Impulse Business Proposal

Prepared By:
Shad Dalhousie





























Table of Contents:

Executive Summary:
The Mission Statement:
The Company:
Market Analysis
Description of Primary Industry:
Competition
Importance of Your Target Market to Your Competition
Barriers to Entry Into Your Market
Target Markets:
Top 10 Potential Consumer Businesses:
Market Test Results:
Lead Times
Regulatory Restrictions
Marketing and Sales Activities:
Overall marketing strategy:
Product and Services:
Product Life Cycle:
Research and Development:
Operations
Production and Service Delivery Procedures
Production and Transportation Capacity
Employees
Facilities
Competitive Operating Procedures
Suppliers
Management and Ownership
Key Management/ Operating Personnel
Legal Structure
Owners
Funds Required and Their Uses
Current Funding Requirements:
Appendices + Exhibits
Company logo
Sources:

Executive Summary:
The Mission Statement:
Save electricity. Save money. Save our environment.

The Company:
Impulse Inc. is a private company that aims to reduce the power consumption of
businesses by eliminating phantom loads -- power consumed by electronics in seemingly 'off'
states. Our company is able to satisfy the needs of various businesses that use a large number of
electronic devices, namely finance, real estate, information, and management businesses, by
diminishing the unnecessary amounts energy wasted in their facilities daily.
Impulse began as a solution to the challenge of allowing Canadians to live large on a
smaller footprint. By combining an outlet adapter with a location-sensitive RFID (Radio
Frequency Identification) tag and central control hub, Impulse created Evita -- a product that
uses a variety of inputs including work scheduling and distance of employees from their
workplaces to gauge when to completely shut off the flow of electricity to electronics that are not
required to be in 'stand-by'. The location-sensitive RFID tag would signal the central hub to both
open and close the flow of electricity through the outlet adapters, depending on the proximity of
the tag to the central hub and workplace.
The product consists of three parts: an outlet/adapter, a central hub, and a Radio
Frequency Identification (RFID) “key.” When the key is in the range on the central hub, the
devices will still function. Once the key is out of range any of the devices plugged into the
adapters will have power cut to them and shut off. The central hub is programmable and can
deactivate the adapters during certain times during the day. This will allow the central hub to
only detect keys in allotted times. For example a company might want everything on from 9-5,
and therefore if the key holder leaves at lunch and comes back their device will still be on. After
5 however the key must be in range of the central hub for the device to remain on.
Phantom loads are ever expanding and are a huge waste of energy. The main electronic
devices we would be targeting would be computers. Computers take roughly 240 kW of energy
when on standby in a year and therefore we decided to target companies that would average 1
computer per employee. The use of our product has the potential to save the consumer a lot of
money and not waste energy.
The entire module is relatively inexpensive and will cost $45 for the central hub, $10 per
adapter and $5 per key. There is a major initial investment but Evita will start saving money as
soon as you start using it. For the target market that we have recommended, the return on the
business owner’s investment will be around 5 months.
The components of the product will be shipped from China and assembled in the United
States. We would then have the product come into our main location in Toronto and go directly
to business owners and deliver it. Our main marketing channels would be to confront CEOs of
companies to see the benefits Evita could have for them and also broadcast the product through
technology conferences in Toronto.
Looking towards the future, we plan on expanding away from business owners to
homeowners as well. This would be able to create more potential market for Impulse and could
save more energy across the country.
Although products similar to Evita, such as Belkin’s WeMo and Conserve Sockets, exist,
Evita is able to differentiate itself by its ease of use, complete automation, and overall
effectiveness compared to other products in its category.
In conclusion, Impulse Inc. aims to satisfy the needs of our customers with Evita that
helps them reduce wasted phantom loads in their businesses. With a mission to bring together
living a large lifestyle and creating an environmentally conscious society, we strive to help our
customers not only save electricity and money but also the environment through our product.
Market Analysis:
Description of Primary Industry:
The market industries in Canada that Impulse is targeting with its product, Evita, are
medium to large corporations in varying business sectors employing 50 or more people at
certain locations. Companies with locations that have more than 50 employees utilizing desktop
computers and other stand-by electronics would benefit from this product, as the return on the
initial investment would be earned back with a maximum payback time of just over 5 months
from the price of the electricity saved.
The main sectors that we will be targeting are scientific and technical services, finance,
insurance, real estate and leasing companies, management and enterprises, and information
services as they have the greatest computer use per corporation.
The number of end product consumers being targeted is approximately 1.5 million.
These consumers are all using computers and other electronic devices that our product would be
fully compatible with.
The market that we have focused on is not only stable, but also expanding exponentially
due to the increasing use of technology in industries all around the globe. Evita is a valuable
device due to its short payback period, long product lifespan, and environmental friendliness.

