Team 1 - BUSINESSMEN December 6, 2005. RIDE OR DIE SKATE SHOP Kojo AjavonKojo Ajavon Seth MacIntyreSeth MacIntyre Warren GriffinWarren Griffin Al BohnerAl.

Team 1 - BUSINESSMENTeam 1 - BUSINESSMEN

December 6, 2005December 6, 2005

RIDE OR DIE SKATE SHOPRIDE OR DIE SKATE SHOP

• Kojo AjavonKojo Ajavon• Seth MacIntyreSeth MacIntyre• Warren GriffinWarren Griffin• Al BohnerAl Bohner

MISSION STATEMENTMISSION STATEMENT

• MISSION STATEMENTMISSION STATEMENT• Ride or Die skate shop is committed to Ride or Die skate shop is committed to

bringing only the highest quality, and bringing only the highest quality, and the newest products on the market, to the newest products on the market, to the Skateboarding community. Our the Skateboarding community. Our focus is to assist our costumers in focus is to assist our costumers in finding the products that are most suited finding the products that are most suited to the individual, and insure a through to the individual, and insure a through understanding of Skateboarding understanding of Skateboarding products, community and events.products, community and events.

THE TEAMTHE TEAM

• MANAGERSMANAGERS– ALAL– WARRENWARREN– KOJOKOJO– SETHSETH

• EXPERIENCEEXPERIENCE

ACCOMPLISHMENTSACCOMPLISHMENTS

BUSINESS CONCEPTBUSINESS CONCEPT

• STRATEGYSTRATEGY– OUT STOCKOUT STOCK

– 100% DEVOTED100% DEVOTED

– MASS MARKETMASS MARKET

– ONLINE ONLINE COMMUNITYCOMMUNITY

MARKET SUMMARYMARKET SUMMARY

• SKATERSSKATERS

• INDUSTRYINDUSTRY

• COMPETITIONCOMPETITION

OPPORTUNITIESOPPORTUNITIES

• CONSUMER CONSUMER PROBLEMSPROBLEMS

• WHAT CAN WE WHAT CAN WE DO?DO?

COMPETITIONCOMPETITION

• WHO ARE THEY?WHO ARE THEY?

• What are we What are we going to do about going to do about it?it?

GOALS AND OBJECTIVESGOALS AND OBJECTIVES

• FIVE YEAR GOALSFIVE YEAR GOALS

-ONLINE MARKET -ONLINE MARKET PLACEPLACE

-LARGER -LARGER BUILDINGBUILDING

-PARK-PARK

FINANCIAL ASSUMPTIONSFINANCIAL ASSUMPTIONS

• OUR FINANCIAL PLANOUR FINANCIAL PLAN

• PRICING ASSUMPTIONSPRICING ASSUMPTIONS

• EXPECTED SALES AND PROFITS EXPECTED SALES AND PROFITS OVER THE NEXT FEW YEARSOVER THE NEXT FEW YEARS

FINANCIAL FIGURESFINANCIAL FIGURES

Thousand $Thousand $ YEAR 1YEAR 1 YEAR 2YEAR 2 YEAR 3YEAR 3

SALESSALES $40,591$40,591 $81,182$81,182 $121,773$121,773

PROFIT/PROFIT/

LOSSLOSSBREAK BREAK EVENEVEN

40,000 40,000 80,00080,000

RESOURCE RESOURCE REQUIREMENTSREQUIREMENTS

• TECHNOLOGYTECHNOLOGY• PERSONNELPERSONNEL• FINANCIAL FINANCIAL

DISTRIBUTION DISTRIBUTION AND AND PROMOTIONALPROMOTIONAL

• EXTERNALEXTERNAL-PRODUCTS/-PRODUCTS/SERVICESSERVICES

RISKS & REWARDSRISKS & REWARDS

• RISKSRISKS

-ESTABLISHED CUSTOMER BASE-ESTABLISHED CUSTOMER BASE• WHAT WILL WE DO?WHAT WILL WE DO?

• REWARDSREWARDS

KEY ISSUESKEY ISSUES

• SHORT TERMSHORT TERM– ESTABLISHMENTESTABLISHMENT

• LONG TERMLONG TERM– GROWTHGROWTH– MAINTENANCEMAINTENANCE

• FUNDINGFUNDING

CLOSINGCLOSING

• WHY WILL IT WHY WILL IT WORK?WORK?

• YOU WILL NEVER YOU WILL NEVER FORGETFORGET

THANK YOUTHANK YOU

• QUESTIONS?QUESTIONS?

