Snaps Business Plan

SAMPLE BUSINESS PLAN QUANTIC
S’NAPS, LLC
S’NAPS
Business Plan
Gaspard Brodeur, CEO

123 Airport Road
Quantic Town, Pedagonia 23456
gaspardb@snaps.com
709-555-0235
Note: This sample business plan was developed prior to the global outbreak
of COVID-19, so its conclusions were based on market and industry research
trends observed before March 2020.
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©2023 Pedago, LLC. All rights reserved.
S’NAPS, LLC
Table of Contents
_____________________________________________________________________
TABLE OF CONTENTS 2
EXECUTIVE SUMMARY 3
COMPANY DESCRIPTION 5
MANAGEMENT SUMMARY 7
INDUSTRY BACKGROUND 9
COMPETITIVE ANALYSIS 13
MARKET ANALYSIS 21
MARKETING PLAN 24
OPERATIONS PLAN 27
FINANCIAL PLAN 33
APPENDIX 37
FINANCIAL STATEMENTS 37
FINANCIAL STATEMENT DETAILS AND SUPPORT 38
BREAK-EVEN POINT CALCULATION 39
RISK AND REWARD SENSITIVITY DETAILS 39
References 42
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Executive Summary
_____________________________________________________________________
Note:
The information included in an executive summary varies widely from plan to plan. Think
about what will most interest your audience.
For example, this summary discussed the problems in the industry and the relevant
solutions offered by the company. It also leaves out operations and marketing details to
make room for additional information about the market and competition.
PROBLEM AND S’NAPS SOLUTION
After a long, cramped flight, travelers often find themselves stuck on a long layover with
nowhere to rest but uncomfortable airport chairs. SNaps mission is to provide these
travelers with economical, private, comfortable, and convenient sleeping pods to rest
while they await their connecting flight. We will be the only company to offer short-term
sleeping pod rentals at Newark Liberty International Airport.
MANAGEMENT
S’Naps is an LLC founded by Gaspard Brodeur, Anya Harlin, and Oscar Taylor. Our
management team has a well-balanced professional background, including rich
experience with startups, hospitality, finance management, and AI engineering. We will
hire a marketing manager and a system engineer to overcome our skill gaps.
MARKET
Our market research indicates that 90% of air travelers feel tired during their layovers,
92% of air travelers would like a private sleeping area located in the airport, and 65% of
those would be willing to pay for a safe and comfortable place to rest on layovers over
three hours. Two million travelers have layovers of this length in the Newark Liberty
International Airport each year.
COMPETITION
S’Naps has significant advantages over competitors:
• Airport hotels: S’Naps is cheaper, easier to access, and offers more flexible rental
options than airport hotels, which require that users stay for an entire night.
• Short-term resting space and airline lounges: Short-term resting space rentals such as
Minute Suites are only available at a handful of airports, and they are known for offering
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zero services, being unclean, and having very limited space. Some airlines offer lounges
or clubs for frequent flyers, but these are only accessible to 3% of passengers and
oftentimes are overcrowded. Last but not least, the short-term resting space and lounges
do not offer beds.
Though there is potential for other businesses to copy the model when it proves
successful, S’Naps has the ability to continue to offer the service at a lower cost due to
its proprietary QuickSwitch technology and AI-powered system, which will automate linen
changing and significantly reduce labor expenses.
FINANCIAL SUMMARY
By Year Three, we expect to capture 3% of the potential market or 65,400 of the 2 million
travelers with 3+ hour layovers who travel through Newark Liberty International Airport
each year.
We project revenues of nearly $6.9 million by Year Three, with a net margin of 68%.
After three years, we will either expand to other major airports with long delays or sell the
business to a hotel chain.
CAPITAL REQUIREMENTS
S’Naps seeks to raise $2,000,000, in addition to the $1,000,000 already provided by