Competition
Impulse’s competitors include Smart Strips, such as the Isolé IDP-3050, Belkin’s
Conserve Sockets and WeMo products, the Zuli and the Pinch. The main differentiating factor
between these products and Evita is that Evita is completely automated with superior ease-of-
use, and is designed for an enterprise environment as well as possible expansion into home
automation. Evita also personalizes shutdown methods for different devices by using LAN to
manually shutdown computers rather than completely cutting power. As a result of Impulse
entering an untapped market of increasingly eco-conscious and profit-driven companies,
competitors would not be able to imitate Evita because of its unique nature and registered
patents. This time would allow Impulse to further develop new features and innovations, and
gain experience in the product space that would separate Evita and Impulse apart from its
eventual rivals.
Smart Strips are power bars that range from $51 CAD to $65 CAD, respectively, to the
generations of models LCG3 to LCG5. They can detect changes in the amount of energy being
used by a device, cutting power to devices that dip below the minimum power usage limit. Smart
Strips contain two outlets that act the same as those on a normal power bar, constantly giving
energy to power devices that should not be turned off. The benefit of Smart Strips is that they
give an efficient way of turning multiple appliances on and off at once, rather than individually.
The Isolé IDP-3050 by WattStopper goes beyond the typical Smart Strip and includes an
infrared motion detector. If there is no movement detected in a room for a set period of time,
power to the selected outlets is cut off. However, the motion detector does not work well for
some standby power loads, such as TVs or computers, where it would be inconvenient for the
device to shut down. The automatic loss of power could also damage some devices since the
Isolé IDP-3050 does not consider the proper shutdown of devices unlike Evita. T The Isolé IDP-
3050 in particular costs approximately $100 CAD. Although Smart Strips are an easy plug-in
and use device, they are also more expensive, more prone to accidental shutdowns, and less
personalized than Evita. For Evita, the initial set-up will make it so that in most day-to-day use,
there is no extraneous effort put in by the user to save energy.
Belkin also markets two competitors to Evita, Conserve Sockets and the WeMo that cost
$25 to $40 CAD and $48 CAD dollars, respectively. Conserve Sockets are adapters that act as
timers with three settings. Power to an appliance can be cut off after 30 minutes, 3 hours or 6
hours. However, having a timer involves making the consumer determine their maximum work
limit rather than having it based on when they leave, which is why Evita is more individualized
to peoples’ work schedules. WeMo allows the user to control the power state of the appliances
connected to the socket through an app on his or her phone. Wemo can also dim lights and
control electrical appliances with a timer if the customer purchases the required accessories.
This product again is not automatic and involves regular user input that inhibits the user to live
large and hassle free. Evita is automated, needing no mobile application for everyday use.
Similar to the WeMo is the Zuli at $50 CAD per plug. Using a mobile app, the Zuli is
capable of dimming lights, monitoring energy usage and placing all the devices plugged into the
Zuli on a timer. It is extremely similar to the WeMo, except with a different design. It reaches a
range of 30 meters. The Zuli consists of a small adapter with one outlet and, unlike ours that
relies on a central hub, the adapters themselves communicate with each other to make an
expansive network. However, this makes the Zuli more expensive than our product and does not
eliminate a large amount of standby power, as the adapters themselves would create a standby
power load. This makes Evita more efficient and therefore a more cost-effective financial
investment.
The Pinch is the most similar to Evita as it relies on RFID to automatically turn on and
off devices when the user is not currently in the room. However, this proof of concept never
made it out of the design phase, as it was a failed kick-starter project.
Importance of Your Target Market to Your Competition
Unlike our competitors, Impulse’s target market is specific to certain types and sizes of
businesses due to the fact that large volumes of sales would be the most profitable for Impulse,
and the energy savings for large businesses would far eclipse those of smaller businesses. Due to
entering a less-competitive market of business-oriented energy-saving solutions, competitors
may also begin to develop a more business-oriented product, but because of Evita’s many
patents and experience gained from dealing with large businesses, Impulse would be already
more experienced than competitors.
Barriers to Entry Into Your Market
A major factor that would prevent the entry of Impulse into the market would be the
initial investment required to buy and install our product because of the necessity of multiple
adapters and possibly central hubs depending on the size of the business. For the majority of
large businesses, their investment would be paid off in five months, depending on the number of
computers in regular use. A lot of time must be invested into installing the Impulse as all the
adapters have to be put into the outlets and the central hubs set up in the best way possible to
achieve the largest network area. Additionally, initial set-up of the settings to tailor to individual
business needs would take time. However, the mass installation of our product is only a one-
time occurrence. For the years afterward, this investment in time and resources would allow for
significant returns in the form of reduced energy expenses.

