Membership Social Events Business Plan

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Table of Contents
1.0 Executive Summary .................................................................................................................... 1

Chart: Highlights .......................................................................................................................... 2
1.1 Objectives.................................................................................................................................... 2
1.2 Mission .......................................................................................................................................... 2
1.3 Keys to Success ........................................................................................................................ 2
2.0 Company Summary ..................................................................................................................... 3
2.1 Start-up Summary ................................................................................................................... 3
Table: Start-up.............................................................................................................................. 4
Table: Start-up Funding ............................................................................................................ 5
Chart: Start-up ............................................................................................................................. 6
2.2 Company Ownership ............................................................................................................... 6
3.0 Services ............................................................................................................................................ 7
4.0 Market Analysis Summary ........................................................................................................ 7
4.1 Market Segmentation ............................................................................................................. 8
Table: Market Analysis ............................................................................................................... 8
Chart: Market Analysis (Pie) .................................................................................................... 9
4.2 Target Market Segment Strategy ...................................................................................... 9
4.3 Service Business Analysis ................................................................................................... 10
4.3.1 Competition and Buying Patterns ............................................................................ 10
5.0 Strategy and Implementation Summary .......................................................................... 11
5.1 Competitive Edge ................................................................................................................... 11
5.2 Marketing Strategy ................................................................................................................ 12
5.3 Sales Strategy ......................................................................................................................... 12
5.3.1 Sales Forecast.................................................................................................................. 13
Table: Sales Forecast ........................................................................................................... 13
Chart: Sales Monthly ............................................................................................................ 14
Chart: Sales by Year ............................................................................................................. 14
5.4 Milestones.................................................................................................................................. 14
Table: Milestones ....................................................................................................................... 15
Chart: Milestones ....................................................................................................................... 15
6.0 Web Plan Summary ................................................................................................................... 15
6.1 Website Marketing Strategy ............................................................................................... 16
6.2 Development Requirements ............................................................................................... 16
7.0 Management Summary ............................................................................................................ 16
7.1 Personnel Plan ......................................................................................................................... 16
Table: Personnel ......................................................................................................................... 17
8.0 Financial Plan ............................................................................................................................... 17
8.1 Important Assumptions ....................................................................................................... 17
Table: General Assumptions .................................................................................................. 17
8.2 Break-even Analysis .............................................................................................................. 18
Chart: Break-even Analysis ................................................................................................... 18
Table: Break-even Analysis.................................................................................................... 18
8.3 Projected Profit and Loss ..................................................................................................... 18
Chart: Profit Monthly ................................................................................................................ 19
Page 1
Table of Contents
Chart: Profit Yearly .................................................................................................................... 19

Chart: Gross Margin Monthly................................................................................................. 20
Chart: Gross Margin Yearly .................................................................................................... 20
Table: Profit and Loss ............................................................................................................... 21
8.4 Projected Cash Flow .............................................................................................................. 21
Table: Cash Flow ........................................................................................................................ 22
Chart: Cash .................................................................................................................................. 23
8.5 Projected Balance Sheet ...................................................................................................... 24
Table: Balance Sheet ................................................................................................................ 24
8.6 Business Ratios ....................................................................................................................... 24
Table: Ratios ................................................................................................................................ 25
Table: Sales Forecast ......................................................................................................................... 1
Table: Personnel ................................................................................................................................... 2
Table: Personnel ................................................................................................................................... 2
Table: General Assumptions ............................................................................................................ 3
Table: General Assumptions ............................................................................................................ 3
Table: Profit and Loss ......................................................................................................................... 4
Table: Profit and Loss ......................................................................................................................... 4
Table: Cash Flow .................................................................................................................................. 6
Table: Cash Flow .................................................................................................................................. 6
Table: Balance Sheet .......................................................................................................................... 8
Table: Balance Sheet .......................................................................................................................... 8
Page 2
Gastronome Gander's Gatherings
1.0 Executive Summary
Gastronome Gander's Gatherings, Inc. is a new small business aimed at providing social
functions to professional single adults, our members in the greater Gourmandeville area. The
functions tend to be focused around food. The events are held in other business establishments
and may be indoors or out depending on the type of event. The events may range from sit-
down dinners, to wine tastings, to cooking classes, and may include trips. One major difference
between Gastronome Gander's Gatherings and other singles groups is that ours is a social
group, with no match-making or other related dating pressures. Gastronome Gander's
Gatherings was started near the end of last year and expects to kick off events in early in Year
1 and to have three events per month by the end of this year.
The Market
Gastronome Gander's Gatherings will target a distinct market segment of the population; single
people in their late twenties to late fifties in age. In addition, we are marketing three
geographical areas, Gourmandeville, the South Downes, and Washbourne. Gastronome
Gander's Gatherings events must be well run, upscale, and appealing to the members.
Key to Success
Gastronome Gander's Gatherings has identified four keys to success, which will be closely
monitored. The first is to provide excellent quality events. The second is to develop and keep a
good reputation through customer service and integrity with other business establishments.
Third, we will provide a variety of events to meet member expectations. Lastly, our events will
be upscale, relaxing environments, without match-making pressures.
Management
Gastronome Gander's Gatherings is owned and operated by Trencherman Gander. Trencherman
is college educated, has run a consulting business in the past, lives in Gourmandeville, and has
a good knowledge of food, wine, cooking, and travel.
In addition to Trencherman, a professional team of consultants and professional people

experienced with a similar membership dinner group, Restaurant Raconteurs of Cookeston,
include an attorney, an accountant, a Web Master, a writer/marketing specialist, and the
president of Restaurant Raconteurs of Cookeston.
Financials
Gastronome Gander's Gatherings has made conservative forecastes of gross revenue for the
three years of this plan. Our expected net profit margins for years two and three will be 16
and 32 percent, respectively. Gastronome Gander's Gatherings is an exciting alternative to
other similar companies and we expect to leverage our unique difference into a sustainable
company.
Page 1
Chart: Highlights
1.1 Objectives
• Become Gourmandeville's and Washbourne's premier singles social group.

