Section 2

Team 8
Spring 2019

Business Plan
Business Name: Two Trail Tumbler
Business Idea: Dual Chambered Insulated Tumbler

Team Members: Email Address:

Morgan Burlew ________________________________ burlewmm@dukes.jmu.edu

Kyle Carter ________________________________ caterkv@dukes.jmu.edu

Ji Hye Choi _______________________________ choi23jx@dukes.jmu.edu

Jack Ganser ________________________________ ganserjc@dukes.jmu.edu

Grace Hasslinger _________________________________ hasslige@dukes.jmu.edu

Sarah Murter _________________________________ murtersb@dukes.jmu.edu

Nicholas Pease _________________________________ peasend@dukes.jmu.edu

Callie Sprouse _________________________________ sprouscm@dukes.jmu.edu

1
 Executive Summary
Two Trail Tumbler
Jack Ganser
240 W 3680 S, Salt Lake City, Utah 84115
Phone: (801)-322-7148
E-mail: twotrailtumbler@gmail.com

Management:
Titles: Business Description: Two Trail Tumbler is
General Manager a C Corporation manufacturer, which
Marketing Manager provides a highly functional, dual chambered
Operational Manager tumbler for the everyday consumer.

Industry: Product: Our product is a dual-chambered,

NAICS code 332439 - Metal Container and insulated tumbler that offers the convenience
Manufacturing of holding hot and cold beverages in one
container. Our sales volume for year one is
Number of Employees: 11 56,205 units, costing $20.93 and selling for
$54.99 produced inhouse.
Amount of Financing Sought:
$1,160,000 Competitive Advantage: Two Trail
Founding Investors: 13.79% Tumbler’s competitive advantage is its
VC Investors: 86.21% forward-thinking, dual chamber insulated
design. The existing market limits consumers
Investment Sources: to one beverage at a time, while we allow two.
Founding Investors: $160,000
VC Investors: $1,000,000 Markets: Our target market is young adults
and adults, most of which live active lifestyles.
Use of Funds: The funds we acquire will go The largest segment of our target market is
into expanding production and increasing our Big Sky Families which has 3,070,303
advertising budget. household and a 2.5-3.5% growth rate over
the next four years.
Product Selling Price: $54.99

Distribution Channels: In the first few years of operation we will exclusively sell through our
website directly to the consumer. In year three we will introduce wholesalers along with our website.

Competition: Our direct competition is Yeti, Hydro Flask, and Swell. The current market is highly
competitive and growing rapidly, allowing for an increase in entry.

Financial Projections (Unaudited):

2019 2020 2021 2022 2023
Revenue: $3,090,711 $9,121,819 $10,940,267 $17,808,671 $24,748,987
EBIT: -$830,109 $1,461,051 $1,189,917 $4,325,638 $6,226,276

2
Elevator Pitch: Over 60 million plastic water bottles are thrown away every day in the United States

alone (Franklin, n.d.). How would you like to simplify your daily routine while reducing your carbon

footprint? Two Trail Tumbler provides a solution for all types of people by manufacturing an

everyday, dual-chambered, eco-friendly, insulated tumbler. Whether you are a busy professional on

the go or an individual embarking on your next adventure, this tumbler provides a convenient way

to enjoy two beverages at once, making it a great choice to take the trail less traveled.

Product Description: Our dual-chambered, 32 oz. tumbler is divided into two 16 oz.

compartments. Both compartments are insulated separately to ensure ideal temperature, regardless

of whether the drinks are hot or cold. Our product brings more convenience to the average tumbler,

as you can insulate two beverages at once, in the same cup. It is also made with sustainable materials

that ensure durability and reduce negative environmental impact.

Competitive Advantage: Competitors like Yeti produce similar tumblers, but we differentiate from

them in both convenience and sustainability. While most tumblers on the market hold only one

beverage at a time and are produced using environmentally harmful insulation methods, our

tumblers hold two beverages at once and are produced using sustainable materials and

manufacturing methods. This allows us to fill a hole in the otherwise untouched market segment of

convenient, durable, eco-friendly tumblers.

Value Proposition. We are offering investors the opportunity to be a part of a company that is

changing the hydration industry. Environmental mindfulness is becoming more important to

younger generations, and this will work in favor of our stakeholders as our market share grows.