Target Markets:
The target market for the Evita is a large corporation employing the use of many desktop
computers and electronics. In a company with 100 desktop computers, the business should
expect the Evita to pay itself off in just under 5 months time. Medium sized companies (50 to 99
people) can also profit from Evita, with a 50-personnel company being able to pay off Evita in
just over 5 months. Initially, Impulse will begin selling its product to companies in Toronto and
the Greater Toronto Area.
There are more than 80 000 businesses Canada-wide that fit Impulse’s target market.
Currently, Impulse has no share in the standby power reduction market. In five years, the
company expects and hopes to have around a 30% market share. The company expects to have
this large of a share because although there are corporations currently with the similar goal of
reducing standby power, there are none that have catered their product towards businesses. The
number and variety of potential customers is quite extensive, making this goal not
unreasonable. As outlined above, there are approximately 80,000 businesses that meet the
company’s target demographic in the Greater Toronto Area. Of these businesses, up to half may
be located in the Greater Toronto Area. Initially, the company will focus on selling its product to
a select few businesses. However, as the reputation of the company increases, more sales will be
made. There is potential for growth in this market.

The main resource the company will use to identify potential consumer businesses is
government documents. The company will also use directories and online information to
identify potential consumers. Since our market is not aimed at the general consumer, traditional
marketing methods, such as online and TV advertisements, will not be of the utmost concern.
There is one main market change that Impulse is currently aware of and taking into
account. In the future, new technology may make RFID technology obsolete. If this were to
happen, the company would be prepared to adapt its product to the new technology by releasing
products featuring the new standard. Consequently, the price of the product would be subject to
change.
In the future, Impulse may extend its target market to schools and homeowners. There is
currently a growing trend in the use of electronic devices in schools. By purchasing Evita to use
in classrooms and computer labs, schools could reduce energy costs and promote living on a
smaller ecological footprint. To expand into the consumer market, Evita would have to undergo
more product development and an intensive traditional marketing push to incentivize purchases
by homeowners.
Top 10 Potential Consumer Businesses:
1. Scotiabank
2. TD Canada Trust
3. RBC
4. IBM
5. Bell Aliant
6. Rogers
7. TELUS
8. BMO
9. Shaw
10. Fido

Market Test Results:
Impulse has not yet directly contacted potential consumers, but after relatively extensive
research it was decided that large businesses of 100+ people were the company’s ideal market.
Currently, the cost of one set of the product (one outlet, one hub, one key) will be $60 CAD. A
consumer with a ten Evita adapter connected to desktop computers would save around $240
CAD a year with an initial upfront price of approximate $155 CAD. Therefore, the one-time
investment would be paid off in just over half a year, a very reasonable price that would be easy
enough for companies to invest with almost immediate results.



Lead Times
In order to reduce production costs, Evita will be manufactured and stored in bulk.
Hence, lead times will consist solely of the shipping time from the product storage location
directly to the customer. During the first year of business operations, Impulse will target
corporations in the Greater Toronto Area, so shipping time will be minimal (maximum 1
business day). As Impulse expands its market to other large cities in Canada, lead times will
lengthen, so it may be necessary to have multiple storage locations closer to each metropolitan
area.

