”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 of
the club. This will allow us too 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 places;

Skilled staff which reacts

quick, is friendly, atttentive 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 pl

laces.

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 off 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. We do not want to take place wi

ithin 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, toilets must be all time

attended;

Good security, it is good, wh

hen 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 our all goals will be
achieved
successfully, every year profitability should increase.
Details ar

re 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.

F
inancial

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 reverse 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-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

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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