Business Strategy: Two Trail Tumbler’s business strategy focuses on differentiation by providing a

product that no one else offers. We are also looking to differentiate the way our company is

interacting with our community. Though Utah is behind the curve in the treatment of minorities, we

3
hope that by offering benefits to all employees, and special benefits specifically for women, we can

bring change to the business climate in Utah.

Business Location: Two Trail Tumbler is located in Salt Lake City, Utah, which helps us reach our

target demographic, simplify our distribution strategy, and project economic growth for our future.

This location is close to people in the Rocky Mountain States who enjoy the outdoors and have an

eco-friendly mindset. Utah is also home to three respected universities that offer a young and

vibrant potential workforce. Salt Lake City has low real estate (with median housing cost of

$369,900) and offers many outside attractions such as skiing and hiking, which will provide our

employees with career and personal life accommodations. Utah also flaunts one of the lowest flat

corporate tax rates at 5%, according to the Tax Foundation (Utah Tax Rates and Rankings, n.d.).

Outsourced Functions: Because Two Trail Tumbler is new and has no brand awareness, it is in

our company’s best interest to outsource our web design and product design. This permits us to

keep cost of salaries lower and allows us to easily recontract if we are satisfied with the work.

Financial Performance: After requesting $1,000,000 from our venture capitalists, we only lost

$830,109 in the first year and broke even in year two. After five years, our net income grew to

$4,610,557. To keep shareholders happy, we lent out 30% of profit in dividends per year, starting in

year two. Financial ratio analysis shows that we did well in account receivables turnover (12 days

after year three vs industry average of 11.56 days) (Configure Display, n.d.), but it is in the best

interest of the country to lower other ratios such as quick ratio and current ratio in the future.

Overall, our company performed well for a startup company.

4
 Exhibit 1:

Two Trails Tumbler

Year 2, 2020

5
Exhibit 2:

6
Exhibit 3:

7
Exhibit 4:

8
 Exhibit 5:

Positioning Statement: From the outdoorsy individual to the working class, Two Trail
Tumbler specializes in making our customers more comfortable by providing a
convenient way to carry their favorite beverages throughout the day. Using
environmentally sustainable insulation technology and materials, Two Trail Tumbler
provides our customers the opportunity to reduce their carbon footprint. The dual-
chambered design gives consumers the ability to carry two beverages of the same or
different temperature in one container while maintaining long-lasting temperature.
Take the trail less travelled, or why not take both?

9
Exhibit 6:

10

Quality What is measured?
Step
Q1 Visual inspection of cups and
lids for structural issues.
Q2 Preform temperature test to
measure how effectively each
side of the cup retains hot and
cold temperatures.
Q3 The leak proof design by
guaranteeing the lid creates a
tight seal with the cup.
For each critical failure point:
Failure Brief description
Point
F1 If improper insulation and
sintering occurs the tumblers
structural integrity will be
jeopardized as well as the cups
insulation performance.
Exhibit 7:
How often? How will you ensure
quality?
Every molded item. An employee will inspect the
integrity of the cup for
physical defects.
A cup at random will We will be using a thermal
be selected from each chamber machine to test the
batch after being temperature for each side of
Vacuum sealed. our tumbler.
We will be checking An employee will check the
each lid after it is alignment using visual and a
assembled with the physical test before passing
cup. the cup to be buffed.
How will you How will you recover if
prevent this failure? this failure occurs?
Prior to insulating If a tumbler does not meet
and sintering we will requirements for proper
inspect each tumbler insulation, we will re-vacuum
for imperfection. insulate and sinter the
tumbler to ensure structural
integrity.
11
Exhibit 8:

