The Defensive 1

The Defensive 2

1.0 Introduction ............................................................................................................................................. 4

1.1 Executive Summary.............................................................................................................................. 4
2.0 Company Description............................................................................................................................... 5
2.1 Legal Form of Business ........................................................................................................................ 5
2.2 Effective Date of Business.................................................................................................................... 5
2.3 Company Mission/Vision Statement ................................................................................................... 5
2.4 Company Governance ......................................................................................................................... 5
2.5 Company Location ............................................................................................................................... 6
2.6 Immediate Development Goals ........................................................................................................... 6
2.7 Overview of Company’s Financial Status ............................................................................................. 7
3.0 Industry Analysis ...................................................................................................................................... 7
3.1 Size and Growth Rate of Industry ........................................................................................................ 7
3.2 Nature of Competition ......................................................................................................................... 8
3.3 History of Industry ............................................................................................................................... 8
3.4 Trends and Strategic Opportunities..................................................................................................... 8
4.0 Target Market .......................................................................................................................................... 9
4.1 Defined Target Market ........................................................................................................................ 9
4.2 Size and Growth Potential ................................................................................................................... 9
4.3 Current Patterns and Potential Market ............................................................................................... 9
4.4 Needs and Sensitivities ...................................................................................................................... 10
5.0 Competition ........................................................................................................................................... 10
5.1 Key Competitors ................................................................................................................................ 10
5.2 Potential Future Competitors ............................................................................................................ 10
5.3 Entry Barriers for Future Competitor ................................................................................................ 11
6.0 Marketing Plan and Sales Strategy ........................................................................................................ 11
6.1 Key Message ...................................................................................................................................... 11
6.2 Message Delivery ............................................................................................................................... 11
6.3 Sales Procedures and Methods ......................................................................................................... 12
7.0 Operations ............................................................................................................................................. 13
7.1 Business Facilities .............................................................................................................................. 13
7.2 Production Plan.................................................................................................................................. 14
7.3 Workforce Plan .................................................................................................................................. 14
8.0 Management and Organization ............................................................................................................. 15
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8.1 Key Employees, Board of Directors, and Human Resources ............................................................. 15

8.2 Identifying, Recruiting, and Securing Key Participants ...................................................................... 15
8.3 Compensation and Incentive Plans ................................................................................................... 15
9.0 Long Term Development ....................................................................................................................... 15
9.1 Future Goals ....................................................................................................................................... 15
9.2 Risks and Potential Adverse Results .................................................................................................. 15
9.3 SWOT Analysis ................................................................................................................................... 15
10.0 Financial Plan ................................................................................................................................... 15
10.1 Accounting System .......................................................................................................................... 15
10.2 Financial Projections ........................................................................................................................ 15
10.3 Loan Amortization ........................................................................................................................... 15
10.4 Monthly Income Statement ............................................................................................................. 15
10.5 Annual Income Statements ............................................................................................................. 15
10.6 Cash Flow Statement ....................................................................................................................... 15
11.0 Appendix .............................................................................................................................................. 15
11.1 Works Cited...................................................................................................................................... 15
11.2 Supporting Documentation ............................................................................................................. 15
 The Defensive 4

1.0 Introduction
1.1 Executive Summary
 The Defensive 5

2.0 Company Description

2.1 Legal Form of Business
The Defensive will be organized as a Partnership between the owners Shaylee Benson and
RaeAnn Snider. This business structure allows for more tasks to be completed at a time while
also allowing for less stress between the partners. Each owner of the business will have the
exact same share split 50/50. To set up The Defensive as a partnership the owners will
complete the necessary documents and pay the necessary fees.
2.2 Effective Date of Business
The defensive will begin running on August 1st, 2023. Before The Defensive moves forward with
opening they will organize and create a welcoming environment with customers and local
businesses. This is going to be carried out by advertising and networking within the local
community and developing people's views on the business.

2.3 Company Mission/Vision Statement

The defensive sports bar strives to create a welcoming and family atmosphere. As well as a
welcoming environment no matter what kind of sports fan you are. We plan to supply a
welcoming place to hang out that was previously missing.
2.4 Company Governance
The Defensive will be owned and run by Shaylee Benson and RaeAnn Snider in agreement with
their contract as signed previously. The owners will split both profits and losses evenly and will
both contribute an equal investment for setting up The Defensive. Each owner of The Defensive
holds' different leadership roles within the business. The owners, staff, and advisors at The
Defensive will make decisions to keep the company up to date with protocols and regulations
changing based on standards needed. Both owners will follow the guidelines listed below to
lead to a successfully running business.
➢ Ensure Customer satisfaction
➢ Create and support customer relationships
➢ Supply customer support
➢ Support communication between employees
➢ Optimize work force efficiency
➢ Supervise operations
➢ Maintain technology
Shaylee Benson will serve as the Chief Executive Officer and bartender for The Defensive. I have
a master's in Business Administration degree from Harvard Business School and got a
bartending certificate from The Bartending Academy. Shaylee will oversee all operations of The
 The Defensive 6

Defensive and be primarily in charge of budgeting, profits and losses, employee management
and business affairs.
RaeAnn Snider will hold the position of Operations Manager and Bartender for The Defensive. I
have a master's degree in Business Administration with an emphasis in Human Resources from
Doane University and a bartending certificate from The Bartending Academy. She will serve as
the main consultant and bartender, handle daily operations, and coordinate human resources.

