RIDE OR DIE SKATE SHOP Kojo AjavonKojo Ajavon Seth MacIntyreSeth MacIntyre Warren GriffinWarren Griffin Al BohnerAl Bohner
MISSION STATEMENT MISSION STATEMENTMISSION 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.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.
THE TEAM MANAGERSMANAGERS –AL –WARREN –KOJO –SETH EXPERIENCE ACCOMPLISHMENTS
BUSINESS CONCEPT STRATEGYSTRATEGY –OUT STOCK –100% DEVOTED –MASS MARKET –ONLINE COMMUNITY
OPPORTUNITIES CONSUMER PROBLEMSCONSUMER PROBLEMS WHAT CAN WE DO?WHAT CAN WE DO?
COMPETITION WHO ARE THEY?WHO ARE THEY? What are we going to do about it?What are we going to do about it?
GOALS AND OBJECTIVES FIVE YEAR GOALSFIVE YEAR GOALS -ONLINE MARKET PLACE -LARGER BUILDING -PARK
FINANCIAL ASSUMPTIONS OUR FINANCIAL PLANOUR FINANCIAL PLAN PRICING ASSUMPTIONSPRICING ASSUMPTIONS EXPECTED SALES AND PROFITS OVER THE NEXT FEW YEARSEXPECTED SALES AND PROFITS OVER THE NEXT FEW YEARS
FINANCIAL FIGURES Thousand $ YEAR 1 YEAR 2 YEAR 3 SALES$40,591$81,182$121,773 PROFIT/LOSS BREAK EVEN 40,00080,000
RESOURCE REQUIREMENTS TECHNOLOGYTECHNOLOGY PERSONNELPERSONNEL FINANCIAL DISTRIBUTION AND PROMOTIONALFINANCIAL DISTRIBUTION AND PROMOTIONAL EXTERNALEXTERNAL-PRODUCTS/SERVICES
RISKS & REWARDS RISKSRISKS -ESTABLISHED CUSTOMER BASE WHAT WILL WE DO?WHAT WILL WE DO? REWARDSREWARDS
KEY ISSUES SHORT TERMSHORT TERM –ESTABLISHMENT LONG TERMLONG TERM –GROWTH –MAINTENANCE FUNDINGFUNDING
CLOSING WHY WILL IT WORK?WHY WILL IT WORK? YOU WILL NEVER FORGETYOU WILL NEVER FORGET
THANK YOU QUESTIONS?QUESTIONS? COMMENTS?COMMENTS? CONCERNS?CONCERNS?
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.
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
Business Concept Provide healthy organically grown food Pleasant dinning atmosphere Providing excellent service for all customers
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.
Opportunities Problems we face: Weather related shortages High Startup cost Opportunities Fresh face in the marketplace Choice location
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
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 95 th percentile
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.
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.
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.
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.
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
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
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.
Any Questions from audience? We have the determination needed to make our idea succeed. Remember “Go Organic” it is always better. Thank you
Seasons Café Team Stan Sandra Rios Travis Schultz Andy Brolsma Nelson Perez
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.
The Team Sandra – Marketing and Advertising Travis – Logistics and Human Resources Andy – Organization and Legal Nelson – Products and Services
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.
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.
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
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.
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.
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!
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!
Resource Requirements Long-term: Brewing equipment, refrigeration, tables, chairs, etc. Short-term: Inventory, supplies, etc. Personnel requirements: General manager, and staff of twenty.
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.
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
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.
Restaurant Lounge Azar Sarkis Elizabeth Yulan Sarah Campanelli
Mission Statement Our mission is to satisfy and entertain our customers with outstanding Hispanic/Latino cuisine and offer the best service. Providing the finest live music and dancing in the area, while bringing a captivating culture to your dining needs is what we do.
Sarah Campanelli MBA from R.I.T. and will focus on financial issues and oversee day-to- day restaurant operations. Sarah’s previous work history includes restaurant management positions at several successful restaurants in the Rochester area (Woodcliff, Edwards).
Azar Sarkis Azar Sarkis, has a Masters from R.I.T. in Hotel Management and will focus on personnel management and scheduling of weekend entertainment. Azar has worked previously at several large hotels (Hyatt, Strathallen) and the Rochester convention center coordinating major events.
Elizabeth Yulan Elizabeth Yulan, has a cooking degree from the New York City Culinary Institute and will oversee the kitchen. Elizabeth is a noted bakery chef whose experience includes key roles at fine restaurants in New York City.