• Achieve a customer satisfaction rate of 80 percent (i.e., membership renewal).
• To have a growth rate of 20 new members per month.
• Achieve gross revenues of $25,000 during the twelve months after the initial kick-off event.
1.2 Mission
Mission Statement: Gastronome Gander's Gatherings, Inc.'s mission is to provide the best
social events for single people without matchmaking hassles. This goal will be achieved through
reasonable pricing, outstanding customer service, and predictive/consistent services.
1.3 Keys to Success
• Our commitment to providing excellent quality events, including great food and beverages,
at all times.
• Maintaining a reputable and untarnished reputation in the community.
• Providing popular and wide-ranging entertainment activities.
• The creation of a unique, innovative, upscale atmosphere that will create an environment
that won't intimidate a person during their initial event meeting.
Page 2
2.0 Company Summary
Gastronome Gander's Gatherings is a new small business aimed at providing social functions to
professional single adults, our members in the greater Gourmandeville area. The events tend to
be focused around food. The events are held in other business establishments and may be
indoors or out depending on the type of event. The events may range from sit-down dinners, to
wine tastings, to cooking classes, and may include trips. One major difference between
Gastronome Gander's Gatherings and other singles groups is that ours is a social group, with no
match-making or other related dating pressures.
Gastronome Gander's Gatherings was started near the end of last year and expects to kick off
events in early Year 1 and to have three events per month by the end of this fiscal year.
Trencherman Gander (President) is college educated with multiple degrees, has previously
operated a consulting business, has lived in Gourmandeville for two years, and has a good
knowledge of food, wine, cooking, restaurants and travel.
2.1 Start-up Summary
Total start-up expenses, including legal costs, office furniture, computer, printer, digital
camera, website development, software, logo design, marketing, contracted writer, artist, and
related expenses are shown below. We also have initial cash to handle the first few months
of operations and kick-off events (which will be free) as memberships and event income
develop the cash flow.
All events will be held in various venues. Gastronome Gander's Gatherings will be a home
office, with dedicated space, telecomm and Internet service within the owner's home.
The owner will invest in the business. A short-term loan will be negotiated for the balance of
the start-up funding.
Page 3
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $1,000
Office Supplies $500
Software $750
Web Master $500
Logo Design $1,000
Website Design $1,500
Marketing Content Writer $750
Telecomm & DSL Setup $100
Website Hosting Setup $60
Graphic Artist $750
Computer $4,000
Digital Camera $400
Color Laser Printer $700
Office Furniture $858
Other $364
Total Start-up Expenses $13,232
Start-up Assets
Cash Required $5,500
Other Current Assets $0
Long-term Assets $0
Total Assets $5,500
Total Requirements $18,732
Page 4
Table: Start-up Funding

Start-up Funding
Start-up Expenses to Fund $13,232
Start-up Assets to Fund $5,500
Total Funding Required $18,732
Assets
Non-cash Assets from Start-up $0
Cash Requirements from Start-up $5,500
Additional Cash Raised $6,384
Cash Balance on Starting Date $11,884
Total Assets $11,884
Liabilities and Capital
Liabilities
Current Borrowing $15,000
Long-term Liabilities $0
Accounts Payable (Outstanding Bills) $116
Other Current Liabilities (interest-free) $0
Total Liabilities $15,116
Capital
Planned Investment
Owner -- Trencherman Gander $10,000
Investor 2 $0
Other $0
Additional Investment Requirement $0
Total Planned Investment $10,000
Loss at Start-up (Start-up Expenses) ($13,232)

Total Capital ($3,232)
Total Capital and Liabilities $11,884
Total Funding $25,116
Page 5
Chart: Start-up
2.2 Company Ownership
Gastronome Gander's Gatherings, Inc. is an S corporation. The law firm of Capon & Briencroute
completed and filed the articles of incorporation. IRS form SS-4 indicating that Gastronome
Gander's Gatherings, Inc. is an 'S' Corporation and applying for an Employer Identification
Number (EIN) was filed by Larry W. Boeuff of Moutton & Boeuff, P.C. The EIN was assigned by
the IRS late last year.
Gastronome Gander's Gatherings, Inc. a private S corporation is solely owned by Trencherman