• COMMENTS?COMMENTS?

• CONCERNS?CONCERNS?

Team 2: Dog Gone It

December 6, 2005

Secret Garden &

AtriumMolly Fraser

Rhonda PurdyErica Taylor

Rachel Webster

Mission Statement

Secret Garden & Atrium Restaurant is a great place to relax and dine, combining an intriguing atmosphere with excellent, organically grown food right here in our own atrium. You can hand pick your own fresh ingredients. All our dishes are grown or raised without chemical additives or hormones. We strive for excellence and a flare above the average dining experience.

The TeamMrs. Webster will be in charge of the back end of the facility, ordering supplies and dealing with supplier relations.Miss Purdy will oversee the wait staff coordinating customer service. Ms. Fraser will be our finance manager, responsible for office and administrative duties. Ms. Taylor will be our groundskeeper caring for the atrium.Total average years experience 18

Business Concept

Provide healthy organically grown food

Pleasant dinning atmosphere

Providing excellent service for all customers

Market Summary

Market: past, present, & future:In recent years there has been an average growth of 20%

Organic product sales have risen $2.8 Billion

We project that this trend will continue.

Opportunities

Problems we face:Weather related shortages

High Startup cost

OpportunitiesFresh face in the marketplace

Choice location

Competition

Local dinning establishmentsFull service

These restaurants appeal to similar demographics

Competitive advantageProduct identity, quality and novelty

High employee motivation and customer service

Innovative and aggressive advertising and market appeal

Goals & Objectives

We aim to accomplish:Provide an environment for our customers to eat healthierEconomically conscienceTo be environmentally friendly and responsibleProduce 10% of vegetable product on site within three years20% gross profit at the end of the first fiscal year

Provide a fair profit of our share holders

Customer satisfaction rating in the 95th percentile

Financial Assumptions

Assumptions on Statement of Cash Flow

Not all bills will be paid up front – use of credit

Total cash available Owners

Bank loans

Angle investors

All Fixed and Variable costs are all estimated according to research and prior knowledge of management experience.

Assumptions on Twelve-month Profit and Loss Projection

Revenue (Sales) – Sales Forecast, best guess

Inventory – estimated by management and research in other restaurants and businesses.

Expenses – approximated through research into Bill Grays and Mobil expenses and general knowledge of costs.

Assumptions on Opening Day Balance Sheet

Cash in bank is estimated after startup expenses have been paid.

Assets are general numbers and rough estimates of costs.

Current Liabilities – Notes Payable, see terms of loan.

Key Financial Figures

Thousand $ Year 1 Year 2 Year 3

Sales $500 $550 $600

Profit/Loss loss profit profit

Resource RequirementsLeading culinary equipment

Items needed to prepare our product to the highest of standards

Requirements for PersonnelMust arrive in a timely manner for scheduled shift. Must follow provided dress code.One pair of earrings (no tongue rings, brow rings, or pierced lips, any tattoos must be covered, long hair worn tied back).Employees must know our mission statement and be proud to serve the food they produce. Farming (gardening) background highly recommended.

Resource requirementsAbility to acquire needed funds for startup costs.

External requirementsAccounts with Organic farmers

purchase of product

Advertisement fliers

Coupons

radio and TV ads

Risks & RewardsRisks

Lack of profitSlow response to advertisementLow customer satisfaction

Addressing riskMake the dinning experience affordable and appealingResearch target demographicsSurvey customer base

Apply new knowledge and improve on problem areas

RewardsWe estimate debt reversal in 9 years of profitable business

Key Issues

Near termMonitor spending to control debt

Quality control

Long termPay off existing debt/loans

Failure for the company to succeed

We are seeking small business loans in order to cover parts of stated startup costs.

Any Questions from audience?

We have the determination needed to make our idea succeed.

Remember “Go Organic” it is always better.

Thank you

Team 3 - STAN

December 6, 2005

Seasons CaféTeam Stan

Sandra RiosTravis SchultzAndy BrolsmaNelson Perez

MISSION STATEMENT

Provide Rochesterians with an alternative to their daily routine — to create an environment where they can sit back, relax, and enjoy delicacies from around the world — in a venue that promotes artistic expression, cultural exchange, and the revitalization of downtown Rochester.

The Team

Sandra – Marketing and Advertising Travis – Logistics and Human Resources Andy – Organization and Legal Nelson – Products and Services

Business Concept

Provide unique, premium quality products at an affordable price.