Regulatory Restrictions
For international regulations of using ultra high frequency radio-frequency (RF) bands,
Impulse will be following regulations that are posted by EPCglobal and Conference of Postal and
Telecommunications Administrations in Europe and United States of America. Though the
definition of ultra-high frequency is a radio frequency in the range 300 to 3,000 MHz, ISO/IEC
Standards and ETSI standards have to be followed as well. Thus, Evita will operate in the band
defined by LPD433 (Low Power Device 433 MHz) regulations (433.075 MHz to 434.775 MHz).
Impulse does not anticipate any changes in the international or national regulations, because
the regulations generally come out for new technology rather than existing technologies.
Marketing and Sales Activities:
Overall marketing strategy:
To begin selling its Evita, Impulse will individually call and meet with companies and
businesses, organizing one on one meeting with higher executives to sell its product. This is the
only communication the company will initially make with potential buyers to sell Evita. In terms
of growth, Impulse does not intend to hire any new employees in the short term; the company
will also refrain from making any serious acquisitions until a significant profit margin is made.
Currently, Impulse’s sales force is comprised of every member of the company, with no
independent representatives. This gives the advantage of catalyzing good group chemistry.
Independent representatives will be brought on as needed, with specific roles including
electrical engineers and salespeople.
Potential prospects for Evita need to meet relatively specific criteria; the ideal
prospective business will have close to one computer per employee, and these computers will
not need to be turned on at all times. Employees utilizing the computers should also leave the
business building overnight. If a business meets these criteria, then they will be considered a
strong prospect for Evita. Prioritization will be based on how much the business is inclined to
purchase the product based on meetings with executives, and on how closely the business fulfills
the criteria outlined above


Product and Services:
There are three components that are used to make this technology work: the active
Radio-Frequency Identification tag, central hub, and power adapter. The active RFID uses
onboard batteries to send ultra high frequency waves over to the central hub, in order to make
sure the active RFID tag is in range. We chose active RFID over others because active RFID uses
very little power in comparison to similar technologies. Active RFID is not constantly running
and it only performs signal over and signal back, therefore having a longer longevity.
The central hub, connected to the Local Area Network (LAN), controls the shutdown
commands that are given to the devices. If there is a 3 minutes loss of a signal from an active
RFID tag, and it is past the designated time the central hub will begin shutdown procedures.
Immediately, the central hub will send signals to the LAN where there will be a command
package to wake up the computer if it is in sleep, standby, or hibernation mode. After the
computer is awakened and the shutdown command is given, we will give a 10-minute grace
period (the time will be kept by the processor inside the central hub). Afterwards, the signal will
be sent from the central hub over to the adapter to cut the power.
The adapter will contain a receiver that will pair to the central hub, receiving a signal to
open the circuit therefore stopping the electrical current between the computer and the outlet.
The processor interprets the signal and decides which actions the system should take. When the
active RFID comes back within the range of the central hub, said hub will send a signal to the
adapter to turn back on allowing power flow.
There are three different ways that a device can be turned off with the adapter. The first
is on a room-to-room basis that would be used for devices such as lamps that can be turned off
when the key carrier leaves a room. Secondly, a building-to-building basis is also an available
option in which the central hub would be able to identify when all the key carriers leave the
building after company hours and shut off devices accordingly. This would also work in turning
the devices back on in the morning when company hours start and the first key-holder enters
the building. The third type of automation is limited to computers connected to LAN. Due to the
nature of computers to be damaged as a result of simply shutting off electricity flow, the central
hub would instead send a signal over LAN to force the computers to shut down rather than have
its power-source cut off. Combined with the room-to-room and building-to-building
automation, this technology could also expand into putting computers into standby once the
user leaves his or her office, or shutting down computers after business hours.
Product Life Cycle:
Due to its lack of moving parts and construction out of durable plastic, the product life
cycle will be relatively long and resistant to normal wear-and-tear. Factors that may shorten the
lifespan of the product, however, include moisture that can short-circuit the inner components,
and constant unplugging which can lead to wear in the long run.

