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“Between paradise and hell“ Strategic business plan

XXX – (firmos pav

CONTENT

1.VISION 2

2. MISSION STATEMENT 2

3. CORPORATE VALUES 4

4. BUSINESS OBJECTIVES AND MAJOR

GOALS 5

5. KEY STRATEGIES 6

6.SWOTS’s 10

7. STRATEGY 12

CONCLUSION 13

BIBLIOGRAPHY: 14

1.VISION

Our Vision is to become the most leading company in

geographical area. We will earn this leadership position by providing

to our distributors and clients high-quality services, reasonably

prices and all time interesting night’s performance. Also our

vision is to create the only club of its kind, unique music, the

atmosphere, selected clients. The aim is to create a unique place

where clients can have fun with anyone who meets the requirements oof

the club. This will allow us to reach a safe place to which the

clients will have confidence, and will always come when they have

time.

2.

MISSION STATEMENT

What do we do the best?

Qualitative service to clients;

Friendly atmosphere;

Reasonably prices;

Interesting, nowhere seen surroundings;

Staff outfit image all halls style;

Cleanliness.

What needs can we satisfy for customers that competitors cannot

provide?

Spacious premises;

Different program, for example, competition among clients who drink

mostly and in the end of party the winner table gets free

invitations to come next time and have VIP sitting pplaces;

Skilled staff which reacts

quick, is friendly, attentive and helpful;

It will be two floors: first and second, thus, in each other –

different music and style;

Not only alcohol drinks but also milk cocktails and some deserts;

Only limited number of people because of nnot being crush;

Special room for smokers;

VIP places.

What kind of image do we want?

First floor will be like a hell and second one will let you feel

that you are in paradise;

In ‘‘hell’’ would be hard music, such like

rock, metal and so on. The hall would be dark with good light

effects;

In ‘‘paradise’’ the main music would be 80’s

and sometimes it would be included live music (for example, one time

in week). Surroundings would remind real paradise.

What do we want to be known for?

Our mission is to be leader, thus, we want to

achieve a good company’s name;

Club should be known because of the highest

quality;

One time client is not our aim;

The clients should connect the club with a

certain quality, the place to which they can aalways go and satisfy

its expectations.

What kind of customers do we want to have?

The target client is people

with well- paid salaries;

The client, for who quality is

the most important.

What personal needs do we want to satisfy?

Good music;

Friendly atmosphere;

Interesting program;

Live music;

Our work is our passion;

Financial satisfy;

Satisfaction from customer satisfaction.

3.

CORPORATE VALUES

What is our philosophy, ethical and social responsibilities and

values?

Our philosophy:

‘‘Ask clients what is important to

them. Ask employees what is important to them. Then do it!’’

At first our philosophy is go with needs of

clients. WWe do not want to take place within the framework of peeled

in an earlier draft we want to know the clients’ needs and

strive to meet them if possible. Of course, taking into account the

majority.

Ethical and social responsibilities and values:

Honesty observing the law;

Using inside information;

Supplier relations and purchasing;

Acquiring information;

Use of company assets;

Pricing, contracting, billing.

What value do we want to have to our customers, suppliers and

distributors?

Client satisfaction;

Client importance;

Commitment to quality;

Commitment to innovation;

Importance for honesty;

Duty to suppliers;

Duty to distributors;

Protecting the environment.

4.

BUSINESS OBJECTIVES AND MAJOR GOALS

Where do we want to be in 5 years?

To restore primary money back;

To become the leader and the most known club not only in

geographical area but also in another geographical areas;

To create more entertainment which best satisfy clients needs;

To grow the business;

To find regular clients;

To find new clients;

Develop a permanent clientele;

Growing profit.

5.

KEY STRATEGIES

CRITICAL

SUCCES FACTORS

Achieving

credibility

Plan is quite real, thus

it’s credibility – 100%.