Business Concept Customer Satisfaction To establish a clientele of regular repeat customers who rate our dining / entertainment experience as “highly satisfied”, as evidenced by small survey cards placed periodically on customers tables and the bar area. Employee Satisfaction To make our restaurant a desirable place to work, with a well trained, knowledgeable, professional and respected work force, measured by low employee turnover and survey cards which rate our employees. Be Successful And Profitable
Market Summary Leadership is a huge role to start with but later down the road we are looking to have the business self-run and to someday expand in many different regions. Our strengths in management, culinary experts, cooking staff as well as wait staff will make us successful.
Opportunities Weaknesses: New unrecognized business, no established customer base Opportunities: New customers, delivery service, expanded menu, expanded hours
Competition TAPAS 177 – location St. Paul Street in Rochester NY Menu Prices - $7 to $25 Drinks - $5-$155 Events - wine tasting, free salsa lessons every Thursday, live entertainment every Friday, 2 Vine – Location Winthrop Street Rochester, New York Menu - $20 - $100 Drinks - $22 to $180 Pane Vino - 175 North Water Street Rochester, NY Menu - $7 to $25 Drinks - $5 to $50 Our Advantage is TYPE HERE
Goals & Objectives Five-year goals To earn $100,000 of net income (after tax) in year two of operation. To grow net income by 20% in subsequent years. To establish a clientele of regular repeat customers who rate our dining / entertainment experience as “highly satisfied”, as evidenced by small survey cards placed periodically on customers tables and the bar area. To make our restaurant a desirable place to work, with a well trained, knowledgeable, professional and respected work force, measured by low employee turnover and survey cards which rate our employees.
Financial Assumptions - We assume a strong community, without major recession - We assume there are no unforeseen changes in consumers’ tastes or interests to make our concept less competitive.
Annual Fixed Costs Management Salaries Management payroll taxes and benefits Group insurance Controllable expenses Other expenses Depreciation
Cost of Goods Sold By taking actual Profit and Loss statements from various restaurant concepts and then using our pricing structure and expected guest count determined cost of Goods Sold.
Sales forecast During the first year of operation we plan to have approximately 50 to 75 people for lunch daily. The average flow of people for dinner during the first year is expected to be about 100 people during the weekdays and averaging around 200 people per night on the weekend (Friday and Saturday nights). The average per person total cost for lunch is about $10 and average per person cost for diner is $20.
Key Financial Figures Total Income Year One$689,000 Year Two$1,378,000 Year Three$2,067,000
Personnel Requirements Needed Employees:Quantity Manager 1 Assistant Manager 1 Hostess/Host 4 Waitress/Waiter/Busboys16 Bartenders 4 Head Chef 1 Line Cooks/Dishwashers12 Total Personnel39 Note: All employees will be paid via a professional payroll service. (Paychex) Professional services will be furnished by an attorney, accountant, insurance agent and banker. We will also engage other consultants as needed.
Advertising The business will be advertised primarily through radio, newspapers, flyers tailored mail to local businesses, and through word of mouth. Starting one week prior to opening, a month long series of advertisements through classical and contemporary radio will be scheduled. The restaurant will receive further publicity through posters at dance studios such as Arthur Murray and Fred Estaire
External Inventory will be purchased from restaurant suppliers to minimize costs. Ordering of inventory will be done on a weekly basis and a physical inventory will be completed monthly.
Risks & Rewards New and existing competitors, economic decline in the Rochester area, increase in interest rates, new government regulations New unrecognized business, no established customer base Different niche, live music/dancing/shows on weekends, a quality upscale environment and products compared to our competitors, dedicated and passionate management team, great location
Key Issues We are seeking special zoning permits and licensing. Each partner will contribute $25,000 to the business from their personal assets and a business loan will be obtained from a bank, the Small Business Administration, or another lender in the amount of $75,000. A bank line of credit will also be secured for $50,000.
Questions? Rochester is a city that is always looking for new things. It is a great community and we believe we offering a desirable contribution to the area. Always remember its Mexi “CAN” not Mexi “CAN’T”
The Crossroads Restaurant and Billiards Brenda Tooley, John Henderson, Christina Fichter Team 5 – Newbies December 6, 2005
The Crossroads Restaurant and Billiards Brenda Tooley, John Henderson, Christina Fichter The Crossroads Restaurant and Billiards Brenda Tooley, John Henderson, Christina Fichter
Mission Statement The Crossroads, a restaurant and billiards located in the heart of Rochester, bringing you foods from many cultures from around the world. Tourist and local residents will be our target customers. We bring together traditional Rochester entertainment and mix it up with a diverse menu which will be appealing to tourist and our local residents. Customer satisfaction is our top priority, whether it is our price or our quality of food and entertainment, we are determined to bring value and a welcoming atmosphere to our customers. The well being of our employees is very important to us. Without them none of this would be possible and therefore there are treated as family.