12
Exhibit 9A:

13
Exhibit 10:

14
Exhibit: 11A

15
Exhibit 12:

16
Exhibit 13:

17
 Exhibit 14:
Sales Revenue- This number comes exactly from our projected sales forecast in Exhibit 4.
COGS- Starting in year 1, our variable cost of raw materials goes as follows: packaging-$.35 buffing wheel- $.07, buffing
compound- $.09, large O-ring $1.64, Small 0-rings $.42, Feedstock for Cup- $7.14, Bottom Vacuum Plug- $.70, Small
Gaskets (x2)- $.42, Feedstock for lid $.26, Outbound transportation (one rate for all zones) - $6.84, Labor Cost- $4.48.
This makes our total Variable Cost $21.99. This number decreases as we build relationships and buy in bulk and become
more proficient.
Salaries and Wages Expense- This cost is outlined in Exhibit 2 and increases as we add more employees and as
employee salaries increase from year to year. Labor cost from COGS is subtracted from final salary calculated in Exhibit
2.
Payroll Tax Expense- Payroll tax expense is also outlined in Exhibit 2 and increases every year as we add more
employees and as employee salaries increase from year to year.
Employee Benefits and Retirement- This cost is the same for every employee and is also outlined in Exhibit 2 with
increases from year to year.
Commissions Expense- Sales Representatives earn 5% of the sales they are making to retailers. Commissions are
calculated with the following formula: (0.05 x sales generated from retailers)
General Insurance Expense- This cost is calculated using the average business insurance expense, and we expect it to
grow as our business grows.
Depreciation Expense- This cost is calculated using MACRS depreciation with seven year average life of machinery
and no salvage value. Increases as we increase equipment.
Rent Expense- Total office size of 4,532 square feet at a rate of $12 per square foot per year results in an expense of
$54,384. Manufacturing floor space of 3,171 square feet at a rate of $0.85 per square foot per year results in an expense
of $2,695. Adding the two gives us a total space of 7,703 square feet and total rent expense of $57,079 per year.
Travel, Meals, and Entertainment -Based on averages of start up companies in the area
Website Expense- This is a fixed expense each year to have a web developer first develop the website and then update
it yearly.
Advertising and Promotion Expense- This expense is outlined in Exhibit 6 under promotional strategy.
Licenses Expense- The business license fee in Utah is currently $150 a year.
Office Expense- Each employee uses about $80 of office expense per month, so there is a $960 per employee office
expense.
Design Expense- The average freelance design contractor costs $56,000 for a year. We only need one for three months
the first year to design our cup. We will re-contract a contractor in year three to update our design based on customer
satisfaction.
Utilities Expense- Utilities cost about $0.70 per square foot. This number increases yearly as production increases.
Cash and Cash equivalents- This number is taken directly from our cash flows statement, before year 1 includes
capital from all investors less money spent on equipment.
Finished Goods Inventory- This number is determined by our capacity, found in Exhibit 10. We found them in terms
of dollars by multiplying the average selling price by how much product we could be making. We intend for this to
increase over time to combat our increasing demand.
Current Liabilities- Because our company is financed with investments and venture capitalists, our only liabilities are
accrued wages, taxes and benefits. This was determined by calculating the last two weeks of payroll, taxes, and benefits
we would owe because we pay employees on the 1st and the 15th of each month.
Common Stock Owners- Each of us have decided to put in $20,000 of our own capital. (8 group members x $20,000
each). We are asking for $1,000,000 from venture capitalists, which will account for 13.79% of our company. Our
common stock will total to $1,160,000.Each of the 8 of us own 9,375 shares which we bought at a price of $2.13 a share,
our VC capitalist own 20,000 shares, bought at a price of $50 a share.
Most of our Cash Flow is standardized from our other financial statements
Inventory- Inventory equals net inventory minus the products we sold, in terms of dollars.
Investments-We placed 500,000 of excess cash in year 4 into spdr s&p 500 index etf that pays 10.53% a year(based on 5
year returns), will continue to do so in the foreseeable future.
Dividends- Starting in year two when we begin to be profitable, we will pay our stockholders 30% of our profits.
Type of organization/ Tax- C Corp, pay federal income tax, and Utah’s 4.95%
Operational Cash flow- calculated by taking net income, adding depreciation, subtracting changes(increasing only) in
accounts receivable, subtracting(increases only) changes in inventory, and then adding back the changes in accounts
payable( increases only)
Free Cash Flow- Operating cash flow minus expenditure of year on fixed assets.