Given financial plan, which is very realistic and prepared with the

main details can be sure of the success of our venture. Our goal is

also flexible and adapt to market needs. One of the biggest

disadvantages is to finance projects with bank loan.

Maintaining

product quality standards:

All time restore program;

Non-smoking lets feel comfortable and satisfy yourself in good

surroundings;

Surroundings in which included furniture, ttoilets must be all time

attended;

Good security, it is good, when you can feel safety.

Finding needed

resources

Our primary capital and long-term loan from bank. Although funding

from bank loans is associated with some risk, however, fully in the

implementation of the plan, this should not be an obstacle to the

implementation of the project. And hence the loan must be paid back

with surplus.

Performing additional market research to

stay in touch with customer needs

In the initial identification of potential

clients, we know that our club should meet the needs of all clients.

Of course, changes will implemented in following together with market

needs, changes tastes of clients, etc.


Establishing

definitions and standards of how a company serves and listens to all

customers

Company tries to do the best and every client’s opinion is very

important (it will be a nice visitor’s book, in which everyone

can write him comments).

Establishing

internal and external communication standards

Internal communication standards:

Good salary lets employees work much more better;

Employees open –

heart communication

(but it must be within limits) with director let reveal employees

reasons why they do not work very well.

Every year must be some party for employees, they should know, that

they are very necessary and important for company;

Training programs;

External communication standards:

Stay

in touch with clients;

Opening to the client;

Efforts

to meet the needs of clients;

Individual

approach to client.

Profitability

If oour all goals will be

achieved

successfully, every year profitability should increase.

Details are presented in the

table– Forecast of results (page 9-10).

Cost-effective

activity and operations

With such large investments have to reckon with

the costs. However, the costs as high or lower than the revenue from

business premises. You have to count the spending on servicing,

security, cleaning services, maintenance of local

supply, as well additional costs.

Establishing a

continuous improvement policy for reviewing and evaluating progress

The company will be refined as

due came to changes in the market. The Strategic business plan can be

changed under the influence of economic, social factors, and even

such as changes in clients’ tastes.

Commitment and

willingness from the owner(s) to make changes

One of the objectives of the

company is adapting to client needs, and these changes will be

introduced on a regular basis only when the need arises.

Employees to their tasks

will be prepared, and will be approached to do so with full

commitment. Preparing workers provide special training for the

profession, as well as workers pick the best fit for position.

Financial plan

that ensures enough cash flow and sales revenue to grow the company

effectively

FORECAST OF RESULTS

Description

2002

2003

Structure

Indicators

Dynamics

Indicators

2002

2003

1.

Inocme from sale and equate with them, including:

a)

internal services

b)

other services ( rent a club, organize of weddings etc.)

2.

Operating expenses, including:

a)

depreciation

b)

the use of energy

c)

costs of delivery

d)

salaries

e)

benefits to employees

f)

other costs

2.658.000,-

2.600.000,-

58.000,-

2.539.524,-

91.116,-

537.100,-

445.348,-

974.725,-

432.388,-

58.847,-

3.106.974,-

2.901.600,-

205.374,-

3.016.954,-

103.690,-

637.001,-

532.636,-

1.164.796,-

516.005,-

62.826,-

100,0

97,8

2,2

95,5

3,4

20,2

16,7

36,7

16,3

2,2

100,0

93,4

6,6

97,1

3,3

20,5

17,1

37,5

16,6

2,0

116,9

111,6

354,1

118,8

113,8

118,6

119,6

119,5

119,5

106,7

3
.Result from the sale (g.1)

118.476,-

90.020

4,5

2,9

75,9

4

.Other operating income

5

Other operating costs

20.846,-

14.890,-

23.410,-

16.721,-

0,8

0,6

0,7

0,5

112,3

112,3

6. Result

on operating activity (g. 2)

124.432,-

96.709,-

4,7

3,1

77,7

7.

Financial

income

8.

