NALB Creative Center will provide a wide variety of products of interest to artists and crafters. Our wholesale suppliers will include: Grumbacher, Liquitex, Windsor and Newton, Mabef Easels, Duncan, PrismaColor, Speedball, Masterpiece, Fredrix, Holbein, Rembrandt, and Strathmore. Vendors will include MacPherson and Herr’s. There are thousands of products available, we will offer many that are unusual, or new, as well as the basics that every artist needs on a regular basis. We will offer lines to include bargain, mid-range and professional quality products.
Management will rely on customer feedback, suggestions, and daily sales reports to introduce or eliminate certain brands or products.
In year two we will begin marketing our Artist’s Oasis tour packages, as well as art/craft equipment rental. Rentals will include equipment items that are too bulky to carry on vacation, or too expensive, or used only periodically, for the average artist or crafter to justify purchase. An example would be a Giclee Printer.
In West Hawaii, the mauka community of Holualoa in Kona, Kealakekua and South Kona, as well as Waimea and Hawi in Kohala are three communities with large artist populations and galleries. In West Hawaii, the Holualoa Foundation for Arts and Culture, the Society for Kona’s Education and Art, the Kailua Village Artists, the Kona Arts Center, the Waimea Arts Center and other well-established non-profit groups offer arts classes and instruction in various media year-round to children and adults.
NALB Creative Center will market to four primary customers:
Average household income has steadily grown with about 36 percent of Big Island households reporting incomes of $25,000 – $50,000 and another 36 percent in the $50,000 – $75,000 range. Predictions for West Hawaii include continued population growth, economic growth and business opportunity.
*The total population of Hawaii County has grown by about 20 percent in the past decade, the older segments – such as those from 45 – 54 and those 55 and up have increased at rates of 100 percent and 64 percent, respectively.
Market Analysis | |||||||
Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |||
Potential Customers | Growth | CAGR | |||||
Professional Artists | 20% | 200 | 240 | 288 | 346 | 415 | 20.02% |
Amateur Artists | 40% | 1,000 | 1,400 | 1,960 | 2,744 | 3,842 | 40.00% |
Business to Business | 10% | 66 | 73 | 80 | 88 | 97 | 10.10% |
Educational | 20% | 10,000 | 12,000 | 14,400 | 17,280 | 20,736 | 20.00% |
Total | 22.16% | 11,266 | 13,713 | 16,728 | 20,458 | 25,090 | 22.16% |
NALB Creative Center is a specialty retailer filling an underserved niche market on the island.
Currently customers can buy low end art products at Wal-Mart, K-Mart, Long’s, and Ace Hardware. The products offered at these outlets is severely limited. Products include: a few small canvases, a small selection of papers in limited sizes, a few paint sets, and writing pens and pencils. The same stores offer limited selections of craft and hobby products as well, usually aimed at general interest and unsophisticated shoppers.
Hawaii Printing Corp. and Kona Coast Office Supply, Inc. stock a limited variety of drafting supplies: pens, pencils and paper products that could be used for arts and crafts but are usually associated with writing.
Art and craft products can also be purchased at Art Supply Hawaii in the old industrial area. This store offers a much better selection in terms of variety, type and quality, but has a reputation for poor customer service satisfaction.
Art Supply of Hawaii is the closest competitor to NCC. ASH is located in the old industrial area of Kona. It is a small two-story facility of 1,300 sq ft. The store has been in business for 10 years, seven years in Hilo and three years in Kona. They offer a variety of fine art supplies, canvas, paints, stained glass, ceramics, oriental arts, beads, textile arts, crafts, scrapbooking, and children’s craft kits. The store is currently for sale with an asking price of $395,000. According to their advertising, the store serves a growing local artist community, retirees and both public and private schools.
Customers in the educational segment buy at the discount stores, due to the convenience of one-stop shopping for all their household needs as well as school supplies for the kids. We will market directly to the art teachers in the local schools. We will supply order forms to the classrooms, and deliver directly to the schools.
Many professional artists buy from Internet sources due to the still limited selections in the local marketplace in the quantities needed. With a store space nearly three times the size of ASH, we will be able to stock appropriate quantities, styles and sizes, and deliver orders much more quickly than Internet sources. We will provide free delivery to the North Kona area on purchases over $300. We will also provide friendly, professional customer service. We’ll provide a generous return and exchange policy. We’ll provide hands-on access to materials and make NALB’s a gathering place for artists. None of these benefits are available through Internet sources.
NALB’s goal is to provide products, service and education to the underserved creative community on the Big Island. The current population is underserved due to a perceived lack of customer service in the few existing outlets for supplies.
Our intention is to gain 80% of the market share by focusing on our customer service, niche positioning, convenient location, quality brands, special promotions and becoming a gathering spot for artists. While we will focus on our primary customer segments, we offer products that virtually every artist/crafter requires. We will create an atmosphere that is appealing to the true artist, whether amateur or professional. The balance of customers will come because they will see this as the center of creative people.
The store will merchandise in a manner consistent with our values and the fundamentals of good retail space use. We will provide a bulletin board for all manner of communications among the community. We will provide space for classes and creative hands-on experimentation.
Strategic Assumptions:
NALB’s competitive edge involves five areas:
Each of these is a competitive advantage because none is being addressed, by an art supply outlet, in Kona at this time.
Our marketing strategy will focus heavily on customer service with loyalty and retention in sales; on sales promotion, and on niche positioning in the market.
In addition to price and item promotional announcements, NALB Creative Center will focus its marketing efforts via several key direct-to-consumer advertising vehicles:
Local and Regional Magazine Publications: (West Hawaii Today, Hilo Tribune-Herald, Hawai’i Island Journal). Each of these papers provide a demographic base that lines up nicely with that of NALB’s.
Direct Mail Postcards: NALB will look to increase consumer awareness, retain the existing customer base and promote increased sales via postcard mailings. These mailings will be targeted around special events, and are intended to liquidate slow moving products or showcase vendor negotiated specials.
Website Marketing: As we establish our on-line education and gallery segment, we will support the business via search engine marketing, URL links and e-mail marketing on all correspondence. This third channel of business will increase the customer base, sales potential and service opportunities provided by NALB.
All marketing decisions with regard to specific media choices, frequency, size, and expenditures will be analyzed on an on-going basis with careful consideration of returns generated and consistency with our mission and vision.
NALB Creative Center will approach sales from a relationship basis. We will assist customers in a personal manner, using personal names and displaying our names on badges. We will ask the questions needed to provide the customers with the services they desire. Gathering key customer information and seeking performance feedback on the products and services offered will assist us in the following ways:
Key to the sales strategy is direct sales calls on all market segments targeted in this plan. These sales calls need to be made by the owners, by virtue of their background and knowledge of the customers, products and competitors. Experience has proven that the more time we devote to sales, the more sales result. A full-time team member needs to be found and added as soon as possible. Without this person, too much of the owner’s time is deflected away from their major tasks.
We will utilize the POS software with every sales transaction. With each purchase the software will record and maintain in its database the customer’s name, address and purchases. This information will be used with our direct mailing program to focus on our top 50% of customers. This will also make inventory control easier and more effective.
We will offer the best return/exchange policy possible, to build trust with our customers and maintain retention and loyalty. At least 50% of returns will be sent back to the distributor or vendor.