18
Exhibit 15:

19
 Exhibit 16:
The activity in our income sheet, balance sheet, and statement of cash flows can be analyzed using
our financial ratios.
1. Liquidity Ratios
a. Our current ratio is high compared to the industry average over the years because of high
net fixed assets and inventory compared to our current liabilities. If we lower assets like
inventory in the future, it will bring our current ratio closer to the industry average of 2.34.
We would like to have a higher current ratio to pay off our liabilities, but we need to also
ensure that it is liquid.
b. Our quick ratio is high compared to industry average, meaning that we have enough assets
to meet our short term liabilities. This will make us attractive to lenders, suppliers, and
investors.
2. Asset Management Ratios
a. Our inventory turnover is typically lower than the industry average because we have high
inventory levels from the years that we introduce new machinery. We are looking to improve
this ratio in the future.
b. We do not have accounts receivable in years one and two because we are only selling
through our website. Starting in year three, our accounts receivables turnover is 12 days,
which makes us competitive with the industry’s average of 11.56 days. This shows that we
are collecting our money in a timely fashion.
c. Our fixed asset turnover is in competition with the industry’s average of 16.29 days.
Because we are generally above industry average, it is clear that we are not holding our
capital in our fixed assets.
4. Profitability Ratios
a. Our gross profit margin for all five years is higher than the industry’s average of 34%.
Higher gross profit margin is a result of low cost of goods sold, which leads to faster
revenue.
b. Having a higher operating profit margin is a good sign that we are continually seeing the
money we are spending on our business yield a higher profit.
c. Our return on assets are well below the industry average of 5.17. After starting at -0.43 in
year one, our steady increase comes from our net income increases and steady level of fixed
assets.
5. Dupont Analysis
a. After the first year where we generated -0.27 net profit margin, we had a steady increase in
net profit margin and reached the industry’s average of 0.02 in year two. In year five, we had
a net profit margin of 0.19, which means that we were able to effectively control costs.
b. During our first five years, our total asset turnover was around the 2.48 industry average,
meaning that we were successful at using our assets to generate profits.
c. We had a steady equity multiplier ranging from 1.04 to 1.12(besides year one) because of
the consistent dividends we pay off to our stockholders. Stockholders are looking for us to
continually decrease this number, so we hope to decrease it in the future.
d. Our Return on Equity does not have a consistent increase from year to year, especially in
the years following the purchase of new machinery. Going forward, we would like to see a
steady increase in return on equity to show that we need less capital to produce more profit.

20
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 Team Biography:

My name is Morgan Burlew. I am from Elkton, MD. I am currently

studying Business Management with a concentration in entrepreneurship
and a minor in statistics. I enjoy going to the beach with my friends and
anything that involves being outside.

My name is Kyle Carter. I am from Ashburn, VA. I am currently a Junior

studying towards a Business Marketing degree. In my free time I enjoy
working on cars or playing basketball. When not doing either of those I
am normally hanging out with my dog on the couch. Ideally in the future
I will be working for some form of advertising/marketing firm where I
have the opportunity to get out of the office frequently and work closely
with clients.

My name is JiHye Choi. I am from Seoul, South Korea and I am currently

a junior studying Marketing. In my free time, I like to make or create
something new like cooking or doing cross-stitch, work out and hiking.
Also, I enjoy traveling with my friend and family to watch new place and
can see new things that never seen before. It makes me reduce my stress.

My name is Jack Ganser and I am from Milford, Connecticut. I am junior

currently studying Finance with a concentration in risk management. This
year, I am focusing on my travels as I will be attending one of JMU’s
study abroad trips in Europe. After I graduate, I want to work in the
reinsurance industry in a warm weathered location.

27
My name is Grace Hasslinger and I am from Frostburg, Maryland. I am
currently a junior Marketing major. In my free time, I enjoy cooking and
taking nature walks. I hope to one day create my own allergy free health
food business.

My name is Sarah Murter and I’m from Lovettsville, Virginia. I am a

junior majoring in Management with a concentration in Business Analysis
and Consulting and minoring in CIS. I love animals and being outdoors,
and I enjoy spending time with my family and friends.

My name is Nick Pease. I am from Ipswich, Massachusetts and I am

currently a junior CIS major. I enjoy traveling to new places and doing hikes
with friends and family. After college I hope to work in either software
development or information technology.

My name is Callie Sprouse, and I’m from Harrisonburg, Virginia. I am a

sophomore majoring in International Business, and I’m looking to minor
in Cultural Communication and Nonprofit Studies. I hope to travel the
world, and I want to work with nonprofits.

28