Provide free live entertainment. Provide our customers with an experience that

cannot be found anywhere else in Rochester.

Market Summary

Key demographics — young adults, college students, young professionals from the city and surrounding suburbs.

Location — East End of downtown Rochester. Within 15 minute drive of the entire city, and the surrounding suburbs.

Population — more than 1.2 million people in greater Rochester.

Opportunities

Problems – the area lacks a venue that can offer the products and entertainment we will market. Unique, affordable delicacies. Alcohol-free environment. Free late night entertainment.

Opportunities – attract people from: Several local colleges City of Rochester Local suburbs

Competition

Competition — other cafés and musical venues in the downtown area.

Chief competitors — Java’s on Gibbs Street, and The Spot on East Main Street.

Our advantage — free entertainment and affordable products not found elsewhere.

Goals & Objectives

One year goals: Breakeven financially. Establish café’s presence and reputation. Increase number of products offered.

Three year goals: Attain net profit of over $100,000 Purchase new equipment. Increase efficiency.

Financial Assumptions One

If we can average sales of 18 drinks per hour, at an average price of $2.50, we should be able to sell $245,000 worth of beverages in our first year. Add bakery revenue Subtract Cost of Goods sold Subtract Expenses Results in a Net Profit of about $3,500 for Year 1 —

signifying that we meet our goal of breaking even!

Financial Assumptions Two

Using the assumptions from Year 1: KEY: If we can increase the average sales of drinks per

hour, and maintain our average price of $2.50, we will be able to increase our gross revenue.

By increasing sales: Cost of goods sold and expenses will also increase. But, so will Net Profit!

Key Financial Figures

Thousand $ Year 1 Year 2 Year 3

Sales $269,000 $323,444 $364,277

Profit/Loss $3,620 $63,073 $101,096

Resource Requirements

Long-term: Brewing equipment, refrigeration, tables, chairs, etc.

Short-term: Inventory, supplies, etc. Personnel requirements: General manager, and

staff of twenty.

Risks & Rewards

Risks The partnership could lose their entire investment.

Managing risks Internal auditing, detailed forecasting and an

emphasis on efficiency. Rewards

Once established, our café has the potential to expand within the market, and possibly franchise outward.

Key Issues

Near term — opening the café Staffing and Personnel Inventory management Establishing operations

Long term — attaining profitability Accurate sales forecasting Inventory control and internal auditing Long term financial decisions Cafe’s overall direction

Closing

If we commit ourselves to offering our customers a unique, affordable experience – we will be a success.

So stop by the Seasons Café – where the climate is always changing!

Questions from the audience.

Team 4 – MONEY mAKERS

December 6, 2005

RestaurantLounge

Azar Sarkis Elizabeth Yulan

Sarah Campanelli

Mission Statement

Our mission is to satisfy and entertain our customers with outstanding Hispanic/Latino cuisine and offer the best service. Providing the finest live music and dancing in the area, while bringing a captivating culture to your dining needs is what we do.

The Team

Sarah Campanelli

MBA from R.I.T. and will focus on financial issues and oversee day-to-day restaurant operations. Sarah’s previous work history includes restaurant management positions at several successful restaurants in the Rochester area (Woodcliff, Edwards).

Azar Sarkis

Azar Sarkis, has a Masters from R.I.T. in Hotel Management and will focus on personnel management and scheduling of weekend entertainment. Azar has worked previously at several large hotels (Hyatt, Strathallen) and the Rochester convention center coordinating major events.

Elizabeth Yulan

Elizabeth Yulan, has a cooking degree from the New York City Culinary Institute and will oversee the kitchen. Elizabeth is a noted bakery chef whose experience includes key roles at fine restaurants in New York City.

Business Concept

Customer Satisfaction To establish a clientele of regular repeat customers who rate our dining / entertainment experience as “highly satisfied”, as evidenced by small survey cards placed periodically on customers tables and the bar area.Employee Satisfaction To make our restaurant a desirable place to work, with a well trained, knowledgeable, professional and respected work force, measured by low employee turnover and survey cards which rate our employees. Be Successful And Profitable

Market Summary

Leadership is a huge role to start with but later down the road we are looking to have the business self-run and to someday expand in many different regions.

Our strengths in management, culinary experts, cooking staff as well as wait staff will make us successful.