early investors along with a bank loan to fund startup costs and the first three years’
operation costs. S’Naps will acquire a 5-year $500,000 loan at an expected rate of 10%,
with principal due at maturity.
S’Naps Sleeping Pods Sample
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Company Description
_____________________________________________________________________
Note: Company description can also be titled “Business Description”. This part should
feature the mission, vision, and specific objectives.
Air travel can be stressful and tiring—long check-in and security processes, dehydration
and air pressure changes in the airplane cabin, uncomfortable seats, let alone jet lag.
Imagine getting off the plane and finding yourself stuck in the airport for more than three
hours but with nowhere to rest comfortably.
MISSION
S’Naps seeks to provide an affordable, private, convenient, and comfortable airport
sleeping experience to air travelers with long layovers through our pay-by-hour,
in-terminal sleeping pods.
VISION
S’Naps strives to be the most hospitable brand for airport travelers around the world.
S’Naps is the first company dedicated to offering short-term, hassle-free sleeping pods to
airport travelers in the US. With our AI-powered app, comfortable bed, automatic
sheet-changing technology, and easy-access location inside the terminal of the busiest
international airport, we provide air travelers with an economic, clean, and private space
to nap during their layovers. Travelers can also access sleep aids and snacks to
complement their sleep experience.
S’Naps isn’t just cheaper than a hotel—it’s quicker, more comfortable, and more
convenient.
VALUES
Note: The values can also be called “Company Philosophy”.
S’Naps company values have four core components:
Empathy—we truly strive to be the best at understanding our customers’ feelings and
accommodating their needs.
Technology—we continue to adapt and improve our technology to make traveling
enjoyable.
Wellness—we optimize sleep quality for people with a busy lifestyle.
Community—we buy from small local vendors to support the local economy.
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OBJECTIVES
By the end of Year 2, we will have reached the break-even point.
By the end of Year 3, we will have achieved a net margin of 68%.
By the end of Year 5, we will have opened stores at four more international airports (for a
total of five airports)—Chicago (ORD), Boston (BOS), Dallas Fort-Worth (DFW), and San
Francisco (SFO).
Air travelers are a captive market with a clear need for a safe, clean, economic space to
sleep. With millions of passengers facing 3+ hour layovers at airports every day, S’Naps
can grow quickly—after our first three years in operation, we plan to expand at a rate of
two locations per year, first to the busiest international airports in the region, and then
nationally.
PARTNERS
Several key partners will help accelerate our growth. The Newark Liberty International
Airport Terminal Authority is providing a 40% reduction in long-term rent due to the high
value of our service for airport customers. Sleep Right will provide sleep aids for our
travelers at discounted rates. Small local vendors will provide our snacks and bedding.
S’Naps will also partner with social media platforms to promote the S’Naps sleep
experience to our stakeholders.
Most importantly, our partnership with QuickSwitch Inc. provides us an exclusive license
to the QuickSwitch linen technology, which changes sheets automatically, giving us a
significant advantage over any competition that arises.
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Management Summary
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OUR ORGANIZATION
S’Naps is a limited liability company. We offer an economic way for passengers to get
high-quality rest between flights. The three co-founders, Gaspard Brodeur, Anya Harlin,
and Oscar Taylor are responsible for the daily operations, as well as CTO Sam Johnson.
S’Naps has a flat management structure. We believe that great customer service begins
with treating your employees with respect and giving them the freedom to solve
problems quickly and creatively.
OUR TEAM
The QuickSwitch technology will change bed linens automatically between customers,
thus allowing minimal service staffing. S’Naps is initially staffed with one storefront
assistant and one housekeeping employee. We will recruit these employees through a
partnership with local recruiting firm HireHappy.
Gaspard Brodeur (CEO): Brodeur has rich experience with startups. He was the
president and founder of Atech, a technology incubator that went public in 2009; and
co-founder of Edco, an educational institution.
Brodeur himself is a frequent flight passenger and has much first-hand experience as an
airport dweller. His network with entrepreneurs and boards of directors is essential for
advice and help. Brodeur will also work with all chief officers on fundraising activities.
Anya Harlin (COO): Harlin worked as operations officer and Vice President in the hotel
industry for 18 years. Her experience in hotel industry operations and strategy will help
establish policies that promote S’Naps vision and culture.
Oscar Taylor (CFO): Taylor directed the financial teams of First Weldon Bank and
Pedagonian International Airport. His experience with airport operations and finance
management is essential to our financial efficiency.
Sam Johnson (CTO): Johnson worked as the AI/Machine Learning Chief Scientist at Tesla
for eight years prior to joining S’Naps. Johnson’s role is to supervise the maintenance
and improvement of the AI powered automation system (our booking and service app,
SNAPS).
All of our chief officers graduated from the EMBA program at Quantic School of Business
and Technology. Due to our good relationship with Quantic, fellow graduates will be a
great talent pool should we search for future employees. Our chief officers will have
basic salaries for the first three years and receive an equal share of 15% of the profit each
year after that.
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SKILL CONCERNS
Note: Find the skill concerns relevant to your business and provide solutions to fill the
skill gaps.
Marketing Manager
Currently S’Naps does not have a marketing manager that specializes in various
communication and marketing techniques.
Given the mobile nature of S’Naps, our solution is to hire an experienced marketing
expert, preferably familiar with social media and mobile marketing and analytics. This
position will work closely with our chief officers to understand S’Naps service and target
customers. The manager will also be responsible for running a high-quality marketing
campaign on a budget.
System Engineer
As the demand grows, we expect more maintenance work related to S’Naps automation
system in order to ensure a high level of infrastructure availability.
In the near future, we will need system engineers to monitor the system and
infrastructure; create, install, configure, and test updates; increase the system efficiency;
and keep lowering human intervention time on tasks.
Our plan is to hire one engineer with experience in designing, installing, and maintaining
LINUX-based software, and writing automated scripts.
PERSONNEL PLAN
See the personnel plan below for additional information on how the staff will grow over
the next three years.
Housekeeping and front desk employees’ salaries are based on a $15.60/hourly rate.
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Industry Background
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Helpful questions to consider:
Does the company involve multiple industries? Discussion about the related industries
will give the audience a complete picture of your offering’s market potential. For
example, S’Naps market involves both the airline hospitality industry and passenger
airline industry.
AIRPORT HOSPITALITY INDUSTRY

The airport hospitality industry includes a variety of offerings, ranging from restaurants
and massage chair rentals to airport adjacent hotels. Industry sales totaled $8.71 billion
last year (FAA 2020).
Though the services vary, the industry is tied together by the fact that it serves a unique
captive market and is heavily influenced by the passenger airline industry.
INDUSTRY OUTLOOK
The US passenger airline industry reported a growth rate of 6.5% in 2018. According to
the FAA’s Terminal Area Forecast database, 2.8 million passengers fly in and out of U.S.
airports everyday (FAA 2020). Globally, the number of boarded air passengers is
expected to be 4.7 billion in 2020, a 4% increase compared to 2019 (Mazareanu 2020).
The chart below shows a steady growth trend of passengers in the global airline industry.
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With more passengers flying, the need for airport hotels is constantly increasing.
However, the supply of airport hotels is far from meeting the soaring market demand. In
2018, airport hotels represent the smallest fraction of hotel location categories, with only
2,382 hotels, or 4.3% of total US hotels. Airport hotels provide 6.3% of the total U.S. room
supply. Of all airport hotels, 26.1% of hotel rooms belong to the luxury segment, which
targets high-end customers (Duan 2019).
(Source: Duan, Tingting. 2019. “Demand Growth Drives Record-High Occupancy for U.S. Airport Hotels.” Lodging
Magazine, April 2, 2019. Accessed July 9, 2020. https://
lodgingmagazine.com/sharp-demand-growth-drives-record-high-occupancy-for-u-s-airport hotels/.)
The graph above shows the huge discrepancy between airport hotel supply and demand
from January 2017 to December 2018.
This growing discrepancy is caused by one major reason: airport hotels are very
expensive to build and maintain. S’Naps will fill this gap with its inexpensive,
space-friendly sleeping pods.
Increasing demand for airport hospitality services has led to consistent high occupancy
rate of airport hotel rooms—74% year to date occupancy in December 2019. During the
same period, average US hotel occupancy was 66.1% (Qubein 2020). A high level of
occupancy allows airport hotels to charge slightly higher than the average national price.
The growth rate of the airport hotel industry was twice that of urban hotels in 2018. Air
hotels see a peak occupancy rate of 77%.
However, weekdays have a higher average room price ($119) than weekends ($109).
Overall, the room prices are expensive (Alvarado 2018).
Note:
Cite up-to-date market and industry trend data to support your analysis.
Use Chicago author-date style in-text citations to cite your sources in the main text and
provide a reference list at the end of your business plan.
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Airport sleeping pods have been a growing trend in Asia; however, they are rarely seen
in the United States. This market is expected to increase by $26.4 million annually. Single
occupancy sleeping pod rentals are projected to generate more than $52.3 million in
revenue by the year 2025 (Global Industry Analysts 2020).
COMPETITION
In general, the airport hospitality industry is highly competitive. It is dominated by national
hotel chains, with relatively few small or local businesses participating.
There are, however, very few high-quality, in-terminal sleeping options. Though some
airlines offer exclusive lounges with sleeping quarters, these are available in only 5% of
airports, and only 3% of customers have access to them. Most busy international airports
in the US do not provide sleeping accommodation in the lounges—that is, only seating
options are offered. A handful of airports offer short-term seating space rentals; however,
similar to lounges, beds are not available.
BARRIERS TO ENTRY