The Team Brenda Tooley (Partner) 6 years in retail management, accounting, and sales. 2 years in supply chain management, 1 year in marketing. 1 year in clerical human resources. Awarded number one overall sales 2003, helped company receive Contractor of the Year Award from SBA 2005 Christina Fichter (Partner) 5 years in accounting, payroll, HR (employee training), and sales, Employee of the Year for Human Resources 2004 John Henderson (Partner) 6 years in supply chain management, 5 years in maintenance, Awarded management of the year award 2004
CEO John Christina Brenda Shift Manager Full Time Server Part Time Server Part Time Server Full Time Server Part Time Sever Part time Bus Boy Full time Chef Shift Manager Full Time Server Part Time Server Part Time Server Part time bus boy Full Time Chef Shift Manager Full Time Server Part Time Bartender Part Time Bus Boy Full Time Server Part Time Bartender Part time Bus boy Part time Bus Boy
Business Concept Well being of our customers Take pride in our product and are confident that our services are at a highly respectable and appealing level to our customer. Well being of employees and vendors
Market Summary Increase in competition Decrease in competition
Opportunities Low service quality- Possible termination Training sessions Opportunities- New employee Better customer relations
Competition Our competition will be any restaurant or form of entertainment whose target market is the same as ours in the Rochester area. Diverse Food Large Facility Party Room Catering Our staff are all required to go through an extensive training with key concentration on customer satisfaction.
Goals and Objectives In the upcoming years we would like to see ourselves branch out to other areas in Monroe county. Become the top restaurant and place of entertainment in the Rochester area. first year is to obtain 5% market share of the areas customers for food services and entertainment. In the years to come we would like to see ourselves with a second location and 10 % percent of customers for that given area.
Overview Year one total sales $878,240 Year two total sales $1,310,010 Year three (second location) $ 2,522,620
Profit VS LossYear One Revenue= $878,240 Cost of Sales= $ 69,600 Expenses= $ 189,080 Net Profit= $619,560
Revenue VS Loss Year Two Revenue= $1,311,010 Cost of Sales= $85,500 Expenses= $200,000 Net Profit= $1,026,010
Revenue VS Loss Year Three Revenue= $2,522,620 Cost of Sales= $140,000 Expenses= $378,160 Net Profit= $2,004,460
Resource Requirements Technological- Three computers for accounting, and recording data for partners Credit card machine for customer purchases Personal- 22 employees 2 Full-time Chefs 3 Full-time Shift Managers 5 Full-time Servers 5 Part-time Servers 5 Part-time Bus Boys 2 Part-time Bartenders
External- Food Suppliers Upstate NY Group/M & K Gourmet 1099 Jay St Rochester, NY 14611Phone: (585) 436-0120 Juice Factory the 961 Lyell Ave Rochester, NY 14606-1956Phone: (585) 254-0830 Nichols Distributing Co Inc 1149 Clifford Ave Rochester, NY Phone: (585) 467-0614 Olindo Food Service 1510 Lyell Ave Rochester, NY Phone: (585) 647-1985
External-Alcohol Supplier Colony Liquid & Wine Distributors Llc 1099 Jay St Rochester, NY 14611-1153 Phone: (585) 235-4880 Service Liquors 2144 Brighten Hnrtta Twn Rochester, NY 14623-2700 Phone: (585) 424-2380
Promotional Custom Services 100 Hayden Avenue Lexington, MA 02421
The Crossroads. Restaurant and Billiards Invites you to our GRAND OPENING! Bring this post card with you and receive an hour free on our billiards tables Or $10 off a dinner purchase of $30 dollars or more. Come check us out 49 Park Avenue Rochester, NY 14607 585-222-9964
Financial ESL Federal Credit Union $250,000 loan Citi Bank $75,000 loan
Risks and Rewards $325,000 Loans that need to be paid back In projected forecast, in the first year of business we should profit a minimum of $619,560 and even if profit is slightly lower than that, we are confident that we will be able to pay back loans within the first year. Estimated pay-off after loans are paid will be $294,560
Key Issues Near term- Getting building ready for open date renovation/ maintenance Get out direct mail postcards to promote company Training of employees Stock inventory
Long Term Manage company losses Regulate inventory Accounts receivable/ payable Monitor profit, make changes (promotion)