Research and Development:
Impulse is currently in the developing stage, with an effort towards testing the product in
a real-world application. We are also looking into talks with potential consumers around the
company headquarters, located in Toronto, Ontario.
Potential future developments include a mobile application to program the company
schedule into the central hub, toggle the energy state of computers as an exception to the
business schedule, and monitor the energy usage of devices plugged into the adapter. Other
goals include expanding the product to government institutions such as schools, other
businesses and homes.



Operations:
Production and Service Delivery Procedures
Our product will be manufactured through external manufacturing companies in China
to minimize overhead costs and to rely on the expertise of experienced companies in
maintaining and running manufacturing equipment. The manufacturing company, which will be
chosen based on its proficiency in the field of electrical manufacturing, delivery services, and
quality of its product, will be responsible for the delivering of the product to our base of
operation-- namely the CEO’s house in the vicinity of Toronto. As our product is compact and
easily portable, the manufacturing and delivery price, excluding component cost, is expected to
be around 2 to 10 cents per product that is included in the price markup of our product.
In order to minimize storage costs during the beginning stages of our business, our
products will be manufactured to orders. Therefore, the period of time we store moderate
amounts of our product in our base of operations until we deliver it to our customers is relatively
short. As the company grows, we plan on renting a self-storage location or part of a warehouse
to keep a constant stock of the product so our customers will be able to receive the product
promptly after their order has been made.
Since our market is centralized in the Greater Toronto Area, the final transportation of
the product from the storage to the customers will be done using family owned vehicles and
trailers thus maximizing efficiency and minimizing maintenance costs. However, as Impulse
stabilizes, our company will purchase vans or rent trucks for transportation.
Production and Transportation Capacity
As most of our production will be outsourced, production and transportation of our
service will be free to grow with our business. Initially, we will be expecting relatively small
product flow, such as 150 outlets 3 times a year. Transportation would be easily accomplished
through family vehicles, and the production is well within the factory’s production capacity. As
time goes on, production can increase to the point of the factory’s production capacity in which
point Impulse would look towards additional suppliers.

Production Timeline
Our initial batch of product should be manufactured by spring of 2015, with additional
products being ordered and manufactured based upon demand. Two months notice will be given
to factories for orders that are over 2500 in quantity to ensure sufficient time allotted to
production. By spring 2016, we are hoping to have earned enough profits to begin initial
investment into warehouses and storage facilities, along with transport vehicles.

Employees
During the initial phases of Impulse, the owners of this corporation will be conducting
the required full-time employment work that will allow us to further minimize our costs. In
addition, we will contract one mechanical, electrical and software engineer to finalize the
product and working software in order to begin initial sales.

Facilities
During our initial stages, our facilities will consist of but not limited to garages,
basements, and other spaces that will not incur any costs as they have already been paid for by
other means. Good relations will be used to maintain these free storage spaces.
Competitive Operating Procedures
To remain competitive in our market, we will be arranging periodic meetings with
representatives from our target market to personalize our pitch towards individual companies
thus increasing our potential number of sales. In addition, since our product allows our
customers to break-even and start profiting only five months after purchase, Evita by Impulse
will be very desirable to large corporations that will be able to see apparent benefits after a year.
Suppliers
We will need to meet individually with all the suppliers to ensure that each company’s
production capacity is enough to meet the demand of Evita. Additionally, we will look towards
other suppliers too to supplement the current list, as growing demand would require additional
production. We would also look towards their current product line-up as each component is
universally standardized and would theoretically be able to work in Evita.
In designing a contract with the supplier, terms, including the following, are to be
negotiated:
1. The company would be required to transport the products to a sorting facility to be loaded
onto freight boxes, in which point the sale would be complete, as a FOB and Impulse would
arrange for the product to be delivered to North America.
2. Any defects from the component, resulting in compensation for those affected or recalls, will
result in the full costs incurring on the supplier of the defective good(s).
3. Price-changes for any of the components must be informed to Impulse at least three months
in advance.
Company Name Website Product Name Product
description
Product it
is used in
Shenzhen Kelvin
Electronics Co.,
Ltd.
http://www.cn
kelvin.com/
Wireless ev1527 1km
micro transmitter and
receiver KL1000A
Transmitter/r
eceiver
Adapter /
Hub
DigiKey
Electronics
http://www.di
gikey.com
ATTINY45-20XURTR-
ND
Microprocess
or
Adapter
BLD Electronics http://www.bl
d-pcb.com/
Small Printed Board Circuit board Adapter /
Hub
Huizhou Winpow
Electronics Co.,
Ltd.
http://www.wi
npow.com.cn/c
h/home/
Button battery cr2032 Battery Adapter
Zhejiang Jialong
Electron Co., Ltd.
http://www.cal
onsw.com/
6 Pin Terminals 3
Position DPDT Vertical
Slide Switch 0.5A
50VDC
Slide Lever Adapter
Jinan H-RFID
Information
Technology Co.,
Ltd.
http://www.h-
rfidtag.com/
433 MHz Active RFID
Personnel Tag
Active RFID
Tag
Tag
Shenzhen Gintech
Electronic Trade
Co., Limited
http://www.sz
gintech.com/
8-bit Microcontroller
with 4/8/16/32K Bytes
In-System
Programmable Flash
ATMEGA328P-PU
DIP28
Microprocess
or
Hub
Rosewill Inc. http://www.ro
sewill.com/
Rosewill RC-402 LAN
Card 10/ 100Mbps PCI 1
x RJ45
Networking
Card
Hub
Shenzhen Magtop
Technology Co.,
Ltd.
http://www.m
agtop.com.cn/
RJ45 Jack And Plug
10/100base-tx Single
Port With 2 USB Female
Module
USB and LAN
port
Hub
After negotiation with the companies listed above, we will partner with these suppliers
and have all the necessary components of our product manufactured under a contract.