E. Gander.
Page 6
3.0 Services
Gastronome Gander's Gatherings will provide customers with fun events that provide a relaxing
atmosphere, great food, wine, excitement, all while forming lasting friendships at affordable
prices.
Although there is currently no exact competition in the immediate area in which we plan to
establish our events, there are numerous similar groups. The other singles groups are mostly
involved with matchmaking or dating services. The social types are geared for specific reasons,
e.g., religous groups and environmental groups.
In meeting our goals, the company plans to become profitable and retain a solid leadership
position in the marketplace by providing:
• Quality events - Better rated restaurants, upscale wine tastings, and culinary classes.
• A wide variety of activities - Sit down dinners, cooking classes, outdoor events, and
travel.
• Aggressive marketing and networking - Press releases, radio presentations, brochures,
ads, and other types of media.
• Customer satisfaction - Personally greeting people at events, name tags, designated
greeters for new people, e-mail confirmations with directions.
4.0 Market Analysis Summary
Gourmandeville's population is 687,708 and the surrounding area (the South Downes) has
631,985 people. The city of Gourmandeville has recently been rated as the number one singles
city in the nation by Fibbes Magazine. In addition, Gourmandeville has a high number of
restaurants per capita as well as wineries, and a culinary school. Approximately 61 percent of
the population is between the ages of 25 and 60. Annual household incomes indicate that 70
percent are above $35,000. Moreover, 31.1 percent (or 410,424 people) fall into occupational
categories of professional/technical or proprietor/managerial.
Within the South Downes population, approximately 55 percent are single, 40 percent are
between the ages of 25 and 60, and 50 percent have incomes greater than $35,000. Thus, the
population of interest to Gastronome Gander's Gatherings is 69,518.
Washbourne, has a population of 1,144,646. Of these approximately 52 percent are single and
40 percent are within the ages of 25 - 60; for a population of 238,086. About 50 percent have
incomes greater than $35,000; thus the population of interest to the company is 119,043.
Members from other Gastronome Gander's Gatherings groups have noted that one reason they
belong is the social aspect being offered without the match-making pressure. In addition, they
note the respect for privacy by only using first names and not releasing any personal data.
Page 7
4.1 Market Segmentation
The market for Gastronome Gander's Gatherings is single adults in their late twenties to late
fifties. These singles should be of above average income and generally they have some college
education or degrees. We aim our events at people who have disposable income and enjoy
spending that money on their entertainment.
While we have indirect competition with other singles groups, we believe that their focus tends
to be on match-making/dating or they have a specific focus such as religion or nature (e.g.,
Sierra Club's singles group).
The market analysis table was derived by finding the populations for each area (Census data)
then determining the percentage that are single. Next, based on the census data an estimate of
the number that are in the appropriate age bracket a figure was calculated. Lastly, an estimate
of income was performed to derived the final figure. For example, in Gourmandeville the total
population is 687,708, where approximately 61 percent are single or 419,502. Of these
approximately 45 percent are between ages 25 and 60, or 188,776. Lastly, 70 percent have an
income greater than $35,000 for a total of 132,143 people.
(Growth rates were estimated from individual city data.)
Table: Market Analysis
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Single population in 3% 132,143 136,107 140,190 144,396 148,728 3.00%
Gourmandeville & income
>$35K
Singles population in South 4% 69,518 72,299 75,191 78,199 81,327 4.00%
Downes & income >$35K
Single population in 2% 119,043 121,424 123,852 126,329 128,856 2.00%
Washbourne & income >$35K
Total 2.85% 320,704 329,830 339,233 348,924 358,911 2.85%
Page 8
Chart: Market Analysis (Pie)
4.2 Target Market Segment Strategy
Recognizing that our market groups (Gourmandeville, South Downes, and Washbourne) are
distinct, the company will adopt different strategies for reaching each. While all three groups
like outdoor activities there are area differences.
Known for its casual and playful nature, Gourmandeville is the playground of our area. Situated
at the center of the region, it stands as the gateway to the South Downes and the Thirty Lakes
district. As the state capital and home to the University, the city supports a politically charged
and culturally rich environment. Gourmandeville is hip, trendy, and high-tech. A large creative
population—primarily musicians and artists—enhance its eclectic nature. Thus, our
market philosophy realizes that people in Gourmandeville tend to be very casual in their leisure
time activities and like new/trendy events.
Washbourne is the ninth largest city in the nation; the city has retained its sense of history and
tradition. Sounds and flavors of Native Americans, Old Mexico, Germans, the Wild West,
African-Americans, and the Deep South mingle and merge here. Close to eight million visitors a
year delight in the discovery of Washbourne's charms. People in the Washbourne area are
surrounded by history, tourism events, places, and visiting people. Moreover, Washbourne's
major industries are aerospace, bioscience/health care, hospitality, information technology
and the military. Washbourne tends to reflect more conservative ideals than Gourmandeville.
With professional sports teams in Washbourne, there is added competition for leisure dollars.
The South Downes can be described as numerous smaller towns (45 cities) and a large land
area (14,000 square miles). There are numerous rivers and lakes within the hills west of
Gourmandeville and north west of Washbourne. The people here love the outdoors and tend to
be conservative. This population is casual in their dress and tend to travel less than
Gourmandevillers.
(Source: Chambers of Commerce for each area)

Page 9
4.3 Service Business Analysis
While many singles groups or matchmaking concerns have grown in the past few years,
especially with the advent of the Internet, many singles do not want the pressure of
matchmaking at each social event. For a multitude of reasons, there is the common thought
that single people in our membership's age range (late twenties to late fifties) should not have
a problem meeting people. However, after college meeting other singles can become more
difficult, and for people who were married, many have lost contact with other singles (or their
single friends have married). Therefore, the concept of meeting other singles at a strictly social
function can be appealing. In addition, for those singles who do not wish to enter into long-term
relationships (e.g., marriage) this type of event can provide the social interaction they are
looking for.
On a broader note, the City of Gourmandeville is well known for supporting the local businesses
over national chains. In the city's marketing and advertising this theme comes across. While
not a major factor in business success, this limited type of promotion can be helpful.
4.3.1 Competition and Buying Patterns
On the Internet, various websites can be found promoting singles groups, such as
Gourmandeville Singles:
http://www.singlesonthego.com/gourmandeville/ and http://gourmandeville.about.com/cs/sin
gles/. These websites provide listings for numerous singles groups. These include Toastmaster,
Gourmandeville Jaycees, singles sports groups (e.g., running, skiing, biking, sailing, golf ,
though not all sports groups are not strictly for singles), religous groups (Catholic, Christian,
Jewish), dance groups, speed dating, travel group, single parents, and singles over 50.
Gourmandeville Midlife Singles: A club for the 40 to 60 years old crowd. As noted on their
website: 'This club is for single, decent, middle-class Americans of all ethnic groups between
the ages of 40 and 60 who want to meet other singles of same age within a social environment
for socializing, dating, friendships, but especially for people looking for meaningful long-term
relationships.'
http://gourmandville.about.com/gi/dynamic/offsite.htm?site=http%3A%2F%2Fwww.gourmand
evillemidlifesingles.com%2F
Metrodate (http://www.metrodate.com/gourmandeville/) Gourmandeville Solosingles