2.5 Company Location

The Defensive will be in downtown York, Nebraska along a major street with a full-sized parking
lot. York is a more rural community with a population of 8,126 residents and is the central
community in York County. York is heavily traveled since interstate 81 passes through and
because we have a direct link to the highway as well as being between two major cities. The
Defensive will buy 928 N Lincoln Avenue, previously La Cocina. It is within walking distance of
all the local downtown offices and businesses.

Population Location Community

Largest Community in Center of York Increasing number

York County County of Small
Businesses
8,100 Residents Located in
Buisiness District Most businesses
13.7k residents in locally owned
York County Located near

2.6 Immediate Development Goals

For The Defensive to experience success as soon as operations begin, it is important for the
sports bar to start the development of company assets directly upon the company's initiation.
The Defensive must carry out the following:
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Prior to opening Within 3 Months

Fully Train Impliment

Employees Marketing

Establish Supply Resolve technical

Chain issues

Develop Obtain
Standard Design Customer
Feedback

Complete legal
requirements Secure
customers

2.7 Overview of Company’s Financial Status

The Defensive will fund by the owners and a loan from Cornerstone Bank. Both the owners will
contribute $50,000 and a business loan of $100,000 will be taken from Cornerstone Bank to
account for the cost of business expenses and equipment.
Start-Up Cost ($)

Rent $5,000
Inventory $45,000
Appliances $50,000
Re-Model $100,000
Total $200,000

3.0 Industry Analysis

3.1 Size and Growth Rate of Industry
The sports bar industry can be traced back to the early 1900s when a tavern opened across
from a ballfield. Today the sports bar industries are only one sub-type of the highly competitive
bar and clubs' industry. This industry holds a market size of $2bn with industry employment at
11,654 and roughly 1,234 businesses.
 The Defensive 8

3.2 Nature of Competition

Sports bars are a business open to all people. The other competitors in this area are only a few
miles away. Chances ‘R’ Restaurant and Lounge and Applebee's Grill and Bar. They are both in
busy areas. But Applebee's is found closer to the interstate and is out of the way for most York
residents. Chances ‘R’ is found downtown but is more well-known as a restaurant and doesn’t
play sports games a lot. This system is currently inconvenient because they don’t serve the
whole sports bar experience. The sports bar industry is clearly important for everyone. Creating
a sports bar would fulfill so many local needs. There are a few competitions. But that
competition cannot compete with the space supplied and the customer service provided by The
Defensive.
3.3 History of Industry
As people grow to love sports increasingly as well as need a place to hang out and get away
from life the sports bar industry grows increasingly. In the very beginning, it just started as a
place to drink before a game started. The first sports bar started unintentionally in New York
when people realized that at the bar, they were at they could watch sports games right from
the window since it was across the street from a stadium. After an increase in bars popped up
across the street from a stadium, they became more popular. When televisions came around
bars who previously had no access to the game, they implemented them. Now after decades of
television and bars Sports bars have become an essential part of the communities they serve.
3.4 Trends and Strategic Opportunities
Since The Defensive is the only full sports bar within the community, The Defensive offers a
fantastic opportunity. It will be easy to attract customers and set up relationships. With various
local businesses and schools in the area as seen in section 6.3 of this business plan. The
residents of York County will not have to settle for a place that meets their needs. The
Defensive will supply surrounding areas with a convenient location, supplying a welcoming and
local feel to the business, they will keep customers coming back for more. The Defensive plan
emphasizes its role in the life of everyday hard-working people. Since many customers are busy
Defensive will expand service options to make it more convenient.

Location Relationships Service

 The Defensive 9

4.0 Target Market

4.1 Defined Target Market
The Defensive focuses on supplying quality food and drink and entertainment to residents of
York County and surrounding areas. With there being so many residents in the York County
area and there only being a few bar-type restaurants, the target market can be easily attracted.
Thus, the target market is the population of York County and surrounding areas that require a
place to hang out and relax while watching a good ole sports game. The Defensive will be able
to provide residents with convenient and welcoming places to come eat and drink every day
while also going for great entertainment.