Management and Ownership:

The CEO oversees day-to-day business as well as the three Senior Vice Presidents There
are no currently planned additions in executive personnel to our company.

Key Management/ Operating Personnel
Pranav Sharma: CEO. The role of the CEO of Impulse Inc. is to create, communicate and
implement the company’s vision, mission and goals. As the highest-ranking executive officer,
the CEO must lead and evaluate the work of other executives (the SVPs and VPs). The CEO
oversees the operations of Impulse Inc. and manages the human, financial and physical
resources of the company.
Caroline Li: SVP Sales and Marketing. The role of the Senior Vice President of Sales and
Marketing is to develop and implement sales and marketing plans, strategies and programs. The
SVP of Sales and Marketing is responsible for analyzing and evaluating the effectiveness of
existing sales and marketing strategies, and their results. In addition to these duties, they
manage sales and marketing budgets, direct and coordinate sales personnel, oversee the entire
marketing team and report progress to the CEO of Impulse Inc.
Jeffery Gao: SVP Operations. The role of the Senior Vice President of Operations is to manage
the day-to-day activities of the corporation, develop long-term strategic plans for profitability,
and act as a liaison between the supplier and Impulse Inc. Additionally; they must be constantly
involved in managing the employees across the business divisions.
Junhee Lee: SVP Design
Vivian Peng: VP Finance controls all aspects of finance and makes sure that the company is
profitable and how much profit can be made. Also helps determine pricing.
Laura Ing: VP Engineering
Lukas Zhornyak: VP Technology examines all of technical aspects of the product and the
inner workings of it.
Lynaea Korol-Filbey: VP Development, involved in prototype design and development to
make sure that it best suits the customer
Michelle Li: VP Sales
Gloria Yu: VP Operations, finds new areas of growth for the company
Cameron Lee: VP Public Relations
Felix Venier: VP Product Management
Max Liu: Webmaster
Sherry Cheng: Manager of Company, makes sure that the employees within the business are
doing their jobs properly
Alexander Glover: Sales Manager
Eric An: Communications Manager
Andrew Crowther: R&D Engineer
Sherrie Cheng: Communications Associate
Thomas Pritchard: Research Associate
Albert Kragl: Sales Associate
Weizhen Sheng: Sales Associate
Max Thoburn: Promotional Consultant
Nicole Cheng: Marketing Consultant



Contingency Plans

Contingency Plan for Product Recalls
In the event that product defects occur during the manufacturing process necessitating a safety
recall for the Evita product, the following procedures will be implemented.