Most importantly, we need to sell our company, not necessarily the products. We will need to push our service, education, and support capabilities. This will be done through relating with customers, drawing out creative dreams and aspirations, stretching customers into new creative arenas, and so forth.
The following table and chart highlight forecasted sales. We expect sales to start off conservatively and increase extensively during the holiday season and during the months of July and August as the education systems start their new year.
NALB has planned for a rate of growth at 5% for the first year as we build name recognition and status in the community. In the second year we project a growth rate of 10%. In the third year we look to see an increase of revenue of 20% as we gain a larger percentage of the market share and increase our customer base beyond the Kona area.
Sales Forecast | |||
Year 1 | Year 2 | Year 3 | |
Sales | |||
Painting Supplies | $60,000 | $64,200 | $77,040 |
Drawing/Illustration | $2,600 | $2,782 | $3,338 |
Books/Media | $7,000 | $7,490 | $8,988 |
Cutting Tools | $1,400 | $1,498 | $1,798 |
Adhesives | $1,400 | $1,540 | $1,848 |
Glass | $750 | $4,000 | $5,000 |
Ceramics | $3,800 | $4,180 | $5,016 |
Crafts | $19,000 | $20,900 | $25,080 |
Gifts/Studio Environment | $25,000 | $27,500 | $33,000 |
Print Making | $4,300 | $4,730 | $5,676 |
Sculpture | $3,100 | $3,410 | $4,092 |
Portfolios/Transporting | $2,800 | $3,080 | $3,696 |
Gallery Sales | $14,000 | $15,400 | $18,480 |
Fabrics/Yarn | $18,000 | $19,800 | $23,760 |
Equipment | $3,600 | $3,960 | $4,752 |
Clothing/Accessories | $2,600 | $2,860 | $3,432 |
Paper/Boards | $60,000 | $66,000 | $79,200 |
Classes | $1,050 | $1,155 | $1,386 |
Canvas/Surfaces | $86,400 | $95,040 | $114,048 |
Total Sales | $316,800 | $349,525 | $419,630 |
Direct Cost of Sales | Year 1 | Year 2 | Year 3 |
Inventory | $158,400 | $174,763 | $209,815 |
Other | $0 | $0 | $0 |
Subtotal Direct Cost of Sales | $158,400 | $174,763 | $209,815 |
The accompanying milestone chart highlights our plan with specific dates. This schedule reflects our strong committment to organization and detail. During the 6-month and 12-month evaluation period, we will complete a detailed evaluation of all aspects of the business:
We will have in place a “Plan-B,” for implementation, should the evaluation show that it is ill-advised to continue the current endeavor. Product diversification, location, advertising, new markets, will be considered if NALB needs to be more liquid.
Milestones | |||||
Milestone | Start Date | End Date | Budget | Manager | Department |
Corporate Identity | 1/3/2005 | 1/18/2005 | $100 | CG | Department |
Customer Interviews | 1/3/2005 | 1/3/2010 | $0 | CG/VB | Department |
Site Improvements and Design | 1/3/2005 | 5/5/2005 | $0 | CG/VB | Department |
Business Plan | 1/20/2005 | 6/6/2009 | $50 | VB | Department |
Website Development | 2/1/2005 | 4/18/2005 | $50 | CG | Department |
Business Cards/Letterhead | 2/1/2005 | 6/6/2009 | $300 | CG | Department |
Yellow Pages Ads | 2/1/2005 | 1/3/2010 | $200 | CG/VB | Department |
Signage | 2/18/2005 | 7/18/2005 | $2,000 | CG/VB | Department |
Print Ad. “Ticklers” | 4/1/2005 | 6/30/2005 | $600 | CG/VB | Department |
Regular Print Ads | 4/5/2005 | 3/30/2006 | $3,000 | CG/VB | Department |
Radio Advertising | 4/5/2005 | 1/3/2010 | $1,000 | CG/VB | Department |
Educator Marketing | 6/5/2005 | 1/3/2010 | $150 | CG/VB | Department |
Grand Opening | 7/10/2005 | 7/10/2005 | $500 | CG/VB | Department |
Direct Calls/Mail | 7/15/2005 | 1/3/2010 | $250 | CG | Department |
Promotional Events | 8/1/2005 | 1/3/2010 | $500 | CG/VB | Department |
Classes | 8/1/2005 | 1/3/2010 | $0 | CG/VB | Department |
Follow-up Surveys | 9/1/2005 | 9/1/2005 | $0 | CG/VB | Department |
Art Show and Sale | 10/1/2005 | 10/1/2010 | $0 | CG/VB | Department |
Music Jam Sessions | 11/1/2005 | 11/25/2010 | $0 | CG/VB | Department |
Re-evaluation of Practices | 12/30/2005 | 12/30/2005 | $0 | CG/VB | Department |
Artist Oasis Web Tours | 6/1/2006 | 6/1/2010 | $0 | CG/VB | Department |
Re-evaluation of Practices | 7/30/2006 | 7/30/2006 | $0 | CG/VB | Department |
Totals | $8,700 |
NALB’s Web presence will be informational and educational with a contact form for requesting additional information. Our URL will be on all print items coming from the store (advertising, sales promotion sheets, letterhead).
We will direct customers to our website in the following ways:
Our parent company website is already in place. Through NALB Design, we have trained staff, domain names, and software in place to build a web presence for NALB Creative Center at nominal cost.
NALB Creative Center is managed by the owners/founders.
NCC will be operated in the first few years by the owners. Additional part-time help will be provided by family members.
As NALB grows over the next years, we will need two additional full-time sales clerks, and two part-time clerks. This will free the owners to concentrate on building the business, and expanding into the other areas of NALB’s vision (tours, competitions, music, gallery, special events, etc.).
Personnel Plan | |||
Year 1 | Year 2 | Year 3 | |
Owners | $66,000 | $68,000 | $71,400 |
Other | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total People | 3 | 3 | 3 |
Total Payroll | $66,000 | $68,000 | $71,400 |
NALB’s start-up funds are summarized in the following table:
The additional capital is needed to fund salaries, inventory lags and other costs during the first months of the business year.
Start-up Funding | |
Start-up Expenses to Fund | $27,950 |
Start-up Assets to Fund | $216,000 |
Total Funding Required | $243,950 |
Assets | |
Non-cash Assets from Start-up | $196,000 |
Cash Requirements from Start-up | $20,000 |
Additional Cash Raised | $11,050 |
Cash Balance on Starting Date | $31,050 |
Total Assets | $227,050 |
Liabilities and Capital | |
Liabilities | |
Current Borrowing | $0 |
Long-term Liabilities | $210,000 |
Accounts Payable (Outstanding Bills) | $0 |
Other Current Liabilities (interest-free) | $0 |
Total Liabilities | $210,000 |
Capital | |
Planned Investment | |
Owner | $45,000 |
Investor | $0 |
Additional Investment Requirement | $0 |
Total Planned Investment | $45,000 |
Loss at Start-up (Start-up Expenses) | ($27,950) |
Total Capital | $17,050 |
Total Capital and Liabilities | $227,050 |
Total Funding | $255,000 |
The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:
Our break-even analysis is summarized by the following chart and table.
Break-even Analysis | |
Monthly Revenue Break-even | $21,000 |
Assumptions: | |
Average Percent Variable Cost | 50% |
Estimated Monthly Fixed Cost | $10,500 |
We predict that during the second year of operation, our high level of customer service and strong assortment will allow us to generate approximately 5% profit. This will be above the normal two to three year period required for a start-up retailer. Our sales projections are conservative. Should sales increase as we anticipate, the profit-to-sales ratio could be as high as 10% by the end of year three.