(http://www.solosingles.com/singlesgourmandeville/go.htm) Gourmandeville
singles/Gourmandeville swingers (http://www.nasingles.com/rg/gourmandeville-singles.htm)
and others are Internet dating services.
While most seem geared to matchmaking, some are more social such as the Gourmandeville
Sierra Singles (http://sierraclub.org/gourmandeville/singles.html).
Page 10
Most singles groups are aimed at dating/matchmaking. The few that are not, tend to be quite
specific in their interest (e.g., sports, religion, nature). Thus, there does not appear to be any
specific direct competition with Gastronome Gander's Gatherings. However, this lack of direct
competition does not mean that we do not have other groups to worry about for leisure dollars.
We must market our group for its specific differences to attract people who:
1. Are tired of the dating pressures.

2. Just want to socialize.
3. May not be interested in marriage.
Note that 'Gourmandeville Singles' is an escort service. We do not consider this type of
company to be our competition.
5.0 Strategy and Implementation Summary
Emphasize service
Gastronome Gander's Gatherings is a service company. Thus, we will differentiate ourselves
with customer service. We will establish our event offerings as a clear and viable alternative for
our target market, a clear difference from the scores of single dating services.
Build a relationship-oriented business

Build long-term relationships with customers. Gastronome Gander's Gatherings will become our
member's choice for events in a relaxing atmosphere; a better way to meet other singles.
Focus on target markets

We need to focus our events and membership on specific population groups as the key market
segment we should own. We do not want to compete for the dating/matchmaking crowd, but to
offer an alternative to that scene; and as a supplement to those who use dating services.
5.1 Competitive Edge
Gastronome Gander's Gatherings' competitive edge lies with its differences from other single
organizations. These differences added together make us unique and include:
• Upscale events related to food and wine (with a high degree of variety)
• No match-making or dating (no pressure on members)
• Extensive customer service (e-mail event directions, personal greetings at events, name
tags, follow-up on all questions/problems)
Page 11
5.2 Marketing Strategy
The main objective of our strategy is to position Gastronome Gander's Gatherings as the
premier niche singles' social event provider serving the Gourmandeville, South Downes, and
Washbourne markets. The marketing strategy will seek to create customer awareness regarding
the services offered, develop the customer base, and work toward building customer loyalty
and referrals.
This objective will be communicated using several different methods. The first method will be
through the use of Gastronome Gander's Gatherings' website. The website will be a rich source
of information detailing our events offered, previous events held, links, etc. The second method
of communication will be through networking with various media and business people. The
networking activities will be important and fruitful as a significant amount of business gets
conducted through these channels. By being active in networking we believe our membership
will increase, our events will be better recognized, and our reputation as a superior provider of
single social events will become known.
The last method of communication will be through written promotional material. Brochures,
business cards, press releases, e-mails, and the like are an excellent venue for generating
awareness of the company because most or all the material stays with individuals for a time
(versus verbal material that is not physical). Moreover, much of this material can be passed on
to other contacts (indirect referrals). Lastly, specific advertising will be used when possible;
taking into consideration price, target audience that it will reach, and potential pay back.
5.3 Sales Strategy
Competitive Edge
Gastronome Gander's Gatherings' competitive edge is the relaxed atmosphere provided at
events for singles to meet without the hassles of matchmaking. We believe the combination of
worry-free events, a focus on food, wine, and fun, plus a relaxed environment will lead to
interesting conversations and friendships.
Sales Strategy
For potential members Gastronome Gander's Gatherings will emphasize the relaxed atmosphere
of our events. Our strategy will be to differentiate ourselves from other singles groups. Our
website will have FAQs (Frequently Asked Questions) for interested members. In addition, the
website will indicate our niche in the market; that of meeting other singles without the pressure
of matchmaking.
For people signing up as members, the website has an online membership form. The company
is signed up with Merchant Services through our bank (Chase) and we accept Visa®,
MasterCard®, American Express®, and Discover®.
To track members the company uses ACT!™ database that provides details on each member.
This information is used for event ideas as well as seating arrangements at event dinners in
order to put similar people together (based on parameters such as age, gender, and interests).
In order to acquire additional members, current members will be given incentives to bring in
new people. Guest are encouraged through current members and if they join the current
member gets additional months of membership. In addition, if we needed more male members,
we would give additional incentives for men joining.
Page 12
5.3.1 Sales Forecast
Memberships are expected to grow at a rate of 20 people per month. While we feel this number
is conservative based on the Restaurant Raconteurs of Cookeston company, our population is
smaller. In future years we anticipate an 80 percent renewal rate plus 25 new members per
month. With expected marketing we believe these numbers will be easily attainable. The main
driving forces for membership will be marketing, customer satisfaction, and networking.
Gross revenue is based on number of events per month. In the beginning and during the first
year of holding events, we expect to do no more than four events per month. During the
second and third years we expect to do five or six events per month. Again, these numbers are
based on data from Cookeston company.
Profit from events is expected to be zero to a few hundred dollars per event in the beginning.
With more events, more members, and better margins we expect profits to approach $500 to
$1,000 per event (2005 - 2006). The main driving forces for profit are the number of events
per month and event margins. As the company becomes better known in the business
community and with greater member numbers, we expect our margins to increase.
Costs that are not directly related to events includes marketing, sales, office, and related items.
Many of these are fixed costs. However, marketing costs are expected to level off in future
years with networking and word-of-mouth becoming more prominent. The overall numbers for
membership are in line with the total population in our area. We believe our events for singles
and their presentation are unique to this area. With good networking and customer satisfaction
plus adequate press coverage we expect to beat these forecasts.
However, other factors may turn membership downward, such as a weakening economy and/or
job losses in our geographical area.
Table: Sales Forecast
Sales Forecast
Year 1 Year 2 Year 3
Sales
Memberships $22,500 $24,750 $67,650
Events $33,750 $67,125 $101,640
Total Sales $56,250 $91,875 $169,290
Direct Cost of Sales Year 1 Year 2 Year 3