After analyzing barriers to entry, discuss how the company can overcome the barriers to
entry.
There are five main barriers to enter this industry:
• The high cost of space: Rental costs in airports are typically five times higher than the
national average. Other than rent, a new airport retail location must also pledge to pay
the airport an annual base amount (usually a percentage of projected sales) known as a
Minimum Annual Guarantee (MAG). The airport could also require years of commitment.
For example, in 2018, SFO airport had its tenants sign on to a 10-year commitment
contract.
S’Naps overcomes this barrier by negotiating a long-term partnership deal with the
Newark Liberty International Airport Terminal Authority to reduce these costs by 40%
(Crockett 2019).
• The high cost of construction and remodeling: The cost per square foot of
construction in an airport can range from $450/ sqft to $2,000/sqft, 8 to 36 times of the
national average of $56/sqft. Recruitment of skillful construction contractors can also be
difficult (Crockett 2019).
In contrast, S’Naps sleeping pods are extremely cost and space friendly—each pod only
costs $3,000 to build, and measures 58 to 70 inches wide, 90 inches long, and 39 inches
high. The pods will be stacked two units high and lined up, side by side, along the
corridor. 20 to 26 S’Naps pods together take up the space of one standard hotel room.
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• The higher level of regulation faced by businesses in airports: Increased security and
employee screenings can slow the initial start-up phase. Permits are also required at a
cost of up to $5,000. Security regulations can lead to higher staff costs. Employees’ daily
airport parking and security badges production costs can pile up quickly. Turnover can be
very expensive for airport hotels (Leung 2017).
S’Naps reduces regulation-related costs by hiring a minimum number of service people
(our AI-powered system and self-changing bed allows us to achieve high-quality service
with reduced labor need). We will also conduct airport regulation training, so that our
service people will get through security screenings more efficiently.
• Airport efficiency can determine the success of airport hotels: Airports with higher
efficiency means lower profitability to accommodation services (Leung 2017).
S’Naps isn’t targeting every airport, but only the busiest US airports with the longest
delays to ensure our profitability.
• Airport labor unions increase the cost of labor: For example, the minimum wage at all
New York airports is $15.60/hour. The minimum wage at Houston’s airports is $11.22, and
the union is fighting for $15 per hour. Meanwhile, the federal minimum wage is $7.25/hour
(Gharib 2019).
The AI-powered app and self-changing beds enable S’Naps to limit service costs. We are
able to offer employees good salaries and great benefits, while still maintaining relatively
reasonable labor costs.
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Competitive Analysis
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How likely are competitors to copy your business model? Is the industry known for
poaching talent from competing firms? How aggressive are leading firms in acquiring
smaller competitors? Are leading firms able—or likely to—offer services at a loss to turn a
new competitor out of business? Last but not least, how do you stand out amongst the
competition?
Most airport hotels provide economy (33%) and upper midscale (22.7%) accommodations.
High-end hotels own 26.1% of the airport hotel rooms. However, only 14 luxury hotel
brands occupy airport locations. Most players in the industry belong to large hotel chains.
For example, Grand Hyatt is owned by Hyatt Hotels Corp., and Marriott International
owns Westin. Both Hyatt and Marriott are leading US hotel brands. Brand reputation and
financial support are the two main advantages of these chain hotels (Lock 2019).
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At the beginning of Year 1, we will have opened our first S’Naps location in Newark
Liberty International Airport (EWR). By Year 5, we will have sleeping pods at four
additional international airports —Chicago (ORD), Boston (BOS), Dallas Fort-Worth (DFW),
and San Francisco (SFO).
Given our in-terminal location, our direct competitors will be accommodation services
within two miles of EWR. We also include analysis of potential competitors located at
Chicago O’Hare Airport and Boston Logan International Airport, where we plan to expand
our business in Year 5.
In general, the competition for S’Naps comes in two forms— traditional hotels and airport
lounges, but it is worth noting that neither offers the same product that S’Naps does.
Currently, EWR does not have any in-terminal hotels. The most popular hotels nearby
based on consumer ratings (according to TripAdvisor and Google reviews) include
Newark Liberty International Airport Marriott, Hilton Newark Airport, and DoubleTree by
Hilton Hotel.
Note:
If needed, both current and potential competitors can be compared and analyzed.
NEWARK LIBERTY INTERNATIONAL AIRPORT MARRIOTT

Newark Liberty International Airport Marriott is the closest hotel to the airport (0.4 mile
away) and has a shuttle that runs between the hotel and EWR every 15 minutes. The rate
per night ranges from $130 to $310, depending on the season. The average entree price
in the hotel restaurant is $27. A gym is available at this hotel. There is also a club lounge
exclusively for Gold-level and above Marriott members (Schlappig 2017).
Although this hotel is very close to the terminals, it is not within the terminals. Hotel
customers who need to re-enter the airport for a connecting flight will need to re-clear
security, which always has a long waiting line. The gym is a plus for the hotel, but busy
travelers often do not have time for a workout, leaving the gym empty most of the time.
Consumers complain about how small and overcrowded the club lounge is, as well as the
hotel service quality and room upkeep (Google n.d.-c).
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EWR Marriott Executive Lounge
Note:
Use visual aids when necessary. Here, pictures of the competing hotel brands are
presented to visualize the differences between competitors and your brand for the
audience.
HILTON NEWARK AIRPORT
Hilton Newark Airport is one mile away from the EWR terminals. The hotel provides free
shuttle service to its customers. The average rate is $177 per night. The amenities of the
hotel include a fitness room and pool.
Many consumer reviews mention that the hotel shuttle can fill up quickly, and the waiting
time can be as long as one hour during peak travel time. Consumers also were not happy
with the expensive parking fees, outdated AC and furniture, cancellation policy, and
inattentive service people (Google n.d.-b).
View from a room at Hilton Newark Airport
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DOUBLETREE BY HILTON HOTEL NEWARK AIRPORT