The following chart and table will indicate projected profit and loss.
Pro Forma Profit and Loss | |||
Year 1 | Year 2 | Year 3 | |
Sales | $316,800 | $349,525 | $419,630 |
Direct Cost of Sales | $158,400 | $174,763 | $209,815 |
Other Costs of Sales | $0 | $0 | $0 |
Total Cost of Sales | $158,400 | $174,763 | $209,815 |
Gross Margin | $158,400 | $174,763 | $209,815 |
Gross Margin % | 50.00% | 50.00% | 50.00% |
Expenses | |||
Payroll | $66,000 | $68,000 | $71,400 |
Marketing/Promotion | $2,400 | $2,520 | $2,646 |
Depreciation | $0 | $0 | $0 |
Rent | $42,000 | $12,600 | $7,056 |
Utilities | $12,000 | $6,720 | $7,056 |
Insurance | $3,600 | $3,780 | $3,969 |
Payroll Taxes | $0 | $0 | $0 |
Other | $0 | $0 | $0 |
Total Operating Expenses | $126,000 | $93,620 | $92,127 |
Profit Before Interest and Taxes | $32,400 | $81,143 | $117,688 |
EBITDA | $32,400 | $81,143 | $117,688 |
Interest Expense | $11,747 | $10,238 | $8,663 |
Taxes Incurred | $6,196 | $21,272 | $32,708 |
Net Profit | $14,457 | $49,634 | $76,318 |
Net Profit/Sales | 4.56% | 14.20% | 18.19% |
Our projected cash flow is outlined in the following chart and table.
Pro Forma Cash Flow | |||
Year 1 | Year 2 | Year 3 | |
Cash Received | |||
Cash from Operations | |||
Cash Sales | $316,800 | $349,525 | $419,630 |
Subtotal Cash from Operations | $316,800 | $349,525 | $419,630 |
Additional Cash Received | |||
Sales Tax, VAT, HST/GST Received | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 |
New Other Liabilities (interest-free) | $0 | $0 | $0 |
New Long-term Liabilities | $0 | $0 | $0 |
Sales of Other Current Assets | $0 | $0 | $0 |
Sales of Long-term Assets | $0 | $0 | $0 |
New Investment Received | $0 | $0 | $0 |
Subtotal Cash Received | $316,800 | $349,525 | $419,630 |
Expenditures | Year 1 | Year 2 | Year 3 |
Expenditures from Operations | |||
Cash Spending | $66,000 | $68,000 | $71,400 |
Bill Payments | $217,354 | $244,145 | $296,130 |
Subtotal Spent on Operations | $283,354 | $312,145 | $367,530 |
Additional Cash Spent | |||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 |
Principal Repayment of Current Borrowing | $0 | $0 | $0 |
Other Liabilities Principal Repayment | $0 | $0 | $0 |
Long-term Liabilities Principal Repayment | $26,250 | $26,250 | $26,250 |
Purchase Other Current Assets | $0 | $0 | $0 |
Purchase Long-term Assets | $0 | $0 | $0 |
Dividends | $0 | $0 | $0 |
Subtotal Cash Spent | $309,604 | $338,395 | $393,780 |
Net Cash Flow | $7,196 | $11,130 | $25,850 |
Cash Balance | $38,246 | $49,375 | $75,225 |
The table shows the annual balance sheet results, with a conservative projected increase in net worth. Detailed monthly projections are in the appendix.
Pro Forma Balance Sheet | |||
Year 1 | Year 2 | Year 3 | |
Assets | |||
Current Assets | |||
Cash | $38,246 | $49,375 | $75,225 |
Inventory | $130,000 | $143,429 | $172,197 |
Other Current Assets | $26,000 | $26,000 | $26,000 |
Total Current Assets | $194,246 | $218,804 | $273,422 |
Long-term Assets | |||
Long-term Assets | $40,000 | $40,000 | $40,000 |
Accumulated Depreciation | $0 | $0 | $0 |
Total Long-term Assets | $40,000 | $40,000 | $40,000 |
Total Assets | $234,246 | $258,804 | $313,422 |
Liabilities and Capital | Year 1 | Year 2 | Year 3 |
Current Liabilities | |||
Accounts Payable | $18,988 | $20,163 | $24,713 |
Current Borrowing | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 |
Subtotal Current Liabilities | $18,988 | $20,163 | $24,713 |
Long-term Liabilities | $183,750 | $157,500 | $131,250 |
Total Liabilities | $202,738 | $177,663 | $155,963 |
Paid-in Capital | $45,000 | $45,000 | $45,000 |
Retained Earnings | ($27,950) | ($13,493) | $36,141 |
Earnings | $14,457 | $49,634 | $76,318 |
Total Capital | $31,507 | $81,141 | $157,459 |
Total Liabilities and Capital | $234,246 | $258,804 | $313,422 |
Net Worth | $31,507 | $81,141 | $157,459 |
Business ratios for the years of this plan are shown below. The industry profile is from 2003, and based on the Standard Industrial Classification (SIC) code 5092.9901 for the Arts and crafts equipment and supplies industry.
