1. Try a flavored brain freeze

3. Who would you visit in Antarctica?

5.  We sell frozen treats such as shaved ice and ice cream from our Mobile Concession Center.

6. Everybody Loves Shaved Ice!

7. The Mobile Command Center

8. Why We Are Here To provide a tastier frozen alternative to sticking your tongue on a pole. We will be just as low in fat yet less painful than the picture shown.

9. Why We’ll Succeed Compared to other food service products, Aunt Arctica’s will be a relatively simple business to operate. Shaved ice has a low food cost and is easy to prepare, which keeps speed-of-service at optimum levels to keep up with high-traffic volumes. Aunt Arctica’s will be easy to maintain and clean. Shaved ice is a product that has yielded a considerable profit in terms of cost to produce at $0.16 (small). Shaved ice is an ideal product for the health-conscious consumer.

10. The Business Entity We will be an Limited Liability Corporation (LLC). This structure combines the pass-through taxation of a sole proprietorship, or general partnership, with the limited liability of a corporation.

11. Advantages of an LLC  LLCs provide personal liability protection for members.  There is no need to meet the requirements and formalities of a corporation to maintain the business status.  Members can draw up their own contract, allowing for flexibility in management and responsibilities.  Greater flexibility than with a corporation in allocating income to members. For example, an LLC can have various classes of interest, while an S Corporation can issue only one type of stock.

12. The Ownership Aunt Arctica’s consists of three student entrepreneurs. Carter Connolly, Jennifer Higbee, and Ben Heineman. These three are presently working towards degrees in Business Management, Marketing, and Accounting. All have a strong desire to have fun, keep cool, and help provide for their families while going to school. A special event business will help work around their schooling.

13. Management Structure

14. No Yellow Snow Sold Here!

15. Twenty different tropical flavored syrups will be sold Wild Watermelon, Pina Colada, Pink Lemonade, Grape, Cherry, Root Beer, Kiwi, Strawberry, Blue Bubble Gum, Orange Mango, Raspberry Red, Luscious Lime, and Bodacious Banana, Black Cherry, Cinnamon, Blueberry, Peach, Red Apple, Tutti Frutti, Coconut, Cola, Green Apple, Tangerine, and Vanilla. Other products will include Coke or Pepsi products, and ice cream in three flavors (strawberry, chocolate, and vanilla).

16. Advertisement Flier distribution to consumers' homes and businesses bundled with event promotions. Newspaper advertisements with coupons will be purchased to promote date night, family night, and happy hour specials. Aunt Arctica’s will provide “buy 5, get the 6 th free” punch cards along with Gift Certificates. Promoting the business through a dancing penguin mascot named “Aunt Arctica” outside of event locations to hug and take pictures with tourists and locals.

17. Coupons Aunt Arctica’s | discount coupon Receive 50% OFF A SECOND MENU ITEM when you buy one menu item at full price Redeemable at any participating location Expires December 31, 2008

18. Event Promotions

19. Do The Penguin! The Penguin

20. Start Up Summary Start-up costs will be approximately $52,010, which will include mobile facility purchase, including equipment, starting inventory, mandatory city permits, and other expenses associated with opening this business. The start-up costs will be financed through a loan.

21. Cash Requirements $10,000

22. We want to finance growth mainly through cash flow meaning we will have to grow slowly. The most important indicator is that minimal inventory will have to be stored for these products.

23. The operation will require sales of approximately $2,900 to break even during the first year of operation.

24. Consumer sales will start in January 2009 with its grand opening anticipated by then. As indicated, primary sales will occur during the peak warm weather months.

25. Growth Plan Part 1 CHILD LABOR

26. Foreclosure Advertisement

28. Over 40,000 Opportunities

29. What to do in the slow times?

30. Years 2 to 5: Time to Grow Set up small, mostly seasonal, fixed locations in strategic locations around the valley We would have the ability to add additional treats and drinks or break into a full-fledged food trailer at events. Standardize marketing to differ our company from our competitors and establish our very unique brand identity to set up future growth.

31. New Building

32. Uncle Arctica!

33. Years 5 to 10: Growing to the Next Level Consider incremental expansion in the form of extensions of existing products and services. Change locations to follow markets, customers and suppliers, but the biggest reason for relocation is the simple requirement for more room. These middle years are a good time to turn the focus away from merely increasing sales and start spending more time and energy reducing costs.

34. Opportunity Knocks for Expansion and Franchising Divide our required growth in valuation by an assumed multiple of earnings (based on the selling price of "comparable" businesses) to learn the earnings our business will need to generate. We will then look at estimated unit level performance, back out an estimated royalty, and divide royalties per unit into that revenue level to achieve a rough approximation of the number of franchises that'll need to be operating to achieve our goals.

35. How to Escape

36. Exit Strategy Moving on may become preferable to owning if: We're ready to retire and have no heir to continue the company. Partners who own the business decide to dissolve the partnership. One of the owners dies or becomes disabled. One of the owners get divorced and needs cash for a settlement. One of the owners want to do something more challenging, more fun or less stressful. We don't have enough working capital to keep going. The company needs new skills, a new approach or resources we can't provide.

37. Selling to a Friendly Buyer Pros We know them. They know us. There's less due diligence required. Our buyer will most likely preserve what's important to us about the business. If management buys the business from us, they will have a commitment to making it work. Selling to family makes good on that regrettable offhand promise made 30 years ago, "Someday, son/daughter, all this will be yours." Cons We may get so attached to being bought by someone nice that we’ll leave too much money on the table. If we sell to a friend, they'll be peeved when they discover they just bought the liability for that decade's worth of taxes we “forgot” to pay. Selling to family can tear the company apart with jealousies and promotions that put emotion way ahead of business needs.

38. The Liquidation Pros It's easy and it's natural. Everything comes to an end. There are no negotiations involved. There's no worrying about transfer of control. Cons Reality check; it's a waste! At most, we will get the market value of our company's assets. Things like client lists, our reputation, and our business relationships may be very valuable, and liquidation will just destroy them without an opportunity to recover any value. Our shareholders (assuming we have any) may be less than thrilled at how much we are leaving on the table.

39. The Acquisition Pros If you have strategic value to an acquirer, they may pay far more than you're worth to anyone else. If you get multiple acquirers involved in a bidding war, you can ratchet your price to the stratosphere. Cons If you organize your company around a specific be-acquired target, that may prevent you from becoming attractive to other acquirers. Acquisitions are messy and often difficult when cultures and systems clash in the merged company. Acquisitions can come with non-compete agreements and other strings that can make you rich, but make your life unpleasant for a time.

40. FIN Mascot bloopers