DoubleTree by Hilton is located 1.7 miles away from EWR. This hotel also offers access to
a 24-hour fitness room and an indoor pool. The average room price per night is $121.
Free shuttle service is available to hotel guests.
However, similar to Hilton Newark Airport, many guests are not satisfied with the long
waiting time for shuttles. Also, given the relative affordability, the hotel is often busy.
Other complaints include dirty rooms, inconsistent customer service, low-quality food,
and thin walls that are not soundproofed (TripAdvisor n.d.-a).
The indoor pool at DoubleTree by Hilton Newark Airport
HILTON CHICAGO O’HARE AIRPORT HOTEL

This hotel is a luxury, full-service hotel directly across from the main terminals of O’Hare
Airport. The hotel also provides indoor walkways to all terminals and public
transportation.
There are two restaurants, a sports bar, a fitness center, a pool, and a steam room. The
hotel also has pet-friendly rooms upon request. With all the luxury amenities, the rooms
range from $110 to $245 per night.
According to hotel reviewers, the cons of the hotel include bad AC, dirty rooms, old
furniture, slow Wi-Fi connection, and under trained staff (Google n.d.-a).
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Fitness Center of Hilton O’Hare Airport Hotel
HILTON BOSTON LOGAN AIRPORT

This hotel is directly connected to Terminals A and E at Boston Logan International
Airport. It is two miles from downtown Boston. Like Hilton O’Hare Airport, Hilton Logan
Airport also has climate-controlled walkways to the terminals. Guests can also choose to
take a shuttle to get to the hotel.
Other services and amenities include full-service dining, room service, a cafe, fitness
center, and indoor pool.
The parking fees at this hotel are expensive—$49 for self-parking and $55 for valet
parking. Guests complain about the under maintained bathrooms, slow Wi-Fi, dirty carpet,
and general noisiness (TripAdvisor n.d.-b).
Room Service Food at Hilton Boston Logan Airport
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MINUTE SUITES
Minute Suites is a small hotel chain that provides short-term private rooms located inside
airport terminals. Currently, Minute Suites has locations at 5 airports—Atlanta (ATL),
Baltimore (BWI), Charlotte (CLT), Dallas (DFW), and Philadelphia (PHL). Rooms at Minute
Suites are very affordable. At Minute Suites in Philadelphia, for example, the rates range
from $42 for an hour to $155 for eight hours (Minutesuites.com n.d.).
Although Minute Suites is an economic choice for many, the affordability comes with
some notable inconveniences. Guests have complained about their confusing
web-based booking system. For example, when booking a room, a guest is prompted
with options for both “8 hours overnight” and “Check in 9pm check out 5am” (which is,
obviously, eight hours overnight).
The suites do not have private restrooms. If guests want to take a shower, an extra fee
will be charged. The restrooms are limited in number, and guests are often forced to find
a terminal restroom. The cube-shaped room cannot fit a standard bed; instead, a small
couch with a pull-out bottom is provided (Beckwith 2016).
Minute Suites Private Room
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AIRPORT LOUNGES
Airport lounges are available to members of certain airline loyalty programs. Many
lounges offer free snacks and drinks.
However, lounges have obvious disadvantages compared to S’Naps. First of all, only
membership holders can access them. If a traveler does not have a loyalty membership
or a boarding pass from a specific airline, access will be denied. Also, membership is
often very expensive. Lastly, lounges do not offer beds and are frequently overcrowded,
thus no privacy is guaranteed.
S’NAPS ADVANTAGES
Note:
Conclude with your brand’s comparative advantages. This will give confidence to your
audience that your brand is able to stand out among competitors.
To summarize, large chain hotels in airports charge high prices, which usually do not
guarantee room availability and service quality. Their rooms are priced per night, not
hour. The rate per night is not ideal for people who only need to rest for a shorter period
of time. Although many of the chain hotels are located directly outside the airport
terminals, they are not within the terminals. If guests need to make a connecting flight,
they will need to pass through security again. Airport lounges have limited access and
are crowded, and both lounges and Minute Suites do not offer beds.
Space-friendly design
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With booking and service automation supported by AI technology and our space-saving
designer pods, S’Naps is able to provide premium self-service sleeping space at a
fraction of the competitors’ price. Given that 20-26 of these pods will only take the space
of one standard hotel room, we are able to significantly reduce the storefront rental
costs. The AI-based booking/service app facilitates service automation and reduces our
labor costs. Consumers can conveniently book and find help at their fingertips via their
mobile devices. S’Naps is proud to bring a cost-efficient, high-value sleep experience to
travelers seeking private, comfortable, and convenient spaces to rest.
Although big hotel chains may have the resources to copy our model, there is a learning
curve to operate such a different system efficiently. Furthermore, they risk diluting their
brand image by operating at a low margin and targeting the low-ticket market. S’Naps
will also build broad awareness and market share by being the first to enter the US
airport sleeping pod market. Finally, once we have expanded to other major airports,
given the limitation of airport rental spaces, the chances of competitors entering the
same airport will be very low.
Blue Ocean Strategy Canvas
Note:
Visual aids such as a Blue Ocean Strategy Canvas are helpful in visualizing the
comparative advantages of your business.
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Market Analysis
_____________________________________________________________________
MARKET SIZE
Leading US airports with frequent delays will be our choice of location. They attract large
numbers of travelers. Due to factors including security procedures, weather, air carrier
delays, and more, some of these airports constantly delay passengers, thus creating
great market opportunities for S’Naps.
According to data collected by the US Bureau of Transportation Statistics from
2018-2019, the average flight in the US arrives with a 14-minute delay. 7% of all flights
have delays of more than one hour (BTS 2020).
In the US, the 30 busiest airports together account for 65% of the domestic flights.
Summer is the busiest time for air traffic. In July, delayed flights are 76 minutes late on
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average (Neufeld 2020).

