SARAH WILLIAMS - CEO

EMAIL: SEW5143@PSU.EDU

EVAN SWANSON - CFO
EMAIL: EGS5069@PSU.EDU

ANN GHANIE - CMO
EMAIL: AMG5569@PSU.EDU

CLINT SORBER - COO
EMAIL: CPS5149@PSU.EDU

SURAKSHA SETTY - CBO
EMAIL: SXS1137@PSU.EDU

EMILY NG - CIO
EMAIL: ESN121@PSU.EDU

CONTENTS
Executive Summary ................................................................................................................................................................ 1
Business Concept ..................................................................................................................................................................... 3
Product/Service Description .............................................................................................................................................. 3
Industry Analysis ..................................................................................................................................................................... 5
Closer Look Into Industry ............................................................................................................................................... 5
Important trends in the industry ................................................................................................................................. 6
Patterns in the industry ................................................................................................................................................... 7
Industry Segmentation ..................................................................................................................................................... 7
Major Competitors ............................................................................................................................................................. 7
Competitive analysis ......................................................................................................................................................... 7
Market/Customer Analysis ................................................................................................................................................. 8
Competitors......................................................................................................................................................................... 10
Target Market ..................................................................................................................................................................... 11
Founding Team ....................................................................................................................................................................... 12
Company Organization ................................................................................................................................................... 12
Management Team ........................................................................................................................................................... 12
Objectives and Exit Strategy ......................................................................................................................................... 13
Sales Strategy .......................................................................................................................................................................... 14
Financial Plan .......................................................................................................................................................................... 15
Feasibility Decision ............................................................................................................................................................... 15
Timeline to Launch ............................................................................................................................................................... 16
start-up funding ................................................................................................................................................................ 16
roles of founding team members ............................................................................................................................... 16
potential partners ............................................................................................................................................................. 17
Early Employees ................................................................................................................................................................ 17
Bibliography ............................................................................................................................................................................ 18
Appendices ............................................................................................................................................................................... 20
Appendix A: Revenue Projections Graph ................................................................................................................ 20
Appendix B: Revenue Projections .............................................................................................................................. 21
Appendix C: Break-Even Analysis .............................................................................................................................. 22
Appendix D: Cash Flow Statement............................................................................................................................. 23
Appendix E: Personnel ................................................................................................................................................... 24

Page 1 of 25

EXECUTIVE SUMMARY
OUR BUSINESS
FootPrints is a service company dedicated to enhancing education through interactive learning. We, the
people, of FootPrints believe that after school programs are in need of a make over, and the best way to
freshen the face of after school programs is to stay relevant paired with mobility.
Mobility and relevancy are what make us unique. This also gives us our competitive advantage by setting
us apart from our competitors. Not one of our competitors is concentrated on being convenient in the
same way we want to go to our customers. Additionally, we wish to stay relevant by staying fresh in
the students minds. This means that we want to meet students where they are and come up with
activities that they can relate to; were moving from abstract concepts to concrete concepts.
FootPrints does not wish to be compared to tutoring centers like Sylvan or child care centers like
KinderCare Daycare. We are not taking the place of tutors or being seen as extra help afterschool, and
were not a place where parents or guardians can dump their kids. Rather, we are a supplement added
to the school curriculum that focuses on making the students a part of the learning process. Just like a
well-balanced diet, extra nutrients may be added like pills or fish oil to enhance the bodys ability to
recover. We are serving as the extra supplement added to the resources that school has already given
students and hoping to assist in information retention.
Our customers need our service for the simple reason that times are changing working times are not
equivalent to work time. Parents are need of a service that is convenient in helping them as well as a fun
and safe place for their children thats where FootPrints comes in! We want to be that assistance and
more! Our mission is to serve where we are needed to enhance education through hands-on activities.
TEAM MEMBERS
The team members of FootPrints are dedicated and qualified in the operation of this business. Sarah
Williams, the Chief Executive Officer and brainchild of the company, has a background in education
paried with business administration. Her background is beneficial in her position as she will be able to
make knowledgeable judgments on the feasibility of initatives based on youth interests.Evan Swanson
has a background in Accounting and Finance making him a worthy candidate as Chief Financial Officer.
Ann Ghanie has a background in Management that will allow her to excel in the role of Chief
Management Officer as she handles the management of resources and personnel within the business.
Clint Sorber has a background in Engineering which has helped develop the skills necessary for his role
as Chief Operations Officer. His role takes the responsibility for the daily running of the company as he
balances the technical operation with people operations. Emily Ng has a background in Engineering
which is a benefit in her role as Chief Innovation Officer as it requires her to research and develop new
initiatives and strategies for FootPrtins to succeed in the market. Suraksha Setty has a background in
Computer Engineering that will allow her to fulfill the requirements as Chief Brand Officer as she uses
the multimedia to market and advertise the brand. The team of FootPrints is armed, ready, and
passionate with the necessary spunk, passion, and drive to push the company to its highest potential.