Ratio Analysis | ||||
Year 1 | Year 2 | Year 3 | Industry Profile | |
Sales Growth | 0.00% | 10.33% | 20.06% | 2.44% |
Percent of Total Assets | ||||
Inventory | 55.50% | 55.42% | 54.94% | 28.77% |
Other Current Assets | 11.10% | 10.05% | 8.30% | 26.58% |
Total Current Assets | 82.92% | 84.54% | 87.24% | 87.58% |
Long-term Assets | 17.08% | 15.46% | 12.76% | 12.42% |
Total Assets | 100.00% | 100.00% | 100.00% | 100.00% |
Current Liabilities | 8.11% | 7.79% | 7.89% | 41.17% |
Long-term Liabilities | 78.44% | 60.86% | 41.88% | 9.71% |
Total Liabilities | 86.55% | 68.65% | 49.76% | 50.88% |
Net Worth | 13.45% | 31.35% | 50.24% | 49.12% |
Percent of Sales | ||||
Sales | 100.00% | 100.00% | 100.00% | 100.00% |
Gross Margin | 50.00% | 50.00% | 50.00% | 30.58% |
Selling, General & Administrative Expenses | 45.44% | 35.80% | 31.81% | 16.83% |
Advertising Expenses | 0.00% | 0.00% | 0.00% | 1.21% |
Profit Before Interest and Taxes | 10.23% | 23.22% | 28.05% | 1.02% |
Main Ratios | ||||
Current | 10.23 | 10.85 | 11.06 | 1.84 |
Quick | 3.38 | 3.74 | 4.10 | 1.00 |
Total Debt to Total Assets | 86.55% | 68.65% | 49.76% | 55.33% |
Pre-tax Return on Net Worth | 65.55% | 87.39% | 69.24% | 2.27% |
Pre-tax Return on Assets | 8.82% | 27.40% | 34.79% | 5.08% |
Additional Ratios | Year 1 | Year 2 | Year 3 | |
Net Profit Margin | 4.56% | 14.20% | 18.19% | n.a |
Return on Equity | 45.89% | 61.17% | 48.47% | n.a |
Activity Ratios | ||||
Inventory Turnover | 1.20 | 1.28 | 1.33 | n.a |
Accounts Payable Turnover | 12.45 | 12.17 | 12.17 | n.a |
Payment Days | 27 | 29 | 27 | n.a |
Total Asset Turnover | 1.35 | 1.35 | 1.34 | n.a |
Debt Ratios | ||||
Debt to Net Worth | 6.43 | 2.19 | 0.99 | n.a |
Current Liab. to Liab. | 0.09 | 0.11 | 0.16 | n.a |
Liquidity Ratios | ||||
Net Working Capital | $175,257 | $198,641 | $248,709 | n.a |
Interest Coverage | 2.76 | 7.93 | 13.59 | n.a |
Additional Ratios | ||||
Assets to Sales | 0.74 | 0.74 | 0.75 | n.a |
Current Debt/Total Assets | 8% | 8% | 8% | n.a |
Acid Test | 3.38 | 3.74 | 4.10 | n.a |
Sales/Net Worth | 10.05 | 4.31 | 2.67 | n.a |
Dividend Payout | 0.00 | 0.00 | 0.00 | n.a |
Sales Forecast | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | |||||||||||||
Painting Supplies | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Drawing/Illustration | 0% | $200 | $200 | $200 | $200 | $300 | $300 | $200 | $200 | $200 | $200 | $200 | $200 |
Books/Media | 0% | $500 | $500 | $500 | $500 | $1,000 | $1,000 | $500 | $500 | $500 | $500 | $500 | $500 |
Cutting Tools | 0% | $100 | $100 | $100 | $100 | $200 | $200 | $100 | $100 | $100 | $100 | $100 | $100 |
Adhesives | 0% | $100 | $100 | $100 | $100 | $200 | $200 | $100 | $100 | $100 | $100 | $100 | $100 |
Glass | 0% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $100 | $150 | $150 | $150 | $200 |
Ceramics | 0% | $300 | $300 | $300 | $300 | $400 | $400 | $300 | $300 | $300 | $300 | $300 | $300 |
Crafts | 0% | $1,500 | $1,500 | $1,500 | $1,500 | $2,000 | $2,000 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 |
Gifts/Studio Environment | 0% | $2,000 | $2,000 | $2,000 | $2,000 | $2,500 | $2,500 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 | $2,000 |
Print Making | 0% | $350 | $350 | $350 | $350 | $400 | $400 | $350 | $350 | $350 | $350 | $350 | $350 |
Sculpture | 0% | $250 | $250 | $250 | $250 | $300 | $300 | $250 | $250 | $250 | $250 | $250 | $250 |
Portfolios/Transporting | 0% | $200 | $200 | $200 | $200 | $400 | $400 | $200 | $200 | $200 | $200 | $200 | $200 |
Gallery Sales | 0% | $1,000 | $1,000 | $1,000 | $1,000 | $2,000 | $2,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 |
Fabrics/Yarn | 0% | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 | $1,500 |
Equipment | 0% | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 |
Clothing/Accessories | 0% | $200 | $200 | $200 | $200 | $300 | $300 | $200 | $200 | $200 | $200 | $200 | $200 |
Paper/Boards | 0% | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 | $5,000 |
Classes | 0% | $0 | $50 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 | $100 |
Canvas/Surfaces | 0% | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 | $7,200 |
Total Sales | $25,700 | $25,750 | $25,800 | $25,800 | $29,100 | $29,100 | $25,800 | $25,900 | $25,950 | $25,950 | $25,950 | $26,000 | |
Direct Cost of Sales | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Inventory | 50% | $12,850 | $12,875 | $12,900 | $12,900 | $14,550 | $14,550 | $12,900 | $12,950 | $12,975 | $12,975 | $12,975 | $13,000 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Direct Cost of Sales | $12,850 | $12,875 | $12,900 | $12,900 | $14,550 | $14,550 | $12,900 | $12,950 | $12,975 | $12,975 | $12,975 | $13,000 |
Personnel Plan | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Owners | 5% | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 |
Other | 5% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other | 5% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total People | 2 | 2 | 2 | 2 | 4 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | |
Total Payroll | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 |
Pro Forma Profit and Loss | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Sales | $25,700 | $25,750 | $25,800 | $25,800 | $29,100 | $29,100 | $25,800 | $25,900 | $25,950 | $25,950 | $25,950 | $26,000 | |
Direct Cost of Sales | $12,850 | $12,875 | $12,900 | $12,900 | $14,550 | $14,550 | $12,900 | $12,950 | $12,975 | $12,975 | $12,975 | $13,000 | |
Other Costs of Sales | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Cost of Sales | $12,850 | $12,875 | $12,900 | $12,900 | $14,550 | $14,550 | $12,900 | $12,950 | $12,975 | $12,975 | $12,975 | $13,000 | |
Gross Margin | $12,850 | $12,875 | $12,900 | $12,900 | $14,550 | $14,550 | $12,900 | $12,950 | $12,975 | $12,975 | $12,975 | $13,000 | |
Gross Margin % | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | 50.00% | |
Expenses | |||||||||||||
Payroll | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | |
Marketing/Promotion | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | $200 | |
Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Rent | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | $3,500 | |
Utilities | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | $1,000 | |
Insurance | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | $300 | |
Payroll Taxes | 15% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Total Operating Expenses | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | $10,500 | |
Profit Before Interest and Taxes | $2,350 | $2,375 | $2,400 | $2,400 | $4,050 | $4,050 | $2,400 | $2,450 | $2,475 | $2,475 | $2,475 | $2,500 | |
EBITDA | $2,350 | $2,375 | $2,400 | $2,400 | $4,050 | $4,050 | $2,400 | $2,450 | $2,475 | $2,475 | $2,475 | $2,500 | |
Interest Expense | $1,039 | $1,028 | $1,017 | $1,006 | $995 | $984 | $973 | $963 | $952 | $941 | $930 | $919 | |
Taxes Incurred | $393 | $404 | $415 | $418 | $916 | $920 | $428 | $446 | $457 | $460 | $464 | $474 | |
Net Profit | $918 | $943 | $968 | $976 | $2,138 | $2,146 | $999 | $1,041 | $1,066 | $1,074 | $1,082 | $1,107 | |
Net Profit/Sales | 3.57% | 3.66% | 3.75% | 3.78% | 7.35% | 7.37% | 3.87% | 4.02% | 4.11% | 4.14% | 4.17% | 4.26% |
Pro Forma Cash Flow | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Cash Received | |||||||||||||
Cash from Operations | |||||||||||||
Cash Sales | $25,700 | $25,750 | $25,800 | $25,800 | $29,100 | $29,100 | $25,800 | $25,900 | $25,950 | $25,950 | $25,950 | $26,000 | |
Subtotal Cash from Operations | $25,700 | $25,750 | $25,800 | $25,800 | $29,100 | $29,100 | $25,800 | $25,900 | $25,950 | $25,950 | $25,950 | $26,000 | |
Additional Cash Received | |||||||||||||
Sales Tax, VAT, HST/GST Received | 0.00% | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
New Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Other Liabilities (interest-free) | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Long-term Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Sales of Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
New Investment Received | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Received | $25,700 | $25,750 | $25,800 | $25,800 | $29,100 | $29,100 | $25,800 | $25,900 | $25,950 | $25,950 | $25,950 | $26,000 | |
Expenditures | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Expenditures from Operations | |||||||||||||
