Thursday, 8 January 2015

Part 4

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Part 5

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Part 6

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Part 7

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Daily Motion 2

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Business plane for gift basket

Executive Summary

IntroductionBasket of Goodies (BOG) is a premier gift basket retailer. BOG is concentrating on making gourmet gift baskets out of a wide range of high-quality ingredients. In addition to having several flagship baskets, BOG will also offer the option of a custom basket allowing the customer to choose the ingredients themselves. BOG will be selling to individuals as well as corporations. Initially the bulk of BOG's business will be generated by individuals from word-of-mouth referrals, but as time passes, corporations will become a growing percentage of sales.
Once up and running with some momentum, BOG will be steadily producing profits. It is projected that BOG will be making a profit by December. By the end of year three, it is projected that BOG will be generating a net profit of approximately $21,000.
The CompanyThe Basket of Goodies' mission is to create the finest gift baskets available. BOG, soon to be located in Salem, OR, will be hand assembling our products out of premier ingredients, local when possible. The business will be based out of Susan Presento's home. Although this will be a home-based business, toward the end of year one Susan will have an employee.
Susan Presento, founder and owner, managed a flower shop in Salem for three years and this has given her insight to the gift giving practices of Oregonians. The primary gift baskets that will be offered are: smoked fish basket, fruit basket, pasta dinner basket, and picnic basket that has caviar, crackers, fruit, and smoked fish. BOG also offers a custom basket which allows customers to pick items from a list and BOG will assemble the basket with its custom ingredients.
The Market
The purchasing of gift baskets is very "seasonal." More than half of the gift basket purchasing occurs during a wide variety of holidays.
BOG's competitive advantage will be based on two factors, low overhead which allows reasonable prices, and an unrelenting desire for the highest quality product and service.
  1. Low overhead.
  2. Highest quality product and service.
BOG's sales strategy will be targeted at obtaining both the individual and corporate clients through word-of-mouth referrals. Customers will be able to place an order at the office, over the phone or via the website.
Financials BOG's start-up costs will include all the equipment needed for the home-based office, legal fees, website creation, and start-up advertising. The home office equipment will be the largest chunk of the start-up expenses. This equipment includes a computer system, fax machine, office supplies, cellular phone, and pager. Additionally, there will be the installation of a broadband connection, and furniture for the home office. Total start-up expenses are expected to be $28,000, all of which will be provided through Susan Presento's own equity.
The Break-even Analysis indicates BOG will need to sell approximately $4,900 per month to break even. BOG expects to earn approximately $14,000 in year two and $21,000 in year three.


1.1 Mission

The Basket of Goodies' mission is to create the finest gift baskets available. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our products and services will exceed the expectations of our customers.

1.2 Objectives

The objectives for the first three years of operation include:
  1. To create a home-based company whose primary goal is to exceed customer's expectations.
  2. To increase the number of clients served by at least 20% per year through superior performance and word-of-mouth referrals.
  3. To develop a sustainable home business, surviving off its own cash flow.


Company Summary

BOG, soon to be located in Salem, OR will offer a wide range of gourmet gift baskets, production as well as custom units. BOG will be hand assembling the baskets out of premier ingredients, local when possible. The business will be based out of Susan Presento's home. Although this will be a home-based business, toward the end of year one Susan will have an employee. If the business goes per the forecasted plan, the business will achieve profits by the end of year one.

2.1 Company Ownership

The Basket of Goodies will be a sole proprietorship, owned by Susan Presento.

2.2 Start-up Summary

BOG's start-up costs will include all the equipment needed for the home-based office, legal fees, website creation, and start-up advertising. The home office equipment will be the largest chunk of the start-up expenses. This equipment includes a computer system, fax machine, office supplies, cellular phone, and pager. The computer should have a 500 megahertz Celeron/Pentium processor, 64 megabytes of RAM (preferably 128), 6 gigabyte hard drive, and a rewritable CD-ROM for backing up the system. Additionally, there will be the expense installation of a broadband connection. While a broadband connection is not totally necessary, it only costs between $40-50 per month for service and will make working on the Internet significantly faster and easier.
The home office will also require a few pieces of furniture such as a desk, chair, and bookshelf to transform a standard room into an office.  Lastly, an additional land phone line will be required. The legal fees are used for the formation of the business as well as for reviewing/generating standard client contracts. The Web creation fees at start-up costs are for design and creation of the website. The start-up advertising will be the production of brochures.