1. Designating responsibilities and selecting recall committee members (1-2 from each
department) to participate in the investigation; establish communication amongst said
members.
2. Recall committee to establish a procedure for identifying the issue (analyzing customer
complaints, product testing, etc.…) and determining the level of hazard.
3. Contact affected parties: regulatory authorities, distribution chains, and consumers.
4. Removal, control, and disposition of the recalled product; decision of redirection, destruction,
or recondition for the product.

All of the above procedures will be recorded in a logbook. A mock recall will be tested at least
once a year.

Contingency Plan for Lack of Consumer Interest
In the event that customers lack interest in Evita, the following procedures are to be followed.

1. Selecting 1-2 members from each department to form a committee to investigate into the
disinterest; are consumer needs being addressed? Does the product appear appealing? Etc.…
2. After identification of the problem, committee to decide which areas need improvement upon
(i.e. marketing strategies) and which departments can help address the problem.
3. Plan a solution to the lack of interest in the product with the help of the committee and any
necessary departments.
4. After implementing the plan, evaluate its effectiveness and see if it has properly addressed the
lack of interest; if not, repeat above procedures.

All of the above procedures will be recorded in a logbook.

Legal Structure
Our company is a general partnership where everyone acts as an individual investor in
the company. In a general partnership it is paramount that each partner acts in a responsible
manner that will not harm the other investors. This is especially important, as partners can be
held accountable for each other’s actions whether good or bad and are under joint liability.
Personal assets are also at risk.

Owners
Every person amongst the management and co-founders are owners of the company.
Each person owns 10% of the company and acts as a general partner within it. Profit is split
equally among the partners.


Funds Required and Their Uses:

Year 1 – Evita Product Pricing:
Price Cost of Goods
Sold
Gross Profit
1 Central Hub $45 $27.68 $17.32
1 Adaptor $10 $6.18 $3.82
1 RFID Tag $5 $0.90 $4.10
Current Funding Requirements:
To begin with, ten senior executives of Impulse will be investing $3000 to provide more
detailed product development and more effective marketing operations. The majority of this
initial investment will be used to kick start the company during the first few months of
operation.
During the process of starting up, Impulse will require more short-term funding in order
to hire product development professionals, so that Evita is more effective when it hits the
market. A software engineer and an electrical engineer will be employed part-time during the
first three months whenever Impulse requires adjustments to be made on the product. Since
they will only be consulted occasionally, they will each be paid $5000 during Year 1.

Funding Requirements over the Next Five Years:
After the first year of business operations is over, the original co-founders of Impulse will
be able to independently manage the business and the product. Therefore, there will be very
minimal expenses incurred and no additional funding will be required.

Financial Statements

*The following financial statements are based on the assumption that each targeted
corporation will have an average of 1500 employees, where each employee has their own
personal computer.

Monthly Sales:

Year 1:


Year 2:



Monthly Income Statements:

Year 1:

Year 2:






















Yearly Income Statements:


*The break-even point is projected to be in the middle of Year 2.

Monthly Balance Sheets:

Year 1:















Year 2:


































Appendices + Exhibits
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Sources:
http://www.iso.org/iso/home/store/catalogue_tc/catalogue_detail.htm?csnumber=30528
http://www.etsi.org/technologies-clusters/technologies/radio/radio-
spectrum?highlight=YTozOntpOjA7czo0OiJyZmlkIjtpOjE7czoxMDoicmVndWxhdGlvbiI7aToyO
3M6MTU6InJmaWQgcmVndWxhdGlvbiI7fQ==
http://www.gs1.org/docs/epcglobal/UHF_Regulations.pdf
http://www.rfidiom.com/rfid-technology-introduction/
http://www.ic.gc.ca/eic/site/061.nsf/eng/02804.html
http://citeseerx.ist.psu.edu/viewdoc/summary?doi=10.1.1.182.5224
http://www.impinj.com/resources/about-rfid/how-do-rfid-systems-work/
http://www.forbes.com/sites/williampentland/2011/09/03/top-26-home-energy-hogs-turned-
off/
http://www.trentu.ca/eab/energy_computer.php
http://www.rfidjournal.com/articles/view?7434
http://www.rfidjournal.com/articles/view?3889
http://www.technovelgy.com/ct/Technology-Article.asp?ArtNum=2
http://standby.lbl.gov/summary-table.html


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