Memberships $1,800 $2,940 $3,028
Events $24,000 $25,200 $25,956
Subtotal Direct Cost of Sales $25,800 $28,140 $28,984
Page 13
Chart: Sales Monthly
Chart: Sales by Year
5.4 Milestones
The programs will be revised each year. This year's plan includes only the programs to be
implemented this year.
Page 14
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department

Company idenity 2/15/2004 4/30/2004 $2,000 Gander/Tomery Marketing
Website online 2/15/2004 3/30/2004 $500 Honiker/Gander Web
Networking 2/15/2004 12/31/2004 $200 Gander President
Brochure(s) 3/15/2004 4/30/2004 $750 Tomery/Gander Web
Press release for kick-off event 2/15/2004 4/1/2004 $1,550 Tomery/Gander Marketing
Press releases for other events 4/14/2004 8/15/2004 $750 Tomery/Gander Marketing
Targeted advertising 3/30/2004 8/30/2004 $750 Tomery/Gander Marketing
South Downes Wine & Food 2/15/2004 4/15/2004 $200 Gander Marketing
Event
Website content 2/15/2004 3/30/2004 $1,500 Tomery/Honiker Writing/Web
Initial Kick-off event 1/15/2004 4/15/2004 $3,000 Gander President
Totals $11,200
Chart: Milestones
6.0 Web Plan Summary
Gastronome Gander's Gatherings' website will be the virtual business card and portfolio for the
company, as well as its online home. The website will showcase the background of the
company, as well as the portfolio of all the past and current online events. The website needs to
be simple yet classy, well designed, and easy to use by members and interested visitors.
The website will create an area offering upcoming events, past event pictures, and newsletters
to interested parties. The key to the website strategy will be combining a very well designed
front end, with a back end capable of processing membership applications, as well as being part
of our online marketing program. In addition, we expect to partner with our event providers
with links on our website to theirs.
Page 15
6.1 Website Marketing Strategy
Like business strategy in general, Web strategy is essentially focus:
• Focus on selected target markets (singles, late 20's to later 50's age range, upscale, defined
geographic area).
• Focus on matching selected target market needs and selected website offerings (events to
attract and keep members).
• Focus on the company's and our website's strengths and take advantage of the
opportunities ahead (customer service).
6.2 Development Requirements
Gastronome Gander's Gatherings will work with a contracted Web Master to develop the site.
We will also employ a writer with marketing experience to enhance the wording and overall site
appearance. Moreover, the writer and Web Master will work with a graphic artist to come up
with the website logo and the website graphics.
The maintenance of the site will be done by the Gastronome Gander's Gatherings with
assistance from the Web Master for future development such as newsletters and pictures of
events.
7.0 Management Summary
Gastronome Gander's Gatherings is owned and operated by Mr. Trencherman Gander. The
company, being small in nature, requires a simple organizational structure. Implementation of
this organizational form calls for the owner, Mr. Gander, to make all of the major management
decisions in addition to monitoring all other business activities.
In order to meet the business needs of the company, others include a professional team of
consultants and hired services. All of these members have had experience with Restaurant
Raconteurs of Cookeston and include:
• President of Restaurant Raconteurs of Cookeston

• Professional writer/marketing person
• Web Master
• Accountant
• Attorney
• ACT! Consultant
Other people will be developed in the future as need arises and will include member volunteers
to help with greeting members at events.
7.1 Personnel Plan
Trencherman Gander, president, is the only employee. Trencherman does not expect to receive
any pay during the first year of operation. A part-time assistant may be hired mid-year if the
need arises.
Page 16
Table: Personnel
Personnel Plan
Trencherman Gander $0 $24,000 $36,000
Part-time assistant $2,500 $2,500 $4,000
Others (mostly volunteers) $0 $0 $0
Total People 2 2 2
Total Payroll $2,500 $26,500 $40,000
8.0 Financial Plan
Our financial plan is based on conservative estimates and assumptions. Owner investment and
a short-term business loan provide start-up financing.
8.1 Important Assumptions
We examined the local market for Recreation Services (SIC 7999.9912) but because of low
numbers (12 companies in Washbourne and 17 companies in Gourmandeville/Cuisineburg) we
evaluated a wider surrounding region (290 companies). From this analysis the following table
provides annual sales during the first three years of operation.
Firms Small Business Start-ups