Cash Spending | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | $5,500 | |
Bill Payments | $593 | $17,842 | $19,558 | $19,573 | $19,946 | $37,411 | $20,952 | $6,730 | $16,371 | $19,625 | $19,376 | $19,377 | |
Subtotal Spent on Operations | $6,093 | $23,342 | $25,058 | $25,073 | $25,446 | $42,911 | $26,452 | $12,230 | $21,871 | $25,125 | $24,876 | $24,877 | |
Additional Cash Spent | |||||||||||||
Sales Tax, VAT, HST/GST Paid Out | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Principal Repayment of Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Other Liabilities Principal Repayment | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Long-term Liabilities Principal Repayment | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | $2,188 | |
Purchase Other Current Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Purchase Long-term Assets | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Dividends | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | |
Subtotal Cash Spent | $8,280 | $25,529 | $27,246 | $27,261 | $27,633 | $45,099 | $28,640 | $14,417 | $24,059 | $27,313 | $27,063 | $27,065 | |
Net Cash Flow | $17,420 | $221 | ($1,446) | ($1,461) | $1,467 | ($15,999) | ($2,840) | $11,483 | $1,891 | ($1,363) | ($1,113) | ($1,065) | |
Cash Balance | $48,470 | $48,691 | $47,245 | $45,784 | $47,251 | $31,252 | $28,412 | $39,895 | $41,786 | $40,424 | $39,310 | $38,246 |
Pro Forma Balance Sheet | |||||||||||||
Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | ||
Assets | Starting Balances | ||||||||||||
Current Assets | |||||||||||||
Cash | $31,050 | $48,470 | $48,691 | $47,245 | $45,784 | $47,251 | $31,252 | $28,412 | $39,895 | $41,786 | $40,424 | $39,310 | $38,246 |
Inventory | $130,000 | $128,500 | $128,750 | $129,000 | $129,000 | $145,500 | $145,500 | $132,600 | $129,500 | $129,750 | $129,750 | $129,750 | $130,000 |
Other Current Assets | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 | $26,000 |
Total Current Assets | $187,050 | $202,970 | $203,441 | $202,245 | $200,784 | $218,751 | $202,752 | $187,012 | $195,395 | $197,536 | $196,174 | $195,060 | $194,246 |
Long-term Assets | |||||||||||||
Long-term Assets | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 |
Accumulated Depreciation | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Total Long-term Assets | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 | $40,000 |
Total Assets | $227,050 | $242,970 | $243,441 | $242,245 | $240,784 | $258,751 | $242,752 | $227,012 | $235,395 | $237,536 | $236,174 | $235,060 | $234,246 |
Liabilities and Capital | Month 1 | Month 2 | Month 3 | Month 4 | Month 5 | Month 6 | Month 7 | Month 8 | Month 9 | Month 10 | Month 11 | Month 12 | |
Current Liabilities | |||||||||||||
Accounts Payable | $0 | $17,190 | $18,905 | $18,929 | $18,680 | $36,696 | $20,739 | $6,188 | $15,717 | $18,979 | $18,730 | $18,723 | $18,988 |
Current Borrowing | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Other Current Liabilities | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 | $0 |
Subtotal Current Liabilities | $0 | $17,190 | $18,905 | $18,929 | $18,680 | $36,696 | $20,739 | $6,188 | $15,717 | $18,979 | $18,730 | $18,723 | $18,988 |
Long-term Liabilities | $210,000 | $207,813 | $205,625 | $203,438 | $201,250 | $199,063 | $196,875 | $194,688 | $192,500 | $190,313 | $188,125 | $185,938 | $183,750 |
Total Liabilities | $210,000 | $225,002 | $224,530 | $222,367 | $219,930 | $235,759 | $217,614 | $200,876 | $208,217 | $209,292 | $206,855 | $204,660 | $202,738 |
Paid-in Capital | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 | $45,000 |
Retained Earnings | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) | ($27,950) |
Earnings | $0 | $918 | $1,860 | $2,828 | $3,804 | $5,942 | $8,088 | $9,087 | $10,128 | $11,195 | $12,269 | $13,350 | $14,457 |
Total Capital | $17,050 | $17,968 | $18,910 | $19,878 | $20,854 | $22,992 | $25,138 | $26,137 | $27,178 | $28,245 | $29,319 | $30,400 | $31,507 |
Total Liabilities and Capital | $227,050 | $242,970 | $243,441 | $242,245 | $240,784 | $258,751 | $242,752 | $227,012 | $235,395 | $237,536 | $236,174 | $235,060 | $234,246 |
Net Worth | $17,050 | $17,968 | $18,910 | $19,878 | $20,854 | $22,992 | $25,138 | $26,137 | $27,178 | $28,245 | $29,319 | $30,400 | $31,507 |
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The creation of a detailed and comprehensive business plan is essential to the success of any craft business. The #1 Craft Business Plan Template & Guidebook provides aspiring entrepreneurs with all the necessary resources they need to make informed decisions and realize their dream of starting a business. This guide provides a detailed template along with helpful advice and guidance to help artisans plan the perfect craft business.
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1. describe the purpose of your craft business..
The first step to writing your business plan is to describe the purpose of your craft business. This includes describing why you are starting this type of business, and what problems it will solve for customers. This is a quick way to get your mind thinking about the customers’ problems. It also helps you identify what makes your business different from others in its industry.
It also helps to include a vision statement so that readers can understand what type of company you want to build.
Here is an example of a purpose mission statement for a craft business:
Our mission at [Business Name] is to provide our customers with a unique and highly personalized crafting experience. We strive to make our products and services accessible to everyone, while being dedicated to furthering the craft movement and inspiring imagination through creativity. We will accomplish this by offering a wide selection of quality materials, knowledgeable staff, instructional classes, and friendly customer service.
The next step is to outline your products and services for your craft business.
When you think about the products and services that you offer, it's helpful to ask yourself the following questions:
You may want to do a comparison of your business plan against those of other competitors in the area, or even with online reviews. This way, you can find out what people like about them and what they don’t like, so that you can either improve upon their offerings or avoid doing so altogether.
If you don't have a marketing plan for your craft business, it's time to write one. Your marketing plan should be part of your business plan and be a roadmap to your goals.
A good marketing plan for your craft business includes the following elements:
Next, you'll need to build your operational plan. This section describes the type of business you'll be running, and includes the steps involved in your operations.
In it, you should list:
The second part of your craft business plan is to develop a management and organization section.
This section will cover all of the following:
This section should be broken down by month and year. If you are still in the planning stage of your business, it may be helpful to estimate how much money will be needed each month until you reach profitability.
Typically, expenses for your business can be broken into a few basic categories:
Startup Costs
Startup costs are typically the first expenses you will incur when beginning an enterprise. These include legal fees, accounting expenses, and other costs associated with getting your business off the ground. The amount of money needed to start a craft business varies based on many different variables, but below are a few different types of startup costs for a craft business.
Running & Operating Costs
Running costs refer to ongoing expenses related directly with operating your business over time like electricity bills or salaries paid out each month. These types of expenses will vary greatly depending on multiple variables such as location, team size, utility costs, etc.
Marketing & Sales Expenses
You should include any costs associated with marketing and sales, such as advertising and promotions, website design or maintenance. Also, consider any additional expenses that may be incurred if you decide to launch a new product or service line. For example, if your craft business has an existing website that needs an upgrade in order to sell more products or services, then this should be listed here.