Based on the data from the Bureau of Transportation Statistics, among the top thirty
busiest US airports, Newark Liberty International Airport (EWR) has the longest delays.
With the highest traffic and exasperating delays, it is the best place for the first S’Naps
location.
Airlines with Longest Delays
(Source: Neufeld, Dorothy. 2020. “Visualizing the U.S. Airports with the Worst Flight Delays.” Visual Capitalist, January 10, 2020.
Accessed July 9, 2020. https://www.visualcapitalist.com/visualizing-the-u-s-airports-with-the-worst-flight-delays/.)
TARGET MARKET
Note: Many products have more than one target market, so the market analysis section
often describes how a market is segmented. In addition, it should explain the unique
characteristics and needs of the target market(s).
Our target market includes business or leisure travelers with a three-hour (or longer)
layover. Specifically, they can be divided into three categories:
• Travelers staying for the night close to their next flight

• Travelers who want to make it to their flight with a hassle-free experience
• Travelers who want to get some rest right before or after their long flight
S’Naps targets these market segments because they are more likely to be tired on
layovers due to the longer length of their flights, and to have disposable income and/or
expense accounts to spend on a service like S’Naps.
The critical needs and characteristics of these target markets include:
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Quality rest: Many of our target market are business travelers who need to attend
meetings or complete work shortly after—or even during—travel. To do so, they must be
well rested and alert.
Proximity to the airport: They are often pressed for time, so having a location directly in
an international terminal—as opposed to a hotel that they must leave the airport for—is
crucial.
Comfort: The private, high-quality beds that S’Naps offers will address that need, unlike
other airport seating or rest areas.
Price sensitive: They have disposable income to spare, but they do not want to spend a
fortune for a short rest. Therefore, they would prefer relatively high value/price ratio
choices.
Service automation: They require prompt and convenient services, and they are heavy
mobile device users. Our AI-supported automation system will help them access our
sleeping pods at their fingertips.
No unnecessary amenities and facilities: Their tight schedules will not allow them to
spend extra time on superfluous amenities and facilities, such as a pool, gym, or bar.
Basic facilities including restrooms, snack bars, and restaurants are accessible
conveniently in the terminal where the sleeping pods are located.
Media preference: They spend time in airplane cabins, and at the airports. They are most
likely to have access to mobile devices, airline magazines, and airport billboards. Our
marketing strategy is designed to meet these media preferences.
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Marketing Plan
_____________________________________________________________________
UNIQUE SELLING PROPOSITION
Air travelers can rest easy with a nap at S’Naps, get affordable rest where you need it,
when you need it, with none of the hotel hassles.
Traveling is exhausting, getting stuck in the airport is tiring, but with S’Naps, it doesn’t
have to be so. S’Naps makes a refreshing nap possible for you. Conveniently located
inside the airport terminal, our sleeping pods are easily accessible. Our AI-powered
mobile app will give you full control over your stay at your fingertips. Even better, our
price is just a fraction of what a typical airport hotel will charge.
PRICING & POSITIONING STRATEGY
Positioning statement: S’Naps is a comfortable, convenient, economical, and private
resting spot for air travelers.
General pricing structure: For a compact pod (accommodates a single person), S’Naps
charges $20 for a 30-minute nap and $36 for a one-hour nap. Each additional hour after
the first is $18. For a standard pod (accommodates two adults plus one small child), the
rate is $30 for a 30-minute nap and $50 for a one-hour nap. Each additional hour after
the first is $27. The price of a nap is comparable to the cost of a meal at a sit-down airport
restaurant, and significantly less expensive than renting a room at an airport adjacent
hotel.
S’Naps also offers a boutique line of sleep aids, including scented sleep masks ($12),
pajama rentals ($15), sleep kits with melatonin, chamomile tea, and lavender salts ($12),
and freshen-up packages with toothbrushes, moisturizer, towelettes, and hair products
($15).
Customers can also get sandwiches ($12), snacks ($4 to $15), and drinks ($3 to $8) from
the vending machine using our mobile app.
Shower towels and lockers can be rented for $12.

Loyalty program: Customers enrolled in the loyalty program will receive every 20th hour
free, and a seasonal discount of 10% off.
Note: The pricing strategy needs to be specific. Instead of saying “our brand has a
penetration pricing strategy,” explain the prices for your major products/services.
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S’NAPS, LLC
DISTRIBUTION & SALES