Year 1 Average Sales $157,500 $130,061 $100,000
Gastronome Gander's Gatherings is classified in the 'Small Business' category for purposes of
this table.
Data obtained from Bizminer (local marketing research profile for our region, Gourmandeville
area, and Washbourne area) 2004.
Table: General Assumptions
General Assumptions
Plan Month 1 2 3
Current Interest Rate 5.00% 5.00% 5.00%
Long-term Interest Rate 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00%
Other 0 0 0
Page 17
8.2 Break-even Analysis
The Break-even Analysis table and chart indicate what will be needed in monthly revenue to
achieve the Break-even point.
Chart: Break-even Analysis
Table: Break-even Analysis
Break-even Analysis
Monthly Revenue Break-even $3,492
Assumptions:
Average Percent Variable Cost 46%
Estimated Monthly Fixed Cost $1,891
8.3 Projected Profit and Loss
The profit and loss numbers are estimates for this year, due in part to being a start-up
company. We anticipate generation of revenue starting in April 2004. Some expenses are
known and include utilities, phone, and Internet hosting/DSL. Other numbers are based in part
on estimates from other similar membership event companies.
Page 18
Chart: Profit Monthly
Chart: Profit Yearly
Page 19
Chart: Gross Margin Monthly
Chart: Gross Margin Yearly
Page 20
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $56,250 $91,875 $169,290
Direct Cost of Sales $25,800 $28,140 $28,984
Other Costs of Sales $0 $0 $0
Total Cost of Sales $25,800 $28,140 $28,984
Gross Margin $30,450 $63,735 $140,306

Gross Margin % 54.13% 69.37% 82.88%
Expenses
Payroll $2,500 $26,500 $40,000
Sales and Marketing and Related Expenses $9,050 $2,000 $2,000
Depreciation $0 $0 $0
Rent $0 $0 $0
Utilities $360 $400 $450
Insurance $4,180 $4,300 $4,500
Payroll Taxes $0 $0 $0
Mailing Expense $726 $800 $900
Credit Card Merchant Fees $1,688 $2,756 $5,079
Website Maintanence - Web Master $0 $0 $0
Website Hosting & Fees $1,323 $1,418 $2,579
Telecomm & DSL $960 $1,000 $1,100
Office Expenses $1,900 $2,100 $2,500
Total Operating Expenses $22,687 $41,274 $59,108
Profit Before Interest and Taxes $7,763 $22,461 $81,198

EBITDA $7,763 $22,461 $81,198
Interest Expense $750 $750 $750
Taxes Incurred $2,104 $6,513 $24,134
Net Profit $4,909 $15,197 $56,313

Net Profit/Sales 8.73% 16.54% 33.26%
8.4 Projected Cash Flow
The cash flow projection shows that provisions for ongoing expenses are adequate to meet the
needs of the company as the business generates sufficient cash flow to support operations.
Page 21
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $56,250 $91,875 $169,290
Subtotal Cash from Operations $56,250 $91,875 $169,290
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 $56,250 $91,875 $169,290
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations

Cash Spending $2,500 $26,500 $40,000
Bill Payments $43,834 $51,176 $71,103
Subtotal Spent on Operations $46,334 $77,676 $111,103
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 $0 $0 $0
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $0 $0
Dividends $0 $0 $0
Subtotal Cash Spent $46,334 $77,676 $111,103
Net Cash Flow $9,916 $14,199 $58,187

Cash Balance $21,800 $35,999 $94,186
Page 22
Chart: Cash
Page 23
8.5 Projected Balance Sheet
The balance sheet shows healthy growth of net worth, and strong financial position. The
monthly estimates are included in the appendix.
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Current Assets
Cash $21,800 $35,999 $94,186
Other Current Assets $0 $0 $0
Total Current Assets $21,800 $35,999 $94,186
Long-term Assets
Long-term Assets $0 $0 $0
Accumulated Depreciation $0 $0 $0
Total Long-term Assets $0 $0 $0
Total Assets $21,800 $35,999 $94,186
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable $5,122 $4,124 $5,998
Current Borrowing $15,000 $15,000 $15,000
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $20,122 $19,124 $20,998
Long-term Liabilities $0 $0 $0
Total Liabilities $20,122 $19,124 $20,998
Paid-in Capital $10,000 $10,000 $10,000

Retained Earnings ($13,232) ($8,323) $6,875
Earnings $4,909 $15,197 $56,313
Total Capital $1,677 $16,875 $73,188
Total Liabilities and Capital $21,800 $35,999 $94,186
Net Worth $1,677 $16,875 $73,188
8.6 Business Ratios
Our sales growth, as a percentage, is exceptionally high due to the figures being the first two
years of operation. Therefore, by virtue of comparison to low first-year numbers our percent
increase will seem extraordinary. Our assets are lower than industry averages due to the initial
investment being small, most of the equipment being expensed, and that the size of
Gastronome Gander's Gatherings is small in relation to other companies within this
sector: Recreation Services, SIC Code 7999.9912. Our total liabilities are higher than other
companies, but improve rapidly. If additional investment is acquired instead of secured loans,
this will help us meet our goal of keeping liabilities to a minimum.
Page 24
Table: Ratios
Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth n.a. 63.33% 84.26% 4.94%
Percent of Total Assets