A financial plan is an important part of any business plan, as it outlines how the business will generate revenue and profit, and how it will use that profit to grow and sustain itself. To devise a financial plan for your craft business, you will need to consider a number of factors, including your start-up costs, operating costs, projected revenue, and expenses.
Here are some steps you can follow to devise a financial plan for your craft business plan:
Why do you need a business plan for a craft business.
A business plan is important for any craft business, as it provides a clear roadmap for the future of your business, outlines goal-setting strategies, and helps you to identify potential sources of financing. It can also help you to gain insight into the marketplace and competitors, and provide you with an action plan for achieving your goals. Additionally, a well-constructed business plan can help you stay organized and focused throughout your business launch and growth stages.
You may wish to consult with a business consultant or accountant, or you may consider seeking advice from an expert in the craft industry. Additionally, there are many resources online and in libraries to help guide you through creating a business plan for your craft business.
Yes, it is possible to write a craft business plan yourself. You should start by researching the craft industry and market you plan to enter, determining a sales strategy, developing a budget and marketing plan, and outlining goals for the business. Additionally, you will need to devise a pricing strategy, determine your target audience and develop a system for tracking sales. After completing your research and creating an outline of the different elements of your business plan, you can begin writing it out in more detail. Depending on your resources and needs, it may be beneficial to consult with an accountant or attorney to help ensure accuracy and provide additional guidance.
We're newfoundr.com, dedicated to helping aspiring entrepreneurs succeed. As a small business owner with over five years of experience, I have garnered valuable knowledge and insights across a diverse range of industries. My passion for entrepreneurship drives me to share my expertise with aspiring entrepreneurs, empowering them to turn their business dreams into reality.
Through meticulous research and firsthand experience, I uncover the essential steps, software, tools, and costs associated with launching and maintaining a successful business. By demystifying the complexities of entrepreneurship, I provide the guidance and support needed for others to embark on their journey with confidence.
From assessing market viability and formulating business plans to selecting the right technology and navigating the financial landscape, I am dedicated to helping fellow entrepreneurs overcome challenges and unlock their full potential. As a steadfast advocate for small business success, my mission is to pave the way for a new generation of innovative and driven entrepreneurs who are ready to make their mark on the world.
Here is a free business plan sample for a fruit and vegetable store.
Have you ever envisioned owning a bustling fruit and vegetable market that serves as a cornerstone of health in your community? Wondering where to start?
Look no further, as we're about to guide you through a comprehensive business plan tailored for a fruit and vegetable market.
Creating a solid business plan is crucial for any aspiring entrepreneur. It serves as a roadmap, outlining your vision, objectives, and the strategies you'll employ to turn your fresh produce venture into a thriving business.
To jumpstart your planning process with ease and precision, feel free to utilize our fruit and vegetable market business plan template. Our team of experts is also on standby to provide a free review and fine-tuning of your plan.
A good business plan for a fruit and vegetable market must cater to the unique aspects of this type of retail business.
Initially, it's crucial to provide a comprehensive overview of the market landscape. This includes up-to-date statistics and an exploration of emerging trends within the industry, similar to what we've incorporated in our fruit and vegetable market business plan template .
Your business plan should articulate your vision clearly. Define your target demographic (such as local residents, restaurants, or health-conscious consumers) and establish your market's distinctive features (like offering organic produce, exotic fruits, or locally-sourced vegetables).
Market analysis is the next critical component. This requires a thorough examination of local competitors, market dynamics, and consumer buying patterns.
For a fruit and vegetable market, it's imperative to detail the range of products you intend to sell. Describe your selection of fruits, vegetables, herbs, and any additional items you plan to offer, and discuss how these choices align with the preferences and needs of your customer base.
The operational plan is equally important. It should outline the location of your market, the layout of the retail space, your supply chain for fresh produce, and inventory management practices.
Given the nature of a fruit and vegetable market, it is vital to highlight the freshness and quality of your produce, your relationships with growers and suppliers, and adherence to health and safety standards.
Then, delve into your marketing and sales strategies. How do you plan to attract and keep customers coming back? Consider your approach to promotions, customer loyalty programs, and potential value-added services (like home delivery or a juice bar).
Incorporating digital strategies, such as an online ordering system or a robust social media presence, is also crucial in the modern marketplace.
The financial section is another cornerstone of your business plan. It should encompass the initial investment, projected sales, operating expenses, and the point at which you expect to break even.
With a fruit and vegetable market, managing waste and understanding the shelf life of products are critical, so precise planning and knowledge of your financials are essential. For assistance, consider using our financial forecast for a fruit and vegetable market .
Compared to other business plans, a fruit and vegetable market plan must pay closer attention to the perishability of inventory, the importance of a robust supply chain, and the potential for seasonal fluctuations.
A well-crafted business plan not only helps you to define your strategies and vision but also plays a pivotal role in attracting investors or securing loans.
Lenders and investors are keen on a solid market analysis, realistic financial projections, and a comprehensive understanding of the day-to-day operations of a fruit and vegetable market.
By presenting a thorough and substantiated plan, you showcase your dedication and readiness for the success of your venture.
To achieve these goals while saving time, you are welcome to fill out our fruit and vegetable market business plan template .
Here, we will provide a concise and illustrative example of a business plan for a specific project.
This example aims to provide an overview of the essential components of a business plan. It is important to note that this version is only a summary. As it stands, this business plan is not sufficiently developed to support a profitability strategy or convince a bank to provide financing.
To be effective, the business plan should be significantly more detailed, including up-to-date market data, more persuasive arguments, a thorough market study, a three-year action plan, as well as detailed financial tables such as a projected income statement, projected balance sheet, cash flow budget, and break-even analysis.
All these elements have been thoroughly included by our experts in the business plan template they have designed for a fruit and vegetable market .
Here, we will follow the same structure as in our business plan template.
Market data and figures.
The fruit and vegetable market is an essential and robust component of the global food industry.
Recent estimates value the global fruit and vegetable trade at over 1 trillion dollars, with expectations for continued growth as consumers seek healthier eating options. In the United States, the fruit and vegetable industry contributes significantly to the economy, with thousands of markets and stores providing a wide range of produce to meet consumer demand.
These statistics underscore the critical role that fruit and vegetable markets play in not only providing nutritious food options but also in supporting local agriculture and economies.
Current trends in the fruit and vegetable industry indicate a shift towards organic and locally sourced produce, as consumers become more health-conscious and environmentally aware.
There is an increasing demand for organic fruits and vegetables, driven by the perception of better quality and concerns about pesticides and other chemicals. The local food movement is also gaining momentum, with consumers showing a preference for produce that is grown locally to support community farmers and reduce carbon emissions associated with transportation.
Technological advancements are influencing the industry as well, with innovations in vertical farming and hydroponics allowing for more sustainable and space-efficient growing methods.
Online grocery shopping and delivery services are expanding, making it easier for consumers to access fresh produce directly from their homes.
Additionally, the push for transparency in food sourcing continues to grow, with consumers wanting to know more about where their food comes from and how it is grown.
These trends are shaping the future of the fruit and vegetable market, as businesses strive to meet the evolving preferences and values of modern consumers.
Several key factors contribute to the success of a fruit and vegetable market.
Quality and freshness of produce are paramount. Markets that offer a wide variety of fresh, high-quality fruits and vegetables are more likely to build and maintain a dedicated customer base.