Products Place Price

Quality Direct Sales Affordable

Design Apps Strategic

Promotions People Perspective

Advertising Employees Positive

Special offers Management Value

4.2 Size and Growth Potential

The Defensive has a broad target market of all residents in York County who want good
entertainment as well as quality products and service. Bar Mavericks states that “The sports bar
industry is a $3 billion (about $9 per person in the US) industry continues to grow. In the United
States, there are approximately 14,000 sports bars. The sports bar industry has seen a 5%
growth in the past five years and is expected to grow another 3-5% in the next five years.”. This
clearly shows that the sports bar industry is projected to grow so much which could lead to
more employment within the community so why not start now? Bar Mavericks also says, “The
growth of the sports bar industry is driven by the increased interest in sports, the rise in
millennials, and the preference for casual dining.”. which suggests that in the next 5 years the
number of customers will increase tremendously.
4.3 Current Patterns and Potential Market
According to market watch “The Global Sports Bar market is predicted to rise at a considerable
CAGR of % during the forecast period, between 2022 and 2029. In 2022, the market is growing
at a steady rate and with the rising adoption of strategies by key players, the market is
expected to rise USD million over the projected horizon". The current rise in the fame of sports
in the generation coming into adulthood will help The Defensive plans to achieve a large
 The Defensive 10

market. According to The National Institute on Alcohol abuse and alcoholism “According to the
2019 National Survey on Drug Use and Health (NSDUH), 85.6 percent of people ages 18 and
older reported that they drank alcohol at some point in their lifetime, 69.5 percent reported
that they drank in the past year, and 54.9 percent (59.1 percent of men in this age group and
51.0 percent of women in this age group) reported that they drank in the past month.”. With
this being the case, The Defensive will have a target market defined by young to middle-aged
adults in York County and surrounding areas.

4.4 Needs and Sensitivities

Although the target market seems successful, and The Defensive plan holds a large value within
the market, however, there are many things that must be considered when running The
Defensive to make it successful. York County is in dire need of a sports bar due to the increased
number of young and middle-aged adults and the increased need for somewhere to hang out
and get away from it all. However, though there is not a full sports bar the residents of York
County most likely already have a place that fulfills their needs. Even if it is not exactly what
they would like it will be difficult for them to change their routine even if it's their needs and
wants more. Therefore, Defensive must concern itself with customer comfort, safety, and
reliability. The Defensive strives to ensure every customer's needs are met to the full extent.

5.0 Competition
5.1 Key Competitors
Applebee's
Applebee's is by far the largest competitor for The Defensive. This business dominates most of
the sports bar needs and markets in York County. This is because they are online and have a
way to make mobile deliveries. They also have a more family-style environment that is more
welcoming to most in York County. A weakness that can be found in Applebee’s is that they are
not a full sports bar and only have a limited bar area as well as they are a chain, so they don’t
have the ability to change things as well.

Chances ‘R’
Chances ‘R’ is close to the heart of York, Nebraska, Chances ‘R’ serves most businesses and
events within the city of York. Orders can be delivered from 11-2 from this restaurant. They are
found close to all the major businesses in town as well as closer to the major bank in town
which holds meetings there often. Although they serve events regularly, they do not have as
much foot traffic as Applebee’s. They also do not deliver as regularly and are not as easily
accessed.
5.2 Potential Future Competitors
There are many opportunities for future competitors as York County grows and flourishes.
Though there are some bars found in towns they are not sports bar areas as they have no T. Vs
and are more of a drive for York residents and others we are planning to serve.
 The Defensive 11

5.3 Entry Barriers for Future Competitor

In York County potential new competitors will and are likely to face entry barriers. The target
market is fully absorbed by The Defensive and other competitors in the area. With the
population of York County at 13,685, there could be potential room for more than one sports
bar. However, there is a limited number of locations that can be used and only a limited
number of areas within York County that can be opened. With the Defensive found in York, it is
an ideal location for everyone in surrounding areas. Getting employees will be difficult because
all qualified employees will be employed at The Defensive.

6.0 Marketing Plan and Sales Strategy

6.1 Key Message
As chain type sports bars continue to expand, they lose the personalized experience that is
loved by many. The Defensive plans to bring that beloved personalized experience back to the
forefront. Considering the age of the target market, The Defensive plans to supply a wide
variety of alcoholic and non-alcoholic drinks as well as a wide variety of bar food that everyone
knows and loves. But we are also here to be a welcome place to come and watch all types of
sports no matter the night.
6.2 Message Delivery
Message delivery will be in a variety of different forms such as the internet, print, social media,
local partnerships and more. Being able to deliver The Defensive’s key to a variety of potential
customers is especially important to our success now and in the future.
Print- The Defensive will place an advertisement in the local newspaper, York News Times, each
week. The advertisement will supply company information and resources to readers. York News
Times serves York County as well as most of Central Nebraska. Using print advertisements is an
effective way to open to the target customers more and the York News Times also has a
website where they post all the advertisements for more views.