Payment processing: S’Naps will accept all major credit cards and PayPal via our mobile
app S’Naps or at snaps.com.
Mobile or online booking: S’Naps will allow customers to reserve a sleeping pod and
update reservations via our mobile app S’Naps or at snaps.com.
Item purchases and rentals: Snacks, water, sandwiches, and sleep aids can be
purchased using our app and retrieved from the vending machine located at the front
desk. S’Naps app also allows towel and locker rentals.
Laundry deliveries: A local laundry service provider will deliver clean bedding to our
pods and take away the used bedding to launder offsite.
Note: In the marketing plan, distribution is often described in terms of what kind of
stores the product will be placed in. The operations plan usually has more logistical
details, like shipping, etc.
PROMOTIONAL STRATEGY
Our promotional strategy focuses on airport terminal billboards, airline magazines, and
digital marketing.
Airport billboard campaign: We will rent five billboards in the international terminal at
Newark Liberty International Airport, an ideal location for reaching our target market. The
billboard ads will feature our futuristic sleeping pod design, the affordability and
convenient location, and invite the audience to try out our AI powered booking app.
Airline magazines: We will have print ads on flight magazines on the flights of United
Airlines, American Airlines, Delta, Southwest, and other major airlines who have flights in
and out of Newark Liberty International Airport. The ads will feature the comfortable,
convenient, and hassle-free experience that S’Naps provides.
SMS marketing: We will mainly focus on geofenced mobile ads targeted at mobile
devices currently located at Newark Liberty International Airport. This ad will contain a
10% off promotion code to encourage first-time purchasers.
Travel sites review contest: We will invite our customers to review their S’Naps
experience with pictures or even videos on major travel sites for a chance at winning a
full rebate of their stay and the next five stays for free. Travel sites will include
tripadvisor.com, travelocity.com, google.com and kayak.com.
Travel blogs and vlogs: We will invite travel bloggers and vloggers with 1 million
subscribers or more to experience our sleeping pods and create reviews on their blogs
or channels. Bloggers will include Dan Flying Solo, A Broken Backpack, Lili’s Travel Plans,
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and The Blog Abroad. Vloggers will include YouTube Channels: Travel Channel, TFIL,
FunforLouis, Wil Dasovish, and Travel and Share.
Popular social media: We will host social media picture and story contest campaign on
Instagram and Facebook. The customer who posts the best picture and story will win a
round trip to Fiji for two.
Sponsorship: Additionally, we aim to raise further awareness and positive press through
sponsoring charity events such as National Sleep Foundation’s Sleep Awareness Week.
Note: Under promotional strategy, list and explain your media brand choices, and what
specific content you want to use to communicate to your target customers. The media
choices should be in line with the target market’s media preferences and accessibility.
Sample Marketing Material
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S’NAPS, LLC
Operations Plan
_____________________________________________________________________
Note:
This plan doesn’t have a section on manufacturing and distribution because it is not
relevant to the business. A business that does manufacture a product would need to
include details on their manufacturing and distribution processes here.
LOCATION
S’Naps sleeping pods will be located in a high traffic zone in the international terminal,
Terminal C, of the Newark Liberty International Airport (EWR). About 42,000 people will
pass by the S’Naps storefront each day, and 28.5% of those will be delayed, 30% of all
passengers have a layover of 22 hours or longer. There are 80 space-friendly sleeping
pods at this location, including 50 compact pods (good for one person), and 30 standard
pods (good for two adults plus one small child). The sleeping pods are easy to assemble
and transport. Should the demand increase in the future, we will install more of them.
Newark Liberty International Airport
FUTURE LOCATIONS
By the end of Year 5, we will expand to four more airports from the top ten “busiest
airports with the longest delay” list (see page 20), including ORD (Chicago), BOS
(Boston), DAL (Dallas), and SFO (San Francisco).
By Year 7, S’Naps aims to open up locations and make sleeping pods available at
seventeen busy airports. The next page shows our expansion map.
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S’Naps Future Locations
FRONT DESK MANAGEMENT, HOUSEKEEPING & PRODUCT SALES

Our highly automated system and self-changing beds provide convenience and
efficiency for customers from self-check-in to self-check-out. Automation also allows us to
provide high-quality service with a limited number of staff.
At any time of the day, one customer service assistant will take care of customer needs at
the front desk. Another employee will take care of housekeeping. The housekeeping
work only involves collecting used bedding for laundry at the end of the day and
cleaning up the pods. The laundry will be picked up daily by a local laundry service. All of
our staff will be trained to answer customers’ questions/requests about the automated
app, room needs, product purchases, shower facilities, and other potential issues.
AI-POWERED BOOKING APP

Our CTO and system engineer will maintain and update our AI powered booking app.
The app enables our customers to take control of their stay by interacting with our AI
Snapsbot, which has advanced natural language processing capabilities supported by
artificial intelligence. Snapsbot analyzes customer conversations to recommend the
optimal solutions to resolve consumer inquiries, from booking sleeping pods and
ordering snacks to wake-up service. Its ongoing learning ability allows continuous
improvement of efficiency with highly personalized consumer experiences. Customers
will experience seamless conversations like chatting with a human being. AI is the key for
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us to provide cost-efficient services.

Customers can choose from our compact pod, which has a twin bed for a single traveler,
or our family pod, which is equipped with a queen bed for a group of two adults plus one
small child. They can book from 30 minutes to 8 hours, 24/7. The booking app controls
climate control, wi-fi connection, lighting settings, noise cancellation, and the sound
system of the booked pod.
Customers can also use the booking app to access and lock luggage storage lockers. All
sleeping pods are wi-fi enabled and have charging docks for smartphones or other
portable devices. The booking app will send reminders when customers’ pod time is up.
The dashboards below demonstrate how the app and Snapsbot work.
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This dashboard shows the room control functions of the app.
Note: A picture is worth more than a thousand words. The dashboards help to
demonstrate how S’Naps key advantage—it's AI-powered app—works.
INVENTORY & SUPPLIES

A vending machine can be found in the S’Naps lounge. Customers can use the
Snapsbot to purchase sleep aids, sandwiches, yogurt, salad, drinks, and snacks from
the vending machine. All products are purchased from small local food vendors, in an
attempt to support the local economy.
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Vending Machine
S’Naps offers customers a boutique line of sleep aids, ranging from lavender-scented
eye masks to eucalyptus candies. These will be purchased at a significant discount from
Sleep Right.
Our self-changing beds will be manufactured through an exclusive licensing partnership
with QuickSwitch, Inc. When the customer confirms with Snapsbot to check out and leave
the sleeping pod, the detector inside the pod will automatically detect that there is no
person occupying the bed. Rolling bars hidden under the bed will rise and roll the old
sheet up. A clean sheet will be rolled out from the bars to cover the bed. Our customer
service will collect used bedding later in the day. The bed will not change the bedding
automatically if the customer’s time is not up or when the customer is still in the pod.
All bedding is purchased from small local vendors. The laundry service is also provided
by a local company.
SHOWER AND SUPPLIES

For travelers who are willing to take a relaxed shower, bath towels and lockers can be
rented. Shampoo and soap are free and easily accessible in the bathrooms.
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Shower Rooms with Lockers
EMPLOYEES
Our CEO will diligently search for funding from potential investors and seek experts from
the airport hospitality industry, law industry, and AI industry to fill the advisory board. Our
COO will conduct strategic planning and supervise operations. The CTO and system
engineer will maintain and improve our AI system. The CFO will track our cash flow and
conduct financial planning. The marketing manager will design SNaps marketing strategy,
partner with marketing agencies to launch the campaign and evaluate the campaign
results and monitor our public relations. The housekeeping and front desk staff will be
hired part-time and will take care of any customer service inquiries that the Snapsbot
cannot resolve.
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Financial Plan
_____________________________________________________________________
CAPITAL REQUIREMENTS
S’Naps seeks to raise $2,000,000 (capital expected to be received by the beginning of