Other Current Assets 0.00% 0.00% 0.00% 36.35%
Total Current Assets 100.00% 100.00% 100.00% 43.63%
Long-term Assets 0.00% 0.00% 0.00% 56.37%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 92.31% 53.12% 22.29% 21.68%

Long-term Liabilities 0.00% 0.00% 0.00% 31.17%
Total Liabilities 92.31% 53.12% 22.29% 52.85%
Net Worth 7.69% 46.88% 77.71% 47.15%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 54.13% 69.37% 82.88% 100.00%
Selling, General & Administrative Expenses 37.94% 45.18% 40.18% 76.74%
Advertising Expenses 0.00% 0.00% 0.00% 2.84%
Profit Before Interest and Taxes 13.80% 24.45% 47.96% 2.11%
Main Ratios
Current 1.08 1.88 4.49 1.05
Quick 1.08 1.88 4.49 0.69
Total Debt to Total Assets 92.31% 53.12% 22.29% 62.49%
Pre-tax Return on Net Worth 418.12% 128.66% 109.92% 2.98%
Pre-tax Return on Assets 32.17% 60.31% 85.41% 7.95%
Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 8.73% 16.54% 33.26% n.a
Return on Equity 292.69% 90.06% 76.94% n.a
Activity Ratios
Accounts Payable Turnover 9.53 12.17 12.17 n.a
Payment Days 27 34 25 n.a
Total Asset Turnover 2.58 2.55 1.80 n.a
Debt Ratios
Debt to Net Worth 12.00 1.13 0.29 n.a
Current Liab. to Liab. 1.00 1.00 1.00 n.a
Liquidity Ratios
Net Working Capital $1,677 $16,875 $73,188 n.a
Interest Coverage 10.35 29.95 108.26 n.a
Additional Ratios
Assets to Sales 0.39 0.39 0.56 n.a
Current Debt/Total Assets 92% 53% 22% n.a
Acid Test 1.08 1.88 4.49 n.a
Sales/Net Worth 33.54 5.44 2.31 n.a
Dividend Payout 0.00 0.00 0.00 n.a
Page 25
Appendix
Table: Sales Forecast
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
Memberships 0% $0 $0 $0 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Events 0% $0 $0 $0 $2,000 $2,500 $2,750 $3,500 $4,000 $4,500 $4,500 $5,000 $5,000
Total Sales $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
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
Memberships $0 $0 $0 $200 $200 $200 $200 $200 $200 $200 $200 $200
Events $0 $0 $0 $2,000 $2,500 $2,500 $2,500 $2,500 $3,000 $3,000 $3,000 $3,000
Subtotal Direct Cost of Sales $0 $0 $0 $2,200 $2,700 $2,700 $2,700 $2,700 $3,200 $3,200 $3,200 $3,200
Page 1
Appendix
Table: Personnel
Personnel Plan
Trencherman Gander 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Part-time assistant 0% $0 $0 $0 $0 $0 $250 $250 $250 $250 $500 $500 $500
Others (mostly volunteers) 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 1 1 1 1 1 2 2 2 2 2 2 2
Total Payroll $0 $0 $0 $0 $0 $250 $250 $250 $250 $500 $500 $500
Page 2
Appendix
Table: General Assumptions
General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00%
Long-term Interest Rate 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00% 10.00%
Tax Rate 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00% 30.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss
Sales $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
Direct Cost of Sales $0 $0 $0 $2,200 $2,700 $2,700 $2,700 $2,700 $3,200 $3,200 $3,200 $3,200
Other Costs of Sales $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of Sales $0 $0 $0 $2,200 $2,700 $2,700 $2,700 $2,700 $3,200 $3,200 $3,200 $3,200
Gross Margin $0 $0 $0 $2,300 $2,300 $2,550 $3,300 $3,800 $3,800 $3,800 $4,300 $4,300
Gross Margin % 0.00% 0.00% 0.00% 51.11% 46.00% 48.57% 55.00% 58.46% 54.29% 54.29% 57.33% 57.33%
Expenses
Payroll $0 $0 $0 $0 $0 $250 $250 $250 $250 $500 $500 $500
Sales and Marketing and Related
$0 $1,500 $2,350 $1,600 $750 $600 $500 $500 $500 $250 $250 $250
Expenses
Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $30 $30 $30 $30 $30 $30 $30 $30 $30 $30 $30 $30
Insurance $0 $380 $380 $380 $380 $380 $380 $380 $380 $380 $380 $380
Payroll Taxes 15% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Mailing Expense $37 $37 $37 $50 $50 $65 $65 $65 $70 $70 $90 $90
Credit Card Merchant Fees $0 $0 $0 $135 $150 $158 $180 $195 $210 $210 $225 $225
Website Maintanence - Web Master $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Website Hosting & Fees $40 $40 $40 $107 $115 $119 $130 $137 $145 $145 $152 $152
Telecomm & DSL 15% $80 $80 $80 $80 $80 $80 $80 $80 $80 $80 $80 $80
Office Expenses $500 $300 $200 $100 $100 $100 $100 $100 $100 $100 $100 $100
Total Operating Expenses $687 $2,367 $3,117 $2,482 $1,655 $1,781 $1,715 $1,737 $1,765 $1,765 $1,807 $1,807
Profit Before Interest and Taxes ($687) ($2,367) ($3,117) ($182) $645 $769 $1,585 $2,063 $2,035 $2,035 $2,493 $2,493
EBITDA ($687) ($2,367) ($3,117) ($182) $645 $769 $1,585 $2,063 $2,035 $2,035 $2,493 $2,493
Interest Expense $63 $63 $63 $63 $63 $63 $63 $63 $63 $63 $63 $63
Taxes Incurred ($225) ($729) ($954) ($73) $175 $212 $457 $600 $592 $592 $729 $729
Net Profit ($525) ($1,701) ($2,226) ($171) $408 $494 $1,066 $1,400 $1,381 $1,381 $1,701 $1,701
Page 4
Appendix
Net Profit/Sales 0.00% 0.00% 0.00% -3.81% 8.16% 9.42% 17.76% 21.54% 19.73% 19.73% 22.68% 22.68%
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow
Cash Received
Cash from Operations

