elsewhere.

  43. Goals & Objectives • One year goals: • Breakeven financially. • Establish café’s presence and reputation. • Increase number of products offered. • Three year goals: • Attain net profit of over $100,000 • Purchase new equipment. • Increase efficiency.

  44. Financial Assumptions One • If we can average sales of 18 drinks per hour, at an average price of $2.50, we should be able to sell $245,000 worth of beverages in our first year. • Add bakery revenue • Subtract Cost of Goods sold • Subtract Expenses • Results in a Net Profit of about $3,500 for Year 1 — signifying that we meet our goal of breaking even!

  45. Financial Assumptions Two • Using the assumptions from Year 1: • KEY:If we can increase the average sales of drinks per hour, and maintain our average price of $2.50, we will be able to increase our gross revenue. • By increasing sales: • Cost of goods sold and expenses will also increase. • But, so will Net Profit!

  46. Key Financial Figures

  47. Resource Requirements • Long-term: Brewing equipment, refrigeration, tables, chairs, etc. • Short-term: Inventory, supplies, etc. • Personnel requirements: General manager, and staff of twenty.

  48. Risks & Rewards • Risks • The partnership could lose their entire investment. • Managing risks • Internal auditing, detailed forecasting and an emphasis on efficiency. • Rewards • Once established, our café has the potential to expand within the market, and possibly franchise outward.

  49. Key Issues • Near term — opening the café • Staffing and Personnel • Inventory management • Establishing operations • Long term — attaining profitability • Accurate sales forecasting • Inventory control and internal auditing • Long term financial decisions • Cafe’s overall direction

  50. Closing • If we commit ourselves to offering our customers a unique, affordable experience – we will be a success. • So stop by the Seasons Café – where the climate is always changing! • Questions from the audience.

More Related