Products

BOG sells gourmet, hand-assembled gift baskets. Their premier baskets are: smoked fish basket, fruit basket, pasta dinner basket, and picnic basket that has caviar, crackers, fruit, and smoked fish. BOG also offers a custom basket which allow customers to pick items from a list and BOG will assemble the basket with their custom ingredients.
For the customer baskets, BOG will provide a list of options grouped into four different categories. The customer then chooses two items from each of the four categories and the gift basket is made for them. BOG highlights four previously mentioned premier baskets. In addition to these, BOG will typically have one or two specials, often seasonally based.

Market Analysis Summary

BOG will be going after two distinct market segments, individuals and corporations. Both groups buy gift baskets as a goodwill gesture, typically for different reasons. Individuals typically buy the baskets as a present with over half of sales occur during holidays. Corporations buy the baskets as presents as well, but usually for events unrelated to the holidays. By going after both of these groups, sales will be less seasonal (relative to if only the individuals were targeted).
There are many different "gift basket" retailers in Salem. BOG will differentiate themselves through the use of premium ingredients in their baskets. The gourmet baskets, coupled with a custom option and reasonable prices (attributed to low overhead) will spell success for BOG.

4.1 Market Segmentation

BOG's has two distinct groups of customers, individuals and corporate customers:
  1. Individuals- The individuals are people who are looking to give a friend, relative, colleague, etc., a gift basket as a gesture of goodwill.  These customers typically do not have a specific type of gift basket in mind when they look at BOG's product offerings, they just want to give a gift.
  2. Corporate- The corporate customer is typically buying the basket for a colleague at work, either as a sign of appreciation, for a special event, or as a thank you for a customer. The corporate market can be further broken down to banks, health care, employment gifts, real estate, apartments, special events/promotions, corporate headquarters, hotels/vacation resorts, and automobile dealerships.



4.2 Target Market Segment Strategy

BOG is focusing on individuals and corporate customers because they are the largest segments of purchasers for gift baskets. Individuals are the target purchaser of gift baskets. They purchase baskets typically as a thank you in response for something the recipient did or just to be nice. The gift basket is unmistakingly a gift so upon receipt there is no ambiguity why it was sent or at least what it is trying to accomplish. Within the individual category, women are 69% more likely to be the purchaser of a gift basket compared to men. This is not to say that women more often purchase gifts, it just indicates women are more likely to buy gift baskets.
BOG is focusing on the corporate customers as they currently represent approximately a third of the purchasers of gift baskets. The corporate customer could be buying the basket for someone within their company, or they could be buying it for a customer, vendor, etc. The trend for the corporation to purchase gifts is not a new phenomenon and therefore would appear to be a solid market segment to pursue.

4.3 Industry Analysis

There are many different forms of competition in the gift basket business:
  1. Similar gift basket type retail stores: There are several of these stores located in Salem. These competitors offer a wide range of gift baskets, however none of them are concentrating on the higher end, gourmet product line.
  2. Nut/fruit companies: There are several stores that concentrate on nuts and or fruit baskets.
  3. Bath product gift basket companies: There is currently one gift basket company that concentrates on bath products. Bath products have a slightly smaller population of people who appreciate these products (as women predominately appreciate bath products more then men do).
  4. Regional gift basket: There is one retailer that sells gift baskets composed of local products. These type of baskets tend to appeal to people that are buying gifts for people that are not from this area.
  5. Candy gift baskets: There are several candy stores that offer, as one on their products, a candy gift basket. Similar to the bath products basket, candy typically appeals to women a bit more so then men.
  6. Florists: Flowers are a similar product that competes with gift baskets. Once again flowers tend to appeal to women more so then men.
The purchasing of gift baskets is very "seasonal." More than half of the gift basket purchasing occurs during a wide variety of holidays.

Strategy and Implementation Summary

BOG's marketing and sales strategy will be based on two different types of media, brochures and a website. Through these two tools, customers will become familiar with BOG's products. BOG will also heavily rely on word-of-mouth referrals for business. BOG does not anticipate any difficulties in developing these referrals as BOG's mission is customer oriented. Everything they do revolves around developing a happy customer.