Financial

expenses

5.956,-

2.978,-

6.688,-

3.344,-

0,2

0,1

0,2

0,1

112,3

112,3

9. Result

on economic activity (g.3)

127.410,-

100.053,-

4,8

3,2

78,5

10.

Extraordinary gains (+)

11.

Extraordinary

losses (-)

0,-

0,-

0,-

0,-

0

0

12. Finance

Result gross(g.4)

127.410,-

100.053,-

4,8

3,2

78,5


13.

Mandatory result of the financial burden

50.964,-

40.021,-

1,9

1,3

78,5

14.

Financial

Result net (g.5)

76.446,-

60.032,-

2,9

1,9

78,5

A plan to deal

with downturns should they occur

First of all, we must analyze the causes of demand, secondly

determine whether demand can be restimulated by new target, by

changing image, or by more effective communication. At last, our task

would be to reveerse declining demand through creative remarketing.

Systems and

administrative policies to enhance employees do their jobs

effectively

It is important how employee satisfy him job, thus it is done

regularly audit. If job is done perfectly, that employee is awarded

by premium. If no, he is sent to a training program to learn how to

work effectively.

6.SWOTS’s

Strengths & Weaknesses

Strengths

:

Unique

place;

Unique

design;

May

attract the rich clients;

Anyone

can find the kind of music for themselves;

Active

advertising;

Highly

qualified workers;

Good relations with clients;

The permanent clients;

Good

management can maximize the productivity of workers.

Weaknesses:

Possibility

of the emergence of competition (very fast-grrowing industry);

Danger

of departing clients,

in the case of an incomplete needs;

Seasonality;

Costs

may be higher than anticipated;

Costs

of maintaining the local are not so high in the small town;

Nature

of the local may not like to potential customers.

Opportunities & Threats

Opportunities:

Only one local in that type;

Seasonal ttourist destination;

Location,

near the centre

of city.

Threats:

The

lack of people off-season;

Other

locals in the city;

Small

town;

Market

may have changes due to economic factors.

7.

STRATEGY

The

strategy of our local would be to attract customers with products

not offered in other local or enjoying a very strong position, such a

live music. Here we want to make sure enriching our club in

additional attractions (and what kind?). Actually cause the increase

of interest in our premises (at relatively low cost).

The

biggest advantage of this investment would be exceptional local in

music, climate, clients, design. We can say that this would be a

local for everyone, but still with his characteristic specificity

which will be attract solid circle of clients.

Music

is the most important element of local, emphasising its

specificities and to give a unique character, which is why we want to<

know what music is the most hearing and attracts most clients.

Strategic

objective chosen by our company allows for a large profit, despite

the relatively specific clients. This is possible because of the fact

that the level of their income allows them to accept the inflated

prices, even if, in return for the services offered to them will show

a very high quality.

In

club will be

the ability to customize products to meet the needs of customers.

CONCLUSION

These

goals, contained in the business plan will contribute to the
>
priorities established in realization

investment. We can change the direction where the aims are not good

to customers. However, as previously mentioned the most important

will be open to changes, talk with individual client about the

changes that are needed for the premises, management, maintenance,

protection and maintaining the premises. We also consider changing

the nature of events organised by a club such that most suit the

client.

The

most nuisance is to finance the investment from bank loan.

Uncertainty it is always the return on investment, however, prepared

a financial plan clearly provides that the investment will be

profitable.

We

bring under consideration, increased popularity of clients after

opening the club due to interest a new place in a small town. What is

the advantage of a small town is that you can minimize spending on

advertising at its high efficiency.

BIBLIOGRAPHY:

Tokarski,

A., Tokarski, M., Wójcik, J.,(2007); Jak

solidnie przygotować profesjonalny biznesplan,

Cedetu.

Kotler,

P., Keller, K.,(2005); Marketing

Management, Prentice-Hall, Upper

Saddle River, New Jersey, 12 th Edition.

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