Social Media- In the age of Technology Businesses benefit immensely by taking advantage of
social media and the customer base that can end up growing as a result. The defensive will be
using multiple social media sites as a result such as Facebook, Twitter, and Instagram. One
benefit of Facebook is that when they like any post their friends will also be notified of that post
as well and it will expand from there. Instagram is a valuable tool because you can follow
people and who they follow are recommended to follow you. Also, twitter is good because
people will be able to see your posts when people repost it like the owners.
 The Defensive 12

Radio- The defensive will also use the local radio stations such as Kool radio and max country
out of York Nebraska to share daily advertisements for The Defensive, contact information and
what we offer. By advertising on these radio stations, it will reach the residents of York County
as well as individuals who live in surrounding counties and maybe looking for a business like
ours.

6.3 Sales Procedures and Methods

The Defensive will rely heavily on knowing what sports are on each night and supplying
different deals based on those events. Owners Shaylee Benson and RaeAnn Snider intend to
talk to local schools about where to stream their games and make sure they know when each
game is and where. Then discuss how to bring more business in related to those types of things.
Communication and partnership would continue to make sure business is kept up for these
events. It will be important for The Defensive to continue to appeal to locals by making sure
these games will continue to be played at their Sports Bar.

Customers &
Communication Understanding
Sales
 The Defensive 13

7.0 Operations
7.1 Business Facilities
The Defensive’s facility will be in York, Nebraska. In the heart and soul of York County,
customers will enter The Defensive though the front doors. They will be met by a smiling face
behind the bar. They will then sit anywhere in the bar they want, whether at the bar or at a
table or booth in the bar area. When seated and comfortable a bartender/waiter will come to
greet you and see if they can get you anything to drink or eat and let you know if you need
anything you can ask. The rests' will also be straight back from the entrance doors for easy
access. Behind the bar will be where you make drinks and behind the bar will be a window area
to the kitchen for easy access. And beyond the kitchen will be a break room. And across on
either side will be the offices for the CEO, operations manager, financial manager, and
technology manager. The registered address is 928 N Lincoln Ave, York, NE 68467. To give an
environment. The Defensive will strive to greet customers with energy and try to connect on a
personal level.

The two walls straight back are the two bathrooms and the walls with the openings on all sides
are the kitchen. The walls on the side behind the kitchen represent the offices and the two
walls directly behind the kitchen represent the break room.
 The Defensive 14

7.2 Production Plan

The Defensive will be open from 10:00 am to 1:00 am Monday-Sunday. The owners, RaeAnn
Snider and Shaylee Benson, will be arriving at 8:00 am to prepare for the day and handle any
orders, return missed calls, etc. The certified bartenders and kitchen staff will arrive at 9:00 am.
There will be two shifts 8:00 am-6:00 pm and a shift from 5:00 pm to 2:00 am. The financial
manager will be in the office from 8:00 am- 5:00 pm Monday through Friday and on a Saturday
once a month from 8:00 am- 3:00 pm. The bar and kitchen will be open the entire day. We will
also be receiving mobile orders over the app or phone available for pick-up at all hours of
operation.
7.3 Workforce Plan
Employees will be hired by the two owners after going through an extension interview process
that involves a drug test and background check. Their evaluations will be based on ability,
shared belief in the company vision and dedication to the success of the company. Prior to
hiring all potential employees must fill out and send job applications that can be viewed in 11.2
of these business plans. All hired applicants will be subject to quarterly employee evaluations to
ensure the smooth and sufficient running of The Defensive. Before opening, the defensive will
hire 12 employees to support the first opening. However, as The Defensive expands, we plan to
hire more employees. In addition to gain loyalty all employees will get a raise at the beginning
of each year.
In addition to the four bartenders to support a steady speed through the day, The Defensive
will hire one financial manager, four cooks, and three waiters. As vital sources for The Defensive
staff will determine the long-term success of the company; the employees must have a strong
passion for their work and support company goals.

RaeAnn Snider Shaylee Benson

Financial
Manager

Four Cooks Four Bartenders

Three Waiters
 The Defensive 15

8.0 Management and Organization

8.1 Key Employees, Board of Directors, and Human Resources
8.2 Identifying, Recruiting, and Securing Key Participants
8.3 Compensation and Incentive Plans

9.0 Long Term Development

9.1 Future Goals
9.2 Risks and Potential Adverse Results
9.3 SWOT Analysis

10.0 Financial Plan

10.1 Accounting System
10.2 Financial Projections
10.3 Loan Amortization
10.4 Monthly Income Statement
10.5 Annual Income Statements
10.6 Cash Flow Statement

11.0 Appendix
11.1 Works Cited
11.2 Supporting Documentation