Opportunities

Weaknesses: New unrecognized business, no established customer base

Opportunities: New customers, delivery service, expanded menu, expanded hours

CompetitionTAPAS 177 – location St. Paul Street in Rochester NY

Menu Prices - $7 to $25

Drinks - $5-$155

Events - wine tasting, free salsa lessons every Thursday, live entertainment every Friday,

2 Vine – Location Winthrop Street Rochester, New York

Menu - $20 - $100

Drinks - $22 to $180

Pane Vino - 175 North Water Street Rochester, NY

Menu - $7 to $25

Drinks - $5 to $50

Our Advantage is TYPE HERE

Goals & Objectives

Five-year goalsTo earn $100,000 of net income (after tax) in year two of operation.

To grow net income by 20% in subsequent years.

To establish a clientele of regular repeat customers who rate our dining / entertainment experience as “highly satisfied”, as evidenced by small survey cards placed periodically on customers tables and the bar area.To make our restaurant a desirable place to work, with a well trained, knowledgeable, professional and respected work force, measured by low employee turnover and survey cards which rate our employees.

Financial Assumptions

- We assume a strong community, without major recession

- We assume there are no unforeseen changes in consumers’ tastes or interests to make our concept less competitive.

Annual Fixed Costs

Management Salaries

Management payroll taxes and benefits

Group insurance

Controllable expenses

Other expenses

Depreciation

Cost of Goods Sold

By taking actual Profit and Loss statements from various restaurant concepts and then using our pricing structure and expected guest count determined cost of Goods Sold.

Sales forecast

During the first year of operation we plan to have approximately 50 to 75 people for lunch daily. The average flow of people for dinner during the first year is expected to be about 100 people during the weekdays and averaging around 200 people per night on the weekend (Friday and Saturday nights). The average per person total cost for lunch is about $10 and average per person cost for diner is $20.

Key Financial Figures

Total Income

Year One $689,000

Year Two $1,378,000

Year Three $2,067,000

Resource Requirements

Technology requirements

1. Computers, stereo equipment and lighting.

2. Registers, credit card readers.

3. Kitchen equipment: Stoves, Fryers, Refrigeration, etc…

4. Bar/Restaurant Software.

Personnel Requirements

Needed Employees: QuantityManager 1Assistant Manager 1Hostess/Host 4Waitress/Waiter/Busboys 16Bartenders 4Head Chef 1Line Cooks/Dishwashers 12Total Personnel 39Note: All employees will be paid via a professional payroll service. (Paychex)Professional services will be furnished by an attorney, accountant, insurance agent and banker. We will also engage other consultants as needed.

Advertising

The business will be advertised primarily through radio, newspapers, flyers tailored mail to local businesses, and through word of mouth. Starting one week prior to opening, a month long series of advertisements through classical and contemporary radio will be scheduled.

The restaurant will receive further publicity through posters at dance studios such as Arthur Murray and Fred Estaire

External

Inventory will be purchased from restaurant suppliers to minimize costs.

Ordering of inventory will be done on a weekly basis and a physical inventory will be completed monthly.

Risks & Rewards

New and existing competitors, economic decline in the Rochester area, increase in interest rates, new government regulations New unrecognized business, no established customer base Different niche, live music/dancing/shows on weekends, a quality upscale environment and products compared to our competitors, dedicated and passionate management team, great location

Key Issues

We are seeking special zoning permits and licensing.

Each partner will contribute $25,000 to the business from their personal assets and a business loan will be obtained from a bank, the Small Business Administration, or another lender in the amount of $75,000. A bank line of credit will also be secured for $50,000.

Questions?

Rochester is a city that is always looking for new things. It is a great community and we believe we offering a desirable contribution to the area.

Always remember its Mexi “CAN” not Mexi “CAN’T”

The CrossroadsRestaurant and Billiards

Brenda Tooley, John Henderson, Christina Fichter

Team 5 – Newbies

December 6, 2005

The CrossroadsRestaurant and Billiards

Brenda Tooley, John Henderson, Christina Fichter

The CrossroadsRestaurant and Billiards

Brenda Tooley, John Henderson, Christina Fichter

Mission StatementThe Crossroads, a restaurant and billiards located in the

heart of Rochester, bringing you foods from many cultures from around the world.

Tourist and local residents will be our target customers. We bring together traditional Rochester entertainment and mix it up with a diverse menu which will be appealing to tourist and our local residents. Customer satisfaction is our top priority, whether it is our price or our quality of food and entertainment, we are determined to bring value and a welcoming atmosphere to our customers.The well being of our employees is very important to us. Without them none of this would be possible and therefore there are treated as family.

