Gardewine business plan proposal 1.4

Gardewine Group Inc.

A presentation on developing a business plan for the Gardewine

Group Inc.

Dr. John PersicoAugust 28, 2013

• Add value to the Gardewine business

• Show clients what our long term thoughts are

• Create a five year plan for staffing

• Identify new opportunities for increased revenue

• Stay competitive in a rapidly changing market place

For over seventy five years , if you wanted to

approach investors for funds to start a

business, expand a business or sell a

business you needed a good Business Plan.

Times

Change!

Investors

Want More!

You now also need a strong Business Model

What is a Business Model?

Your business model is your core strategy to acquire customers

and sell them your services at a profit. Investors know that the

business model is the core foundation of their investment.

Great business people orchestrating a great business model

yield significant returns for investors. Underemphasizing your

understanding of your business model or its importance could

hurt your chances with investors.

Value of a Good Business Model

Hard Work

Intelligence

Experience

Good Biz Plan

Good Business

Model

Profit Ladder

The Components of a Business Model

The Components of a Business Model

Offering o Market attractiveness: The industry, niche, and customer segment you will sell to.

o Unique value proposition: The significance of the opportunity to stand out in the

marketplace and how strongly your offering does so.

Monetization o Profit model: The streams of income created by the offering and the associated margin

generated.

o Sales performance model: Converting the marketing expectations into actual paying

customers.

Sustainability

o Ongoing competitive advantage: Creating meaningful differentiation and advantage today

and tomorrow.

o Innovation factor: Balancing the need to innovate to keep up with competition with your

ability to do so.

o Pitfall avoidance: Making sure a good model doesn't succumb to regulation, litigation,

fads, or excess reliance.

o Graceful exit: Creating a model that allows the owner to sell the business for a large sum

of money or run it as a CEO Emeritus.

What is the Mayo Clinic Model of Care?

The Mayo Clinic Model of Care (MCMC) is a prescription for providing patient care in concert with our

mission —

Mayo Clinic will provide the best care to every patient every day through integrated clinical

practice, education and research.

It is the set of objectives that addresses our core principle for practice — Practice medicine as an

integrated team of compassionate, multi-disciplinary physicians, scientists and allied-health professionals

who are focused on the needs of patients from our communities, regions, the nation and the world.

Patient Care

• Collegial, cooperative, staff teamwork with true multi-specialty integration

• An unhurried examination with time to listen to the patient

• Physicians taking personal responsibility for directing patient care over time in a partnership with the

local physician

• Highest quality patient care provided with compassion and trust

• Respect for the patient, family and the patient’s local physician

• Comprehensive evaluation with timely, efficient assessment and treatment

• Availability of the most advanced, innovative diagnostic and therapeutic technology and techniques

Environment

• Highest quality staff mentored in the culture of Mayo and valued for their contributions

• Valued professional allied-health staff with a strong work ethic, special expertise and devotion to Mayo

• A scholarly environment of research and education

• Physician leadership

• Integrated medical record with common support services for all outpatients and inpatients

• Professional compensation that allows a focus on quality, not quantity

• Unique professional dress, decorum and facilities

Trimac Business Model

Safety

“Service with Safety” This motto is a reflection of the culture of the company that has been an integral

part of Trimac’s business for over 65 years. Safety is our core value that is evident in everything we

do. Trimac has created an industry-leading safety program that provides product stewardship, driver

training and a process that integrates people and equipment with its customers’ products and

facilities. Trimac has won the National Tank Truck Carriers (NTTC) safety award 12 times in the past 14

years and has consecutively been in the top 2 for the past 14 years.

Customer centric focus

Trimac endeavors to provide service levels to its customers that exceed their expectations. This is done

by establishing a culture that expects and supports pro-active customer service. Trimac hauls over 200

different types of products to a variety of blue chip customers from various industries across Canada and

into the United States.

Capacity management

Capacity management is the development of a long-term planning process to ensure programs and

resources delivered will facilitate the achievement of our revenue growth objectives. Processes in place

include recruitment resources for hiring, facilities development to meet growth requirements and

programs to support our company drivers, mechanics and technicians and lease operators.

Team investment

Trimac’s focus is on its people. Our team investment directly affects the success of the

Company. Through our recruiting and hiring process we provide operations with the human capital to

meet capacity needs that allow us to grow our business. Through our retention process we have integrated

our “Preferred Place to Work” initiatives into our branch specific plans.

Revenue growth

Trimac has developed a comprehensive plan to grow its business to support market share objectives in the

various products it hauls. It has a balanced and disciplined growth strategy. Trimac plans to grow its

business through a combination of internal growth with existing and new customers (organic growth) and

through acquisitions that meet Trimac’s strict acquisition criteria.

Profitability

Trimac has been in business for over 65 years and has endured many recessionary periods. It has

maintained consistent profitability through managing productivity and utility of its equipment while

offering competitive transportation rates to its customers.

Con-Way Freight Business Model

“No standing” is one rule successful fleets adhere to religiously. Accepting how the less-than-truckload

(LTL) landscape has shifted, this year Con-Way Freight Inc. took the innovative — and bold — step of

literally tossing out the business model on which it had been founded 24 years ago, trading tradition for

the nimbleness it needs to move forward.

• Comprehensive platform: a single data warehouse that captures data from all areas of the business.

• Granular: the capability to store and report on minute, transaction level details.

• High performance: fast data loading and query processing for speed-of-thought analysis.

• Ad hoc: a flexible environment that facilitates asking any question, at any time.

• Self-service: an easy-to-use platform for users throughout the business to leverage.

A Template for Developing a Business Model

The Business Plan

Many components of a business plan are present in a

business model. However, the business plan covers many

operational and financial aspects not present in a business

model.

The Element of a Good BUSINESS Plan

Executive Summary

Current Position

Company Description

Product / Service

Operations Plan

The Market and Sales Plan

Strategy and Implementation

Competition

Management Team and Staff

Financial Analysis

Risk Analysis and Mitigation

A Sample Plan for Mikes Trucking Company

An On-Line Business Plan Template

Traditional Template for a Business Plan

The Business Model Canvas

Lean Canvas

0-1

7

How Strong is the Gardewine Business Model?

Three Possibilities

Plan C: Develop a Business Plan

Plan B: Develop the current Gardewine Business Model and a Business Plan

Plan A: Develop potentially new Business Models and link to the Business

Plan

2013

Aug Sep Oct Nov Dec 2013

Gardewine Busines Plan Approved12/23/2013

Executive team reviews completed plan and signs off.12/16/2013

Final draft of plan completed12/16/2013

Consultant reviews materials for completeness11/12/2013

Second draft of plan completed11/11/2013

Consultant reviews materials for completeness10/15/2013

First draft of plan completed10/14/2013

Consultant works on coordinating plan input9/10/2013

Assign time lines for each section9/9/2013

We delegate tasks for establishing the BP9/9/2013

We decide on which plan to pursue8/28/2013

Plan C: Develop a Business Plan

Plan B: Develop the current Gardewine Business Model and a Business Plan

Plan A: Develop potentially new Business Models and link to the Business

Plan

Questions or Comments