Diversity in product offerings, including exotic or hard-to-find produce, can differentiate a market from its competitors.
Location is also vital, as markets that are easily accessible to consumers will naturally attract more foot traffic.
Customer service is another important aspect, with knowledgeable and friendly staff enhancing the shopping experience and encouraging repeat visits.
Effective cost management and the ability to adapt to changing consumer trends, such as the demand for organic and locally grown produce, are crucial for the long-term viability of a fruit and vegetable market.
Project presentation.
Our fruit and vegetable market project is designed to cater to the increasing consumer demand for fresh, organic, and locally-sourced produce. Situated in a community-focused neighborhood, our market will offer a diverse selection of fruits and vegetables, emphasizing seasonal and organic options. We will partner with local farmers and suppliers to ensure that our customers have access to the freshest produce available, supporting sustainable agricultural practices and reducing our carbon footprint.
We aim to provide not just produce, but a holistic healthy eating experience by offering a range of complementary products such as herbs, spices, and artisanal condiments. Our market will be a hub for health-conscious consumers and those interested in cooking with the finest ingredients.
Our fruit and vegetable market is set to become a cornerstone in the community, promoting healthier lifestyles and fostering connections between local producers and consumers.
The value proposition of our fruit and vegetable market lies in our commitment to providing the community with the highest quality fresh produce. We understand the importance of nutrition and the role that fruits and vegetables play in maintaining a healthy diet.
Our market will offer a unique shopping experience where customers can enjoy a wide variety of produce, learn about the benefits of incorporating more fruits and vegetables into their diets, and discover new and exotic varieties. We are dedicated to creating a welcoming environment where everyone can find something to enrich their meals and support their well-being.
By focusing on local and organic sourcing, we also contribute to the sustainability of our food systems and the prosperity of local farmers, aligning our business with the values of environmental stewardship and community support.
The project owner is an individual with a profound passion for healthy living and community engagement. With a background in agricultural studies and experience in the food retail industry, they are well-equipped to establish a market that prioritizes quality and freshness.
They bring a wealth of knowledge about the seasonality and sourcing of produce, and are committed to creating a marketplace that reflects the diversity and richness of nature's offerings. Their dedication to health, nutrition, and sustainability drives them to build a market that not only sells fruits and vegetables but also educates and inspires the community to embrace a healthier, more sustainable lifestyle.
Their vision is to create a space where the joy of fresh, wholesome food is accessible to all, and where the market serves as a vibrant gathering place for people to connect with their food and each other.
Market segments.
The market segments for this fruit and vegetable market are diverse and cater to a wide range of consumers.
Firstly, there are health-conscious individuals who prioritize fresh, organic produce in their diets for wellness and nutritional benefits.
Secondly, the market serves customers who are looking for locally-sourced and seasonal produce to support community farmers and reduce their carbon footprint.
Additionally, the market attracts individuals with specific dietary needs, such as vegans, vegetarians, and those with food sensitivities who require a variety of fresh produce options.
Culinary professionals, including chefs and caterers, represent another segment, seeking high-quality ingredients to enhance their dishes.
A SWOT analysis of the fruit and vegetable market project highlights several key factors.
Strengths include a strong focus on fresh, high-quality produce, relationships with local farmers, and a commitment to sustainability and eco-friendly practices.
Weaknesses might involve the perishable nature of inventory, the need for constant supply chain management, and potential seasonal fluctuations in product availability.
Opportunities exist in expanding the market's reach through online sales and delivery services, as well as in educating consumers about the benefits of eating fresh and local produce.
Threats could include competition from larger grocery chains with more buying power, adverse weather affecting crop yields, and potential economic downturns reducing consumer spending on premium produce.
Competitor analysis in the fruit and vegetable market sector indicates a varied landscape.
Direct competitors include other local markets, organic food stores, and large supermarkets with extensive produce sections.
These competitors vie for customers who value convenience, variety, and price.
Potential competitive advantages for our market include superior product freshness, strong community ties, exceptional customer service, and a focus on sustainable and ethical sourcing.
Understanding the strengths and weaknesses of these competitors is crucial for carving out a niche and ensuring customer loyalty.
Our fruit and vegetable market's dedication to offering the freshest and highest quality produce sets us apart from the competition.
We provide a wide array of fruits and vegetables, including rare and exotic items, to cater to the diverse tastes and needs of our customers.
Our commitment to sustainability, through supporting local farmers and minimizing waste, resonates with environmentally conscious consumers.
We also emphasize transparency and education about the source and benefits of our produce, fostering a trusting relationship with our clientele.
You can also read our articles about: - how to open a fruit and vegetable store: a complete guide - the customer segments of a fruit and vegetable store - the competition study for a fruit and vegetable store
Development plan.
Our three-year development plan for the fresh fruit and vegetable market is designed to promote healthy living within the community.
In the first year, our goal is to establish a strong local presence by sourcing a wide variety of high-quality, seasonal produce and building relationships with local farmers and suppliers.
The second year will focus on expanding our reach by setting up additional market locations and possibly introducing mobile market services to access a broader customer base.
In the third year, we plan to diversify our offerings by including organic and exotic fruits and vegetables, as well as implementing educational programs on nutrition and sustainable agriculture.
Throughout this period, we will be committed to sustainability, community engagement, and providing exceptional service to ensure we become a staple in our customers' healthy lifestyles.
The Business Model Canvas for our fruit and vegetable market targets health-conscious consumers and those looking for fresh, local produce.
Our value proposition is centered on offering the freshest, high-quality fruits and vegetables, with a focus on local and organic options, and providing exceptional customer service.
We will sell our products through our physical market locations and consider an online ordering system for customer convenience, utilizing our key resources such as our relationships with local farmers and our knowledgeable staff.
Key activities include sourcing and curating produce, maintaining quality control, and engaging with the community.
Our revenue streams will be generated from the sales of produce, while our costs will be associated with procurement, operations, and marketing efforts.
Access a complete and editable real Business Model Canvas in our business plan template .
Our marketing strategy is centered on community engagement and education.
We aim to highlight the health benefits of fresh produce and the environmental advantages of buying locally. Our approach includes community events, cooking demonstrations, and partnerships with local health and wellness organizations.
We will also leverage social media to showcase our daily offerings, share tips on healthy eating, and feature stories from our partner farmers.
Additionally, we plan to offer loyalty programs and seasonal promotions to encourage repeat business and attract new customers.
The risk policy for our fruit and vegetable market focuses on mitigating risks associated with perishable goods, supply chain management, and market fluctuations.
We will implement strict quality control measures and develop a robust inventory management system to minimize waste and ensure product freshness.
Building strong relationships with a diverse group of suppliers will help us manage supply risks and price volatility.
We will also maintain a conservative financial strategy to manage operational costs effectively and ensure business sustainability.
Insurance coverage will be in place to protect against unforeseen events that could impact our business operations.
We believe in the viability of a fruit and vegetable market that prioritizes freshness, quality, and community health.
With a growing trend towards healthy eating and local sourcing, our market is well-positioned to meet consumer demand.
We are committed to creating a shopping experience that supports local agriculture and provides educational value to our customers.
Adaptable to market trends and customer feedback, we are excited about the potential of our fruit and vegetable market to become a cornerstone of healthy living in our community.