Page 2 of 25


INDUSTRY/MARKET
The market we hope to penetrate is the one here in Centre County first. Then we wish to expand to the
United States. The barriers to entry are low because of a low market share concentration, no major
players, and may competitors are not concerned with making a profit.
COMPETITORS
Our major competitors are the Discovery Space of Central Pennsylvania, YMCA, and Boys and Girls Club
with our minor competitor Chuck E. Cheese. Discover Space of Central Pennsylvania also believes in
interactive education, but their business targets a younger age group, while our services want middle
school aged students as well as elementary. What makes us truly different is that FootPrints is going to
its customers. The Boys and Girls Club competes with FootPrints for volunteers as well as afterschool
services. The difference is that Boys and Girls Club concentrates more on the tutoring aspect, while
FootPrints works with the school curriculum to add supplement activities to enhance the material being
learned in school. The YMCA, while declining in popularity, is similar to the Boys and Girls Club, but
FootPrints differentiates itself away from being seen as a daycare and more of an enrichment program.
FINANCES
We are starting our venture with $24,000 and aiming to make $50 million in revenue over 5 years. We
are planning to make revenue by having two types of customer agreements contracts with universities
and corporations and individual contracts. Universities (and corporations) will have an annual payment
of $20,000 per year, per contract. Individual contracts are based on a month-to-month revenue, $166.66
per month, earning the company $2,000 per year per contract. In our first year, we project to have 15
contracts with universities and corporations with 70 individuals contracts. This will give us revenue
earnings of $440,000 the first year. In the second year, we expect to increase our contracts, increasing
revenues to $1,648,000. Year three will earn $8,433,600; year four $15, 587, 520; year five will earn
$44,680,064 giving us a total revenue of $70,789,184.
EXIT STRATEGY
While management buyout and initial public offering (IPO) are options for us to leave the company, we
found that mergers and acquisitions are more attractive options for our business. FootPrints unique
operations and projected success in the field would appeal to large companies. If members of the
company wish to stay and continue working, mergers and acquisitions allow some room to negotiate
possible work opportunities with minimized risk and responsibility. The Pennsylvania State University,
the Centre County (and other) school district, and the Central Pennsylvania Convention & Visitors
Bureau are possible merger and acquisition opportunities for FootPrints.




Page 3 of 25

BUSINESS CONCEPT
FootPrints is a service company devoted to developing a beneficial program that incorporates handson
activity with learning (interactive enrichment) for students, schools, and corporations. We are a
company that strives to make ourselves different by making our services easily accessible and affordable
for customers and engaging for children. Our desire to stay relevant and be mobile makes our services
unique.
PRODUCT/SERVICE DESCRIPTION
Education is a hot topic that seems to be sparking controversy no matter where you read, hear, or see.
There are theories upon theories that say what the best kind of education is and the best ways of
teaching and why the education system is failing the students, etc. The one thing we have yet to see is
what are people or organizations doing to try and fix the problem.