The Team

• Brenda Tooley (Partner) 6 years in retail management, accounting, and sales. 2 years in supply chain management, 1 year in marketing. 1 year in clerical human resources. Awarded number one overall sales 2003, helped company receive Contractor of the Year Award from SBA 2005

• Christina Fichter (Partner) 5 years in accounting, payroll, HR (employee training), and sales, Employee of the Year for Human Resources 2004

• John Henderson (Partner) 6 years in supply chain management, 5 years in maintenance , Awarded management of the year award 2004

CEOJohn

ChristinaBrenda

Shift Manager Shift Manager Shift Manager

Full Time Server

Full Time Server

Full Time Server

Full Time Server

Full Time Server

Part Time Server

Part Time Sever

Part Time Server

Part Time Bartender

Part Time Bartender

Part Time Server

Part Time Server

Full Time Chef

Full timeChef

Part timeBus Boy

Part time bus boy

Part time Bus Boy

Part Time Bus Boy

Part time Bus boy

Business Concept

• Well being of our customers

• Take pride in our product and are confident that our services are at a highly respectable and appealing level to our customer.

• Well being of employees and vendors

Market Summary

Increase in competition

Decrease in competition

Opportunities

Low service quality-

Possible termination

Training sessions

Opportunities-

New employee

Better customer relations

Competition• Our competition will be any restaurant or form of

entertainment whose target market is the same as ours in the Rochester area.

• Diverse Food • Large Facility• Party Room• Catering

• Our staff are all required to go through an extensive training with key concentration on customer satisfaction.

Goals and Objectives

• In the upcoming years we would like to see ourselves branch out to other areas in Monroe county.

• Become the top restaurant and place of entertainment in the Rochester area.

• first year is to obtain 5% market share of the areas customers for food services and entertainment.

• In the years to come we would like to see ourselves with a second location and 10 % percent of customers for that given area.

Financial Assumption

• Yearly expected sales (forecast)

Overview

• Year one total sales $878,240

• Year two total sales $1,310,010

• Year three (second location) $ 2,522,620

Profit VS Loss Year One

• Revenue= $878,240

• Cost of Sales= $ 69,600

• Expenses= $ 189,080

• Net Profit= $619,560

Revenue VS Loss Year Two

• Revenue= $1,311,010

• Cost of Sales= $85,500

• Expenses= $200,000

• Net Profit= $1,026,010

Revenue VS Loss Year Three

• Revenue= $2,522,620

• Cost of Sales= $140,000

• Expenses= $378,160

• Net Profit= $2,004,460

Resource Requirements

• Technological- Three computers for accounting, and recording data for partnersCredit card machine for customer purchases

• Personal-22 employees2 Full-time Chefs3 Full-time Shift Managers5 Full-time Servers5 Part-time Servers5 Part-time Bus Boys2 Part-time Bartenders

External- Food SuppliersUpstate NY Group/M & K Gourmet

1099 Jay StRochester, NY 14611Phone: (585) 436-0120

Juice Factory the961 Lyell AveRochester, NY 14606-1956Phone: (585) 254-0830

Nichols Distributing Co Inc1149 Clifford AveRochester, NY Phone: (585) 467-0614

Olindo Food Service1510 Lyell AveRochester, NY Phone: (585) 647-1985

External-Alcohol Supplier

• Colony Liquid & Wine Distributors Llc1099 Jay StRochester, NY 14611-1153 Phone: 

(585) 235-4880• Service Liquors

2144 Brighten Hnrtta TwnRochester, NY 14623-2700 Phone: 

(585) 424-2380

Promotional

Custom Services

100 Hayden Avenue

Lexington, MA 02421

The Crossroads.Restaurant and Billiards

Invites you to our GRAND OPENING!

Bring this post card with you and receive an hour free on our billiards tablesOr

$10 off a dinner purchase of $30 dollars or more.Come check us out49 Park AvenueRochester, NY 14607585-222-9964

Financial

ESL Federal Credit Union $250,000 loan

Citi Bank

$75,000 loan

Risks and Rewards

• $325,000 Loans that need to be paid back

• In projected forecast, in the first year of business we should profit a minimum of $619,560 and even if profit is slightly lower than that, we are confident that we will be able to pay back loans within the first year.

• Estimated pay-off after loans are paid will be $294,560

Key Issues

Near term-Getting building ready for open date renovation/

maintenance

Get out direct mail postcards to promote company

Training of employees

Stock inventory

Long Term

Manage company losses

Regulate inventory

Accounts receivable/ payable

Monitor profit, make changes (promotion)

Closing

Passion is the key to success.