Year 2) in addition to the $1,000,000 provided by early investors in Year 1 along with a
5-year $500,000 loan at a rate of 10% interest. The funds already raised will provide the
beds (equipped with QuickSwitch automatic sheet changing system), necessary
renovations, website and app development, and initial equipment for S’Naps.
The additional capital requested will be spent in the following manner:
The following repeats for three years at an annual rate of 10% as the business grows:
Marketing campaign: 25% of the funds will be used on our marketing campaign.
Social media expense: Total $54,000. $4,500/month for twelve months. Average
$500-900 per social media platform, including Facebook and Instagram, travel blogs,
and vlogs;
SMS marketing inside the airport: Total $8,400. $700 per month for twelve months,
including 60,000 promotional messages/month and free incoming messages. User
engagement and purchases data are also included;
Airline Magazine: Total $60,000. $10,000/month per magazine for six months, including
four airline magazines-United, American Airline, Delta, and Southwest;
Billboards in the terminals: Total $180,000. $10,000 per billboard/month, total three
billboards in three terminals for six months.
Funding for salaries, lease, and utilities

Salaries: $679,200 for Year 1;
Lease and utilities: $20,000/month;

Others: $240,000 for Year 1.
Note: The amount of detail in your final financial plan will vary depending on your
audience. Keep in mind that some audiences will want to see more detailed explanations
of your calculations. Presenting these in the appendix is a powerful way to support your
forecast.
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S’NAPS, LLC
This is a simplified financial plan, as you are asked to present three years of positive net
profit. (Two years of profit after the year you break-even persuasively relays stability and
viability of your business idea.)
ASSUMPTIONS
Our financial projections assume that S’Naps will be in operation at the beginning of Year
1. We estimate that we will capture 1% of our target market (international and domestic
business/leisure travelers with 2+ hour layovers) during Year 2, and then increase that to
2% in Year 3. We based our revenue calculations on an average transaction size of $81.
Our fixed operating costs include marketing expenses (repeat for 3 years), salaries, lease
and utilities, and others. The operating costs will grow by 10% yearly.
SUMMARY FINANCIAL PROJECTIONS

Our final plan projects positive net income beginning in our second year, with a net
margin of 67.5% by Year 3.
Note: If you include tax and interest expense, your operating profit will be different from
your net income.
BREAK-EVEN ANALYSIS
Though S’Naps will operate at a loss in Year 1, we expect to reach a positive net margin
in Year 2. In order to break-even beginning in Year 2, we will need to sell 22,528 sleep
packages (naps, sleep aids, snacks/water, towel, and locker rentals) annually with an
average value of $81. (Details are provided in the Appendix)
S’Naps has 80 pods, including 50 compact pods and 30 standard pods. Assuming 24
operating hours each day and a 360-day year, S’Naps will need to maintain an average
bed occupancy rate of 35% to reach this break-even point.
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RISK AND REWARD ANALYSIS

We performed the risk/reward analysis based on the second year of operations. This is because
our business will break even in the second year. We analyzed several possible projects and
options for the business, such as expanding to busy airports, expanding to non-busy airports, or
outsourcing non-core activities. We matched each option with its reward and risk. For an even
more complete picture to further aid our decision making, we added resources to the
risk-reward analysis. In the diagram below, the bigger the bubble the more resources are
required to execute that option.
We decided that the best project out of all these alternatives is the expansion to new busy
airports. This option has a high risk; however, it also has a high reward.
To forecast how much the income of this option is sensitive to risks, we performed a sensitivity
analysis. We analyzed several possible scenarios for our business related to the second year of
operations; they are the best, worst, and most likely scenarios. In each scenario, we provided
projections of the revenues and net income based on certain risks specific to that scenario.
The summary of the three scenarios related to the second year of operations is provided
in the table below. Details of our analysis and calculation can be found in the appendix.
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EXIT STRATEGY
In Year 5, S’Naps hopes to sell its operation to a large hotel chain such as Hilton, Hyatt,
Marriott, IHG, or Wyndham.
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Appendix
_____________________________________________________________________
FINANCIAL STATEMENTS
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FINANCIAL STATEMENT DETAILS AND SUPPORT
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BREAK-EVEN POINT CALCULATION
RISK AND REWARD SENSITIVITY DETAILS
The Best Scenario

The strengths of our business are:
● Our partnership with QuickSwitch Inc. provides us an exclusive license to the
QuickSwitch linen technology, which changes sheets automatically, giving us a
significant advantage over any competition that arises by significantly reducing
the labor expenses.
● Airport hotels are very expensive to build and maintain. S’Naps can fill this gap
with its inexpensive, space-friendly sleeping pods.
● The regular hotels suffer from high cost of construction and remodeling. However,
S’Naps sleeping pods are extremely cost effective and space friendly.
● With booking and service automation supported by AI technology and our
space-saving designer pods, S’Naps is able to provide premium self-service
sleeping space at a fraction of the competitors’ price. Given that 20-26 of these
pods will only take the space of one standard hotel room, we are able to
significantly reduce the storefront rental costs. The AI-based booking/service app
facilitates service automation and reduces our labor costs.
The opportunities for our business are:

● Several key partners will help accelerate our growth:
o The Newark Liberty International Airport Terminal Authority is providing a
40% reduction in long-term rent due to the high value of our service for
airport customers.
o Sleep Right will provide the sleep aids for our travelers at discounted rates.
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S’NAPS, LLC
o Small local vendors will provide our snacks and bedding.