5.1 Competitive Edge

BOG's competitive advantage will be based on two factors, low overhead which allows reasonable prices, and an unrelenting desire for the highest quality product and service.
  1. BOG's overhead is particularly low because it is a home-based business. Most of the competition is based in retail shopping areas. While they receive more walk-by traffic and therefore higher sales numbers, their rent is a large monthly expense. BOG avoids this large expense by having the business run out of Susan's home. Additionally, Susan will be using a modified version of just-in-time (JIT) inventory and assembling. Susan's husband passes by the 90% of Susan's vendors on his way home from work and is able to pick up needed inventory. This significantly lowers shipping and carrying costs for inventory. BOG will have some of the standard baskets in stock for walk-by orders, but will try not to have large amount in overhead.
  2. Unrelenting desire for the highest quality product and service. This market space is already crowded, a mediocre gift basket service will not succeed, so there must be some sort of differentiation. Susan only uses the finest quality ingredients and can afford to because of her low overhead. Additionally, she always follows the maxim that the customer must be 100% satisfied. That means she is willing to lose money in the short run if necessary to please a customer, confident that in the long run that this is a wise business decision.

5.2 Sales Strategy

BOG's sales strategy will be targeted at obtaining both the individual and corporate clients. It is our belief that the individual customers will be primarily obtained through word-of-mouth referrals. It is likely that they will have spoken to a previous client about BOG and the referral of our services will speak for itself. Our sales strategy will be to use an emphasis on our value and high quality when trying to close the sale of the prospect. The prospective client can get a similar product from a number of different vendors. BOG will attempt to close the sale by showing the high quality of the basket by highlighting some of the individual ingredients. BOG's expectation is that once they are impressed with the quality of the basket, they will then be surprised that it is priced the same as competing products. The combination of the perception of higher quality and the recognition of value should turn a lead into a customer.
Additionally, we provide several ways to procure the baskets. One way is for the customer to come by the office and place the order. The customer can also place the order through a phone call. Either they have ordered before, or are looking at a brochure and know what they want, or they can visit our website for a complete catalog of our products. To receive the product, they can pick up the product, or they may have it shipped via UPS. BOG believes that by providing the customer a wide range of options, they will feel that they are special as we will do a wide range of services to accommodate them. Our sales strategy for individuals and particularly corporations will be based on our Web presence in conjunction with our printed catalog. Both media will have detailed information about our service offerings.
Through our marketing efforts we will be driving people to our website and/or catalog. Once on our website, people will see the wide range of product offerings we have and then can contact us. The website will be especially useful for someone out of town who is need of a gift for someone. BOG expects the corporate customers to utilize the website as a catalog, as well as an order taker, because it takes less time for them to order on the Web then it does from them to do in person.

5.2.1 Sales Forecast

The first month will be spent setting up the business. It is unlikely that there will be much sales activity. In addition to dealing with legal and accounting issues, equipment will need to be purchased, an office created, and an assembly/inventory room set up in the basement. Susan will be developing a system for assembly within the first month as a way to streamline the entire process, as well as working on having the website designed and set up. This will require a bit of time spent with her Web designer to perfect the look and feel of the site as well as to set up the option of taking orders online.
Month two or three will begin to see some sales activity. BOG recognizes that it will take a bit of time to really ramp up the sales. Susan will be doing a lot of networking in an attempt to spread awareness about BOG's products and services. Susan will also be doing some direct mailing to some local corporations in an attempt to drive in some corporate business. Susan has a friend who works at a large company and she will serve as a consultant for ways of increasing corporate purchases. Because Susan's husband will be helping out with picking up some of the materials, Susan will not need an employee until near the end of year one.

5.3 Milestones

BOG will have several milestones early on:
  1. Business plan completion. This will be done as a road map for the company.  While BOG does not need a business plan to raise capital, it will be an indispensable tool for the ongoing performance and improvement of the company.
  2. Set up office.
  3. Production of brochure and website.
  4. BOG's 100th basket.
  5. BOG's first profitable month.