Cash Sales $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
Subtotal Cash from Operations $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
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 $0 $0 $0 $4,500 $5,000 $5,250 $6,000 $6,500 $7,000 $7,000 $7,500 $7,500
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 $0 $0 $0 $0 $0 $250 $250 $250 $250 $500 $500 $500
Bill Payments $133 $564 $1,718 $2,307 $4,669 $4,589 $4,512 $4,690 $4,867 $5,361 $5,125 $5,299
Subtotal Spent on Operations $133 $564 $1,718 $2,307 $4,669 $4,839 $4,762 $4,940 $5,117 $5,861 $5,625 $5,799
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 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
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
Page 6
Appendix
Subtotal Cash Spent $133 $564 $1,718 $2,307 $4,669 $4,839 $4,762 $4,940 $5,117 $5,861 $5,625 $5,799
Net Cash Flow ($133) ($564) ($1,718) $2,193 $331 $411 $1,238 $1,560 $1,883 $1,139 $1,875 $1,701
Cash Balance $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800
Page 7
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet
Assets Starting Balances
Current Assets
Cash $11,884 $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800
Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Current Assets $11,884 $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800
Long-term Assets
Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Accumulated Depreciation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Assets $11,884 $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800
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 $116 $507 $1,644 $2,151 $4,516 $4,439 $4,355 $4,528 $4,688 $5,190 $4,949 $5,122 $5,122
Current Borrowing $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000 $15,000
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $15,116 $15,507 $16,644 $17,151 $19,516 $19,439 $19,355 $19,528 $19,688 $20,190 $19,949 $20,122 $20,122
Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Liabilities $15,116 $15,507 $16,644 $17,151 $19,516 $19,439 $19,355 $19,528 $19,688 $20,190 $19,949 $20,122 $20,122
Paid-in Capital $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000
Retained Earnings ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232) ($13,232)
Earnings $0 ($525) ($2,225) ($4,451) ($4,622) ($4,215) ($3,720) ($2,654) ($1,254) $126 $1,507 $3,208 $4,909
Total Capital ($3,232) ($3,757) ($5,457) ($7,683) ($7,854) ($7,447) ($6,952) ($5,886) ($4,486) ($3,106) ($1,725) ($24) $1,677
Total Liabilities and Capital $11,884 $11,751 $11,187 $9,469 $11,661 $11,993 $12,403 $13,642 $15,202 $17,085 $18,224 $20,099 $21,800
Net Worth ($3,232) ($3,757) ($5,457) ($7,683) ($7,854) ($7,447) ($6,952) ($5,886) ($4,486) ($3,106) ($1,725) ($24) $1,677
Page 8

Membership Social Events Business Plan

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1.0 Executive Summary .................................................................................................................... 1

Chart: Profit Yearly .................................................................................................................... 19

1.0 Executive Summary

In addition to Trencherman, a professional team of consultants and professional people

• Become Gourmandeville's and Washbourne's premier singles social group.

1.3 Keys to Success

2.0 Company Summary

2.1 Start-up Summary

Total Requirements $18,732

Table: Start-up Funding

Liabilities and Capital

Loss at Start-up (Start-up Expenses) ($13,232)

Total Capital and Liabilities $11,884

Total Funding $25,116

2.2 Company Ownership

Gastronome Gander's Gatherings, Inc. a private S corporation is solely owned by Trencherman

4.0 Market Analysis Summary

4.1 Market Segmentation

(Growth rates were estimated from individual city data.)

Table: Market Analysis

Chart: Market Analysis (Pie)

4.2 Target Market Segment Strategy

(Source: Chambers of Commerce for each area)

4.3 Service Business Analysis

4.3.1 Competition and Buying Patterns

Metrodate (http://www.metrodate.com/gourmandeville/) Gourmandeville Solosingles

1. Are tired of the dating pressures.

5.0 Strategy and Implementation Summary

Build a relationship-oriented business

Focus on target markets

5.1 Competitive Edge

5.2 Marketing Strategy

5.3 Sales Strategy

5.3.1 Sales Forecast

Table: Sales Forecast

Direct Cost of Sales Year 1 Year 2 Year 3

Chart: Sales Monthly

Chart: Sales by Year

Milestone Start Date End Date Budget Manager Department

6.0 Web Plan Summary

6.1 Website Marketing Strategy

Like business strategy in general, Web strategy is essentially focus:

6.2 Development Requirements

7.0 Management Summary

• President of Restaurant Raconteurs of Cookeston

7.1 Personnel Plan

Total Payroll $2,500 $26,500 $40,000

8.0 Financial Plan

8.1 Important Assumptions

Firms Small Business Start-ups

Table: General Assumptions

8.2 Break-even Analysis

Chart: Break-even Analysis

Table: Break-even Analysis

Monthly Revenue Break-even $3,492

8.3 Projected Profit and Loss

Chart: Profit Monthly

Chart: Profit Yearly

Chart: Gross Margin Monthly

Chart: Gross Margin Yearly