You can also read our articles about: - the Business Model Canvas of a fruit and vegetable store - the marketing strategy for a fruit and vegetable store
Of course, the text presented below is far from sufficient to serve as a solid and credible financial analysis for a bank or potential investor. They expect specific numbers, financial statements, and charts demonstrating the profitability of your project.
All these elements are available in our business plan template for a fruit and vegetable market and our financial plan for a fruit and vegetable market .
Initial expenses for our fruit and vegetable market include costs for securing a retail space in a high-traffic area, purchasing refrigeration units and display equipment to maintain and showcase fresh produce, obtaining necessary permits and licenses, investing in a robust inventory management system, and launching marketing initiatives to attract customers to our location.
Our revenue assumptions are based on an in-depth analysis of the local market demand for fresh, high-quality fruits and vegetables, taking into account the increasing trend towards healthy eating and organic produce.
We expect sales to grow steadily as we establish our market's reputation for offering a wide variety of fresh and locally sourced produce.
The projected income statement outlines expected revenues from the sale of fruits and vegetables, cost of goods sold (including procurement, transportation, and storage), and operating expenses (rent, marketing, salaries, utilities, etc.).
This results in a forecasted net profit that is essential for assessing the long-term viability of our fruit and vegetable market.
The projected balance sheet will reflect assets such as refrigeration and display equipment, inventory of fresh produce, and liabilities including any loans and operational expenses.
It will provide a snapshot of the financial condition of our market at the end of each fiscal period.
Our projected cash flow statement will detail all cash inflows from sales and outflows for expenses, helping us to predict our financial needs and ensure we have sufficient funds to operate smoothly.
The projected financing plan will outline the sources of funding we intend to tap into to cover our initial setup costs and any additional financing needs.
The working capital requirement for our market will be carefully managed to maintain adequate liquidity for day-to-day operations, such as purchasing fresh stock, managing inventory, and covering staff wages.
The break-even analysis will determine the volume of sales we need to achieve to cover all our costs and begin generating a profit, marking the point at which our market becomes financially sustainable.
Key performance indicators we will monitor include the turnover rate of our inventory, the gross margin on produce sales, the current ratio to evaluate our ability to meet short-term obligations, and the return on investment to gauge the profitability of the capital invested in our market.
These metrics will be instrumental in assessing the financial performance and overall success of our fruit and vegetable market.
If you want to know more about the financial analysis of this type of activity, please read our article about the financial plan for a fruit and vegetable store .
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Follow these nine steps to develop your craft business plan and start earning money selling your products. 1. Conduct market and audience research. Market research involves gathering data about your target customers, your competitors, and the potential market demand for your products.
Step 3: Choose a business name. While compiling your business plan, you will want to decide on a business name. Ideally, your business name will be catchy, easy to remember, describe the types of ...
3. Create a Business Plan. When you're learning how to start selling crafts online, you're likely to get carried away with things like planning which products you're going to sell and finding your target audience. Pump the breaks for a second, though - it's important to do some planning first. Creating a craft business plan is a must ...
Step 4: Create a Craft Business Plan. Here are the key components of a business plan: Executive Summary: A brief overview of the entire business plan, summarizing key aspects and goals. Business Overview: Detailed information about the business, including its mission, vision, and the problem it solves.
Start a craft store by following these 10 steps: Plan your Craft Store. Form your Craft Store into a Legal Entity. Register your Craft Store for Taxes. Open a Business Bank Account & Credit Card. Set up Accounting for your Craft Store. Get the Necessary Permits & Licenses for your Craft Store. Get Craft Store Insurance.
By defining your products and setting up your store strategically, you can lay a solid foundation for your craft store business. Remember to incorporate these aspects into your craft supply business plan to guide your decision-making process and showcase the value of your business to potential investors. Marketing Your Craft Store
Find a sample business plan for scrapbooking, art supply, gallery, fabric, stained glass supply, or other arts and craft supplies related business, and start writing a business plan to make your dream a reality. Explore our library of Fine Art & Crafts Business Plan Templates and find inspiration for your own business.
Scrapbooking Store Business Plan. It's Scrappy! is a start-up hobby and crafts store specializing in scapbooking materials and classes. In order to successfully sell your crafts, you're going to need a crafty business plan. Let our sample business plan help you piece together the perfect plan for your business. Explore our library of Crafts ...
Create Your Craft Business Plan. Here's what we're going cover to develop a craft business plan that will help set you up for success for the upcoming year: Research craft trends for 2022 - So you can create products that reflect what shoppers want to buy. Set realistic goals - So you have a clear vision of what you want to accomplish in the ...
1. Write your business plan. Opening a craft store can feel like a daunting task, no matter how much you want to do it. Writing a clear business plan will help you determine what you want to sell ...
Choosing a Fine Arts & Crafts Business Plan. This category has multiple business plan templates for various crafts and artistic businesses. With many similar business types and templates, you may not find the most suitable one through manual scrolling. Here are the steps to consider while choosing the most suitable business plan template.
CRAFT STORE MINI BUSINESS PLAN. This a quick reality check to help you identify the strengths and weaknesses of your business concept before you dive in. Business Idea: Craft Store Expected Percent Margin: Gross Margin: 40-50%; Net Profit Margin: 10-15%. Earnings Expectations: Daily Earnings: $150 - $400; Weekly Earnings: $1,050 - $2,800
In conclusion, writing a business plan for a craft store is crucial for its success. By conducting market research, identifying the target audience, and analyzing competitors, you can gain a better understanding of the industry landscape. Additionally, determining your product assortment, creating a pricing strategy, and developing a marketing ...
Welcome to our blog post on how to write a business plan for a small-scale craft store! With the rising popularity of handmade and unique items, the craft industry continues to experience tremendous growth. According to recent statistics, the craft market in the US reached a value of $44 billion in 2020, a staggering increase of 52% from the ...
Follow these detailed steps to create your business plan: Step 1: Executive Summary: Write a concise overview of your business. Include your business name, the type of crafts you'll sell, and your business objectives. Step 2: Business Description: Outline your business in more detail.
10 steps to start your business; Plan your business. Market research and competitive analysis; Write your business plan; Calculate your startup costs; Establish business credit ... Or you might opt to go to a retail craft store at first until you can justify bulk supply purchases. Know your material costs inside and out, so you can make a ...
Business Plan Development. Creating a comprehensive business plan is a crucial step in launching Craft Store. This document will not only outline the vision and mission of the business but also provide a clear operational strategy, marketing strategy, financial projections, and growth objectives.A well-thought-out business plan will serve as a roadmap for the business and will be essential for ...
The store has been in business for 10 years, seven years in Hilo and three years in Kona. They offer a variety of fine art supplies, canvas, paints, stained glass, ceramics, oriental arts, beads, textile arts, crafts, scrapbooking, and children's craft kits. The store is currently for sale with an asking price of $395,000.
The #1 Craft Business Plan Template & Guidebook provides aspiring entrepreneurs with all the necessary resources they need to make informed decisions and realize their dream of starting a business. This guide provides a detailed template along with helpful advice and guidance to help artisans plan the perfect craft business. Written by: Newfoundr.
A free example of business plan for a fruit and vegetable store. Here, we will provide a concise and illustrative example of a business plan for a specific project. This example aims to provide an overview of the essential components of a business plan. It is important to note that this version is only a summary. As it stands, this business ...
JOANN Fabric and Craft Stores, Moscow. 16 likes · 32 were here. Arts & Crafts Store
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