Management Summary

BOG will be formed as a sole proprietorship, owned and operated by Susan Presento. There is no compelling need to incorporate. The advantage of incorporation would be limited liability, yet the disadvantage would be the set-up costs and maintenance (tax disadvantages). A comprehensive insurance policy should cover any liability that BOG is exposed to.
Susan Presento, founder and owner, has a degree in communications from the University of Portland. During her undergraduate years, Susan worked at Nothstroms, perfecting her customer-centric perspective. After graduation, Susan managed a flower shop in Salem. It was during these three years that Susan gained her insight to the gift giving practices of Oregonians. Susan also gained valuable management experience in her work at the florist. Susan will be relying on Robert Presento, her husband to help out in the pick up of the ingredients of her products. In addition to Robert's help, Susan will be using Jennifer Simon who works in the purchasing department of a large corporation. Jennifer will act as a consultant regarding the purchasing habits of corporations, a niche of the industry that Susan would like to be a part of.

6.1 Personnel Plan

The staff of BOG will consist of Susan working full time. Susan's husband Robert will help with inventory procurement but will not be listed on the payroll. Robert will be picking up inventory on his way home from work occasionally and will not be billing BOG for his work. Jennifer Simon will be a consultant for BOG for insight into the corporate market. By month eight Susan will bring on board a part-time employee. This employee will be used for the assembly of the baskets.

Financial Plan

The following sections will outline the important financial data

7.2 Break-even Analysis

The Break-even Analysis indicates BOG will need to sell approximately $4,900 in baskets per month to break even.


7.4 Projected Cash Flow

The following chart and table will indicate projected cash flow.


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Business plan for the import and export of flowers

Executive Summary

Fantastic Florals, Inc. (FFI) imports exclusively handmade flowers by artisans from Indonesia. The firm's main office is in Anytown, Oregon, and has a customs house broker in Seattle, Washington to deal with related matters.
FFI quality products are unique and exclusive, and its target consumers are women with upper-middle to upper-end incomes. FFI's competitive edge is that the products are 100% handmade, unlike competitor's products. By this fact, the firm hopes to attract people that value the artistry of producing silk flowers. Since FFI products are mostly silk flowers and silk hair accessories, it considers itself to be in the retail gift market, although some consumers purchase the product for themselves.
For the starting year, the company plans to attract manufacturer reps and retailers to distribute the products by attending the Silk trade show in Chicago, Illinois. This trade show is where suppliers of silk flowers and other silk products and buyers meet and arrange deals to sell the product. FFI projected sales are approximately $1.1 million by the end of the first year of operation. Also during this year, FFI plans to open an exclusive gift shop for our product in Anytown at the Third Street Public Market, leasing for five years.
For the following year, the company plans to expand to direct mail catalog sales by being in an established catalog, with a similar target market. FFI projects sales of $1.5 million in Year 2. During the third year, FFI plans to do both selling through suppliers, catalogs, and the exclusive gift store in Anytown, projecting sales to be nearly $2 million.
The FFI family will expand in Year 3 by adding 10 different kinds of flowers and flower arrangements. Maintaining an average gross margin of 25 to 30 percent is very realistic. The projected rate of annual growth in sales is 25 percent.


1.1 Objectives

  1. Achieve Year 1 sales of $1.1 million.
  2. Open gift shop in Anytown at Third Street Public Market with five-year lease.
  3. For Year 2, expand into direct mail catalogs.
  4. Maintain gross margin of 25 percent.
  5. Establish annual growth rate of 25 percent.
  6. Expand product family by adding 10 different kinds of flowers and flower arrangements in Year 3.

1.2 Mission

FFI's mission is to become a recognized importer of artisan quality silk gift items in the United States. The company guarantees 100 percent customer satisfaction and values friendly service.
FFI's purpose is to increase customer appreciation of handmade silk flowers and other silk products and to provide customers with beautiful unique artistic decorations.

1.3 Keys to Success

Keys to success for Fantastic Florals Inc. are:
  1. Product quality.
  2. Customer service.
  3. Access to manufacturers and distribution channels.
  4. Controlling fixed and variable costs during first two years.

Company Summary

Fantastic Florals, Inc. imports silk flowers and other silk accessories products from artisans in Indonesia and distributes the products to customers in the United States. The customers are retail stores and wholesalers who want imported silk flowers and accessories products, targeting women in middle-upper to upper-end income as the end user of the products.

