”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 ingeographical area. We will earn this leadership position by providingto our distributors and clients high-quality services, reasonablyprices and all time interesting night’s performance. Also ourvision is to create the only club of its kind, unique music, theatmosphere, selected clients. The aim is to create a unique placewhere clients can have fun with anyone who meets the requirements ofthe club. This will allow us to reach a safe place to which theclients will have confidence, and will always come when they havetime.

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 cannotprovide?

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 places;

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 not 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 always 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 andvalues?

Our philosophy:

‘‘Ask clients what is important tothem. Ask employees what is important to them. Then do it!’’ At first our philosophy is go with needs ofclients. We do not want to take place within the framework of peeledin an earlier draft we want to know the clients’ needs andstrive to meet them if possible. Of course, taking into account themajority.

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 anddistributors?

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

CRITICALSUCCES FACTORS

Achievingcredibility

Plan is quite real, thusit’s credibility – 100%.Given financial plan, which is very realistic and prepared with themain details can be sure of the success of our venture. Our goal isalso flexible and adapt to market needs. One of the biggestdisadvantages is to finance projects with bank loan.

Maintainingproduct quality standards:

All time restore program;

Non-smoking lets feel comfortable and satisfy yourself in good surroundings;

Surroundings in which included furniture, toilets must be all time attended;

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

Finding neededresources

Our primary capital and long-term loan from bank. Although fundingfrom bank loans is associated with some risk, however, fully in theimplementation of the plan, this should not be an obstacle to theimplementation of the project. And hence the loan must be paid backwith surplus.

Performing additional market research tostay in touch with customer needs

In the initial identification of potentialclients, we know that our club should meet the needs of all clients.Of course, changes will implemented in following together with marketneeds, changes tastes of clients, etc.

Establishingdefinitions and standards of how a company serves and listens to allcustomers

Company tries to do the best and every client’s opinion is veryimportant (it will be a nice visitor’s book, in which everyonecan write him comments).

Establishinginternal 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 our all goals will beachievedsuccessfully, every year profitability should increase.Details are presented in thetable– Forecast of results (page 9-10).

Cost-effectiveactivity and operations

With such large investments have to reckon withthe costs. However, the costs as high or lower than the revenue frombusiness premises. You have to count the spending on servicing,security, cleaning services, maintenance of local supply, as well additional costs.

Establishing acontinuous improvement policy for reviewing and evaluating progress

The company will be refined asdue came to changes in the market. The Strategic business plan can bechanged under the influence of economic, social factors, and evensuch as changes in clients’ tastes.

Commitment andwillingness from the owner(s) to make changes

One of the objectives of thecompany is adapting to client needs, and these changes will beintroduced on a regular basis only when the need arises.

Employees to their taskswill be prepared, and will be approached to do so with fullcommitment. Preparing workers provide special training for theprofession, as well as workers pick the best fit for position.

Financial planthat ensures enough cash flow and sales revenue to grow the companyeffectively

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 dealwith downturns should they occur

First of all, we must analyze the causes of demand, secondlydetermine whether demand can be restimulated by new target, bychanging image, or by more effective communication. At last, our taskwould be to reverse declining demand through creative remarketing.

Systems andadministrative policies to enhance employees do their jobseffectively

It is important how employee satisfy him job, thus it is doneregularly audit. If job is done perfectly, that employee is awardedby premium. If no, he is sent to a training program to learn how towork 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-growing 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 tourist 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

Thestrategy of our local would be to attract customers with productsnot offered in other local or enjoying a very strong position, such alive music. Here we want to make sure enriching our club inadditional attractions (and what kind?). Actually cause the increaseof interest in our premises (at relatively low cost).Thebiggest advantage of this investment would be exceptional local inmusic, climate, clients, design. We can say that this would be alocal for everyone, but still with his characteristic specificitywhich will be attract solid circle of clients.Musicis the most important element of local, emphasising itsspecificities and to give a unique character, which is why we want toknow what music is the most hearing and attracts most clients.Strategicobjective chosen by our company allows for a large profit, despitethe relatively specific clients. This is possible because of the factthat the level of their income allows them to accept the inflatedprices, even if, in return for the services offered to them will showa very high quality.Inclub will bethe ability to customize products to meet the needs of customers.

CONCLUSION

Thesegoals, contained in the business plan will contribute to thepriorities established in realizationinvestment. We can change the direction where the aims are not goodto customers. However, as previously mentioned the most importantwill be open to changes, talk with individual client about thechanges that are needed for the premises, management, maintenance,protection and maintaining the premises. We also consider changingthe nature of events organised by a club such that most suit theclient.Themost nuisance is to finance the investment from bank loan.Uncertainty it is always the return on investment, however, prepareda financial plan clearly provides that the investment will beprofitable.Webring under consideration, increased popularity of clients afteropening the club due to interest a new place in a small town. What isthe advantage of a small town is that you can minimize spending onadvertising 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.

s_b9fac1dea0251c75_html_m7dae3203.png