● Although many of the chain hotels are located directly outside the airport
terminals, they are not within the terminals. If guests need to make a connecting
flight, they will need to pass through security again. Furthermore, their rooms are
priced per night, not hour. Moreover, airport lounges have limited access and are
crowded, and both lounges and Minute Suites do not offer beds.
● An upgraded AI is a key for us to provide more cost-efficient services.
● Our targeted busy airports may keep suffering from inefficiencies and long delays
resulting in a greater need for our services.
● A huge increase in traveling by planes after the COVID 19 pandemic.
Based on the previous strengths and possible opportunities for our business, the best
scenario is to have a 100% used capacity. That is, to rent out all the pods 24 hours/7 days
all year-round. This optimistic scenario will generate a maximum annual revenue of
$21,943,800 in Year 2 if each customer is renting the pod for two hours. In other words,
[30 pods X $77 X 12 X 365] + [50 pods X $54 X 12 X 365] = $21,943,800, which is the
maximum revenue for Year 2. This revenue will result in a net income of $19,113,100
computed as follows: Revenues – COGS [revenues x 5%] - operating expenses -
depreciation expense - interest expense. That is, $21,943,800 - [$21,943,800 x 5%] -
$1,607,760 - 75,750 - 50,000 = $19,113,100.
The best scenario will generate a return on capital of 956%, which is $19,113,100 /
[(1,000,000 + 3,000,000)/2].
The return on assets (ROA) for this scenario is 656%.
However, the likelihood of this best scenario happening is only 5%, based on our
knowledge of the industry and analyzing the strengths and opportunities of our business.
The Worst Scenario

The weaknesses of our business are:
● The high cost of space: Rental costs in airports are typically five times higher than
the national average. Other than rent, a new airport retail location must also
pledge to pay the airport an annual base amount (usually a percentage of
projected sales) known as a Minimum Annual Guarantee (MAG).
● The airport could also require years of commitment. For example, in 2018, SFO
airport had its tenants sign on to a 10-year commitment contract.
● The higher level of regulation faced by businesses in airports results in the
following weaknesses:
o The increased security and employee screenings can slow the initial
start-up phase.
o Permits are also required at a cost of up to $5,000.
o Security regulations can lead to higher staff costs.
o Employees’ daily airport parking and security badges production costs can
pile up quickly.
o Turnover can be very expensive for airport hotels (Leung 2017).
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The threats for our business are:

● Though the services vary, we and the regular hotels are tied together by the fact
that we all serve a unique captive market, which is heavily influenced by the
passenger airline industry.
● The repercussions of a future pandemic will affect almost everything including the
passenger airline industry, the supply chains, and the ability to hire workers… etc.
These effects could have a long-term negative impact depending on several
factors, such as the late discovery of permanent effective vaccines or medications.
● Our targeted busy airports will be more efficient resulting in shorter delays.
Based on the previous weaknesses and possible threats for our business, the worst
scenario is to earn a minimum annual revenue of $2,194,380 in Year 2, which is only 10%
of the maximum capacity computed in the best scenario. In other words, this revenue is
based on renting out only one tenth of the available pods annually. In this pessimistic
scenario, the minimum net income will be $351,151, which is computed as follows:
Revenues – COGS [revenues x 5%] - operating expenses - depreciation expense -
interest expense. That is, $2,194,380 - [$2,194,380 X 5%] - 1,607,760 - 75,750 - 50,000 =
$351,151.
The worst scenario will generate a return on capital of 17.55%, which is $351,151 /
[(1,000,000 + 3,000,000)/2].
The likelihood of the worst scenario happening is 35%, based on our knowledge of the
industry and analyzing the weaknesses and threats for our business.
The Most Likely Scenario

By being realistic, not too optimistic, and not too pessimistic, the most likely scenario is to
earn a revenue of $3,760,275 in Year 2. This amount was computed by considering all
strengths and weaknesses of our business and the most likely opportunities and threats.
As a result, the most probable net income for Year 2 will be $1,838,751.
The probability of the most likely scenario happening is 60%, based on analyzing all
elements in the SWOT analysis that have the highest probabilities to occur.
The most likely scenario will generate a return on capital of 92%, which is $1,838,751 /
[(1,000,000 + 3,000,000)/2].
We have designed most of our business plan based on the most likely scenario. In this
context, we have prepared all attached financial statements based on the most likely
scenario.
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_____________________________________________________________________
Note: Always include a reference list. This list here is formatted in Chicago style, as are
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Snaps Business Plan

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SAMPLE BUSINESS PLAN QUANTIC

Gaspard Brodeur, CEO

PROBLEM AND S’NAPS SOLUTION

S’Naps has signiﬁcant advantages over competitors:

S’Naps seeks to raise $2,000,000, in addition to the $1,000,000 already provided by

S’Naps Sleeping Pods Sample

AIRPORT HOSPITALITY INDUSTRY

Helpful questions to consider:

NEWARK LIBERTY INTERNATIONAL AIRPORT MARRIOTT

EWR Marriott Executive Lounge

DOUBLETREE BY HILTON HOTEL NEWARK AIRPORT

The indoor pool at DoubleTree by Hilton Newark Airport

HILTON CHICAGO O’HARE AIRPORT HOTEL

Fitness Center of Hilton O’Hare Airport Hotel

HILTON BOSTON LOGAN AIRPORT

Room Service Food at Hilton Boston Logan Airport

Minute Suites Private Room

Blue Ocean Strategy Canvas

average (Neufeld 2020).

Airlines with Longest Delays

• Travelers staying for the night close to their next ﬂight

UNIQUE SELLING PROPOSITION

Shower towels and lockers can be rented for $12.

DISTRIBUTION & SALES

Sample Marketing Material

Newark Liberty International Airport

S’Naps Future Locations

FRONT DESK MANAGEMENT, HOUSEKEEPING & PRODUCT SALES

AI-POWERED BOOKING APP

us to provide cost-eﬃcient services.

This dashboard shows the room control functions of the app.

INVENTORY & SUPPLIES

SHOWER AND SUPPLIES

Shower Rooms with Lockers

S’Naps seeks to raise $2,000,000 (capital expected to be received by the beginning of

Funding for salaries, lease, and utilities

Lease and utilities: $20,000/month;

SUMMARY FINANCIAL PROJECTIONS

RISK AND REWARD ANALYSIS

FINANCIAL STATEMENT DETAILS AND SUPPORT

BREAK-EVEN POINT CALCULATION

RISK AND REWARD SENSITIVITY DETAILS

The Best Scenario

The opportunities for our business are:

o Small local vendors will provide our snacks and bedding.

The Worst Scenario

The threats for our business are:

The Most Likely Scenario

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