2.1 Company Ownership

Fantastic Florals, Inc. is a privately held Anytown corporation. Suzy Rosemadder, FFI's founder, is the majority owner. Several members of the board of directors also hold minority stock positions.

2.2 Start-up Summary

Start-up costs are approximated at $75,000, which primarily consists of product costs and expenses associated with establishing a marketing program and opening up FFI's first distribution center.


START-UP REQUIREMENTS

Start-up Expenses

Legal$1,000
Insurance$600
Rent$1,300
Other$200
TOTAL START-UP EXPENSES$3,100
Start-up Assets

Cash Required$70,000
Start-up Inventory$0
Other Current Assets$0
Long-term Assets$0
TOTAL ASSETS$70,000
Total Requirements$73,100

2.3 Company Locations and Facilities

FFI's headquarters are located in Anytown at the founder's home, 1234 Main Street, Anytown, OR 97440. It will also have a 600-square foot retail store at the Third Street Public Market, which will serve as both an outlet and test market.

Products

FFI imports silk flowers and other silk accessories. These products provide consumers with a wide variety of product lines and allows for individual customization of orders.

3.1 Product Description

Fantastic Florals, Inc. has a variety of silk flowers and products from which to choose. During the first two years, the product line will include:
  • Tulips and roses.
  • Two kinds of flower arrangements.
  • Silk scarf and silk hair accessories.
  • Seasonal bouquets.

3.2 Competitive Comparison

Fantastic Florals, Inc. products contain these features that distinguish them from those produced by competitors:
  • FFI products are 100 percent handmade by Indonesian artisans and are then imported into the United States, which will be emphasized in all marketing efforts.
  • The quality of the silk flowers is obvious, even to the untrained eye. There is no use of plastic stems, which makes FFI products look more realistic.
  • FFI silk hair accessories are unique, and no similar product is available in the domestic market. These products will be protected by owning a patent. The product features beautiful embroidery on its edge, which will cost much more if it were to be produced in the United States.

3.3 Sales Literature

Copies of FFI products, more specifically bouquets and other arrangements are included. Upon production of advertisements and brochures, these will be added.

3.4 Sourcing

FFI imports products from artisans in Indonesia and then hires brokers in Seattle to take care of the legal requirements and paperwork. Currently, there are no significant obstacles in importing the products into the United States. According to the U.S. Customs Office in Seattle, there are no quotas for artificial products imported from Indonesia. FFI will benefit from the duty-free treatment under the new GSP rules.

3.5 Technology

Some FFI products are protected by patents, although the majority of products and services are not dependent on patentable inventions nor process technology.

3.6 Future Products

Fantastic Florals, Inc. plans to introduce ten new kinds of flowers and silk products every year for the first four years, with aggressive advertising at the beginning of each year that introduces these new flowers.
After establishing a firm reputation, FFI plans to import products other that silk products, but all will still be related to flowers. These will be produced by Indonesian artisans in various cities in the original region, all managed by the same artist. The products will include silk jewelry boxes, mirrors, and china, all with hand-painted flowers.

Market Analysis Summary

Currently, the market for permanent floral products is rapidly expanding. According to 1993 statistics, the value of permanent floral products for the 1992 fiscal year was over $2.2 billion, and it still continues to grow.
The gift industry is also growing, as households headed by 45- to 54-year-olds are the biggest gift purchasers.

4.1 Market Segmentation

Since Fantastic Florals, Inc. only deals with a few, select products, segmentation is minimal. Two segments currently exist:
  1. Gift purchasers: mostly women over 30 with a relatively large amount of discretionary income.
  2. Floral collectors: same target as above, but with higher standards of quality.

4.2 Industry Analysis

There are two industries for Fantastic Florals, Inc.: the gift market industry and the silk flower and accessories industry.
In 1991, the average American household gave 5.8 percent of its total spending to gifts, a 0.3 percent increase from 1988. Households headed by 45- to 54-year-olds are the biggest gift-givers. These consumers spend an average of $1,450 on gifts, which is 62 percent more than the average household. In addition, married couples without children are the most generous gift-givers. These households spend 48 percent more than average on gifts. Households with incomes of over $65,000 spent 135 percent more than average on gifts, while they also account for 58 percent of the glassware gift market and 62 percent of the plant and flower gift market. By the year 2000, it is estimated that households headed by 35- to 54-year-olds will account for 63 percent of the gift market.
In the silk flowers and accessories industry, flowers alone accumulated sales over $1.95 billion in 1992. This category still continues to grow.
Considering the information and analysis of both industries, FFI believes that its products have the opportunity to be successful in the market. The growing gift industry and silk flower and accessories industry imply that there is a growing demand for these products. Because there is no similar product currently available in the U.S. market, FFI has a huge opportunity in the silk accessory industry.

4.2.1 Competition and Buying Patterns

According to the information from Silk '94, the wholesale buyers of silk flowers and accessories are:
  • 53 percent - Floral Wholesalers.
  • 19 percent - Craft Chain Stores, Floral Chain Stores, Gift Chain Stores, Variety Chain Stores, Fabric Centers.
  • 19 percent - Manufacturers/Assemblers.
  • 9 percent - Home Centers, Membership Clubs, Nursery and Garden Centers, Catalog/Mail Order, etc.

4.2.2 Main Competitors

Fantastic Florals, Inc. current competitors in the surrounding area are:
  • Flower markets.
  • Floral wholesalers.
  • Craft stores.
  • Gift shops.

4.2.3 Industry Participants

There are currently no direct competitors in the silk hair accessories market, and the silk flowers industry is very unconcentrated. Few wholesalers distribute directly to the consuming public, and the majority of retail stores only offer a minimal selection with varying quality.
Both industries, however, are predicted to develop further, while the gift industry also continues to grow. As the markets evolve, the key issue will be relations with suppliers. As there are few suppliers of silk flowers and accessories, competition is likely to increase substantially.

4.2.4 Distribution Patterns

Distribution channels are currently relatively simple. There is one artist in Indonesia who provides all products for FFI. The products are shipped directly to FFI facilities, which are then sold to consumers. There are no significant obstacles to importing these products, and there are no import quotas.

Strategy and Implementation Summary

FFI focuses on providing high-quality products to consumers with outstanding service. Customization of orders and specialization of services will create a competitive advantage.
FFI is developing the organization by beginning with few employees to reduce costs. All current employees are very motivated, resulting in a positive and strong company culture. This culture will carry over to all new trainees, which is a prime objective for the expansion of FFI.
The first year of service will be the most important, as FFI plans to establish strong relations with both suppliers and buyers. These relationships will help FFI to grow and evolve in this industry.

5.1 Marketing Strategy

  • FFI is focusing on silk flowers and accessories, targeting women with upper-end income as the end customers, and targeting sales reps that distribute to exclusive gift retail stores and mail-order catalog companies.
  • FFI plans to be an exhibitor at Silk '95, having already collected all the necessary information at Silk '94. This trade show is the largest international silk flower and accessories exhibition attended by multiple buyers including, but not limited to, catalog/mail-order, floral wholesalers, chain stores, craft stores and wholesalers, visual display companies, etc. This will be a good opportunity to start and get exposure to FFI's product. FFI plans to attract the right sales rep and mail-order company for its products through this trade show, which is realistic since Silk '95 is the biggest and most reputable permanent and silk accessories trade show in the United States.
  • For the first year, FFI will both lease a space for a retail store at the Third Street Public Market and supply its products to buyers that FFI attains though Silk '95.
  • FFI will also send some samples to "Blossom" catalog, who does mail orders for silk flowers and other silk accessories. The purpose of this is to reach more customers while doing only minimal research.

5.1.1 Promotion Strategy

The goal of FFI is to promote its products as fine collectibles, either for the collector or the gift-buyer. This will be done through in-store promotions, direct-mail advertisements, appearances in related catalogs, and publicity events.

5.1.2 Pricing Strategy

FFI sets standard prices for each product line. These prices are not expected to experience significant change over the next three years.
  • Tulips and Roses - $2.25
  • Arranged Flower 1 - $18.99
  • Arranged Flower 2 - $39.99
  • Silk Scarf - $15.99
  • Other hair accessories - $9.99
  • Other/Seasonal bouquet - $59.99
These prices exhibit quality products at reasonable costs to consumers.

5.2 Sales Strategy

Products will be distributed through the retail store in Anytown at Third Street Market or by pre-orders until FFI is able to further expand. Sales is one area that needs to be developed in order to better serve the consumer and meet objectives.

5.2.1 Sales Forecast

As indicated in the table, sales are forecasted to remain relatively constant throughout 1995, with growth predicted in both 1996 and 1997. Sales, however, will tend to fluctuate depending on the month and the season.

5.2.2 Sales Programs

  • Floral wholesalers: Develop awareness about the quality of FFI's products in order to create demand within the first two months. For the next year, provide incentives and price-promotions to encourage wholesalers to purchase FFI products.

  • Retail Stores: Offer low-priced products in exchange for significant shelf space and access to consumers. By the end of the first year, have FFI products distributed in selected stores with minimal constraints on price and location.

  • Manufacturers/Assemblers: Provide FFI products at a reduced rate corresponding to volume of purchase.

5.2.3 Sales Goals

  • End of 1995 - Sales of $1.1 million.
  • July 1995 - Open exclusive gift shop at Third Street Market in Anytown.
  • 1996 - Sales of $1.5 million.
  • July 1996 - Expand distribution into catalog/direct mail.
  • 1997 - Sales of $2 million.

5.3 Milestones

Sample Milestones topic text.
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.


Management Summary

Fantastic Florals, Inc. will start with three qualified and experienced employees. An increase to six employees will likely be needed in three to five years. FFI will continue to have a customs-house broker in Seattle to take care of the import-related matters and sales representatives who are compensated based on commission.

6.1 Organizational Structure

Fantastic Florals, Inc. will be a Subchapter-S corporation. Legal matters and written agreements are being handled by an FFI consultant lawyer.
The company is organized into three main functional areas:
  • Sales and marketing.
  • Finance and administration.
  • Communication.

6.2 Management Team

  • Suzy Rosemadder: President and founder. Graduated from the University of North Carolina (major: management). Originally from Indonesia and has worked for a silk flower company there for five years. Familiar with the Indonesian government and key people there.
  • Angela Stalks: On Board of Directors. Previously manager of an exclusive gift shop in Dallas, Texas for ten years. MBA in Finance from University of Minnesota.
  • Steven Gardener: On Board of Directors. Will be in charge of marketing and sales. Graduated from Cornell University with B.S. degree in marketing and public relations.

6.3 Management Team Gaps

Each of the three employees is responsible for managing his or her area of expertise. The problems with having only one individual in charge of a department are as follows:
  1. Lack of understanding of other departments.
  2. Minimal management experience.
  3. Sole control over all operations.

6.4 Personnel Plan

The personnel plan indicates one employee for each department:
  • Production/Fulfillment.
  • Sales and Marketing.
  • Administration.
Beginning in 1996, there will be two employees in both Sales and Marketing and Administration.

Financial Plan

  • Fantastic Florals, Inc. projects the gross margin to be at approximately 25 percent. Sales projection for 1995 is at $1.1 million, increasing to $1.5 million in 1996 and $2 million in 1997.
  • Cash-flow analysis, balance sheet, business ratio, break-even analysis, and other financial details are shown in the appendix.

7.1 Important Assumptions

General assumptions in FFI's financial plan indicate the assumption of a stable economy without any major recessions or booms in both the U.S. and Indonesian economies.

7.3 Key Financial Indicators

Key financial indicators for Fantastic Florals, Inc. include:
  • Constant gross margins.
  • Sales on credit.
  • Net worth.
  • Return on equity.

7.4 Break-even Analysis

FFI's break-even analysis indicates that the firm has a strong balance of costs and sales.

7.5 Projected Profit and Loss

Fantastic Florals, Inc. projects profits for every month of 1995 and on into both 1996 and 1997, in addition to positive growth margins for the same time periods.


7.6 Projected Cash Flow

FFI's cash balance is expected to increase each year, providing the necessary capital for expansion into different product lines and distribution channels.


7.8 Business Ratios

The ratios illustrated in the table indicate strong, consistent growth. Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5193, Flowers and Florist's Supplies, are shown for comparison.


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