We, FootPrints, believe we have a plan to move one foot forward in tackling the school system that
hasn't caught up to its students. Did you know the three-month summer break was intended for when
America was mostly an agricultural lifestyle? As all can tell, we as a society have moved from a rural
society to a more urban one in which only 3% of our society still depends on agriculture (Cooper). If the
school calendar does not wish to change, then programs need to supplement the learning process in
order for students to better retain information theyre learning.

We, the people, of FootPrints believe that after school programs are in need of a makeover, and the
best way to freshen the face of after school programs is to stay relevant. Kids seem to be learning in a
variety of ways: visual, auditory, kinesthetic, and tactile. Learning is NOT a spectator sport. Students do
not learn much just sitting in classes listening to teachers, memorizing pre-packaged assignments, and
spitting out answers. They must talk about what they are learning, write reflectively about it, relate it to
past experiences, and apply it to their daily lives. They must make what they learn part of themselves
(Felder).

Technology has become a huge part in raising kids, and there is no sign of technology stopping. The
problem we see with this is that students are seeing and learning things through someone else's eyes,
and they are not seeing that they are the center of their own lives.

We want to change this perspective and place the student back into their own learning and make them
a part of the learning process. By using hands-on activities, the students are coming from the backseat
into the driver's seat and using their experience in their learning.

FootPrints is unique in its approach because it is striving to be mobile and relevant. Mobile just means
that it wants to go to its customers. We want to provide a service that is convenient, relieves stress from
parents, and adds a little independence to kids. Relevant means that the company wishes to stay with
the students by meeting them where they are. Many of our competitors lose sight of their customers -
the students-which results in a loss of interest. We don't want that! We want the students to be excited
Page 4 of 25

to come to us and to learn.

Our services are multidimensional. One, we wish to help our universities and conference centers like
Penn State, that require extra employment training programs. While parents are learning more methods
and material for their jobs, their children can be taken care of while simultaneously learning. Two, we
want to work with schools in two ways! First, we'd like to work with schools to create more fun after
school programs for children who much wait for their parents to come home from work. While waiting,
we will look at the school curriculum and create supplemental activities that teach the curriculum in a
more hands-on manner. Whether it be acting or crafts or playing, we want the students to get a new
way of learning the material from class in hopes that information retention will be greater with the
repetition of the material as well as a kinesthetic learning. We'd, secondary, like to be a kind of "field
trip" for the school. Whether we set up our tent or set up in the school, we'd like to create a field trip
experience that is meant to touch everything! For communities and to market ourselves, we have "tent
events" in different communities to promote our services and fund raise.

We'd like to invite home schooled children for the extra socialization, so we do have individual
memberships available.

During the summer, we wish to partner up with local attractions and provide rides there and back.
We're not focusing on amusement parks, but rather outdoor activities like hiking paired with learning.

Other seasonal activities we wish to hold will be during autumn, winter and spring. Each season will
have activities and programs specified for the area our program is in with interactive learning still being
the most important aspect.

We are not: a day care.
While we care for the well-being of each child, we are more than that. We are creating a fun and safe
place to explore and learn various subjects for the purpose of enriching education.

We are not: a tutoring facility.
While we hope to have teachers or education majors present to be the majority of our staff, we are not
focused on tutoring. We are a supplement added to the school curriculum.

Working with children can be filled with risks and regulations. We must familiarize ourselves with each
state's regulations that we enter, and even research the individual school, conference center, and
communitys regulations. We need to be aware of our adult to student ratio as well as the credentials of
our workers (and background checks). We need to check with schools to see they have waivers for
parents to sign to allow kids to participate in our program, or we may need to create our own. The most
important thing to get is liability insurance to cover injuries, damage to property, immediate medical
relief, etc.
FootPrints is a service dedicated to providing the best service to not only the students participating in
the program but also to all, parents and schools, who depend on us to provide a meaningful experience
in a safe space.
Page 5 of 25

INDUSTRY ANALYSIS
CIVIL, SOCIAL AND YOUTH ORGANIZATIONS IN THE UNITED STATES
This industry consists of establishments engaged in promoting the civic and social interests of their
members. Industry establishments include non-profit social clubs, alumni organizations, societies and
associations. These establishments may operate and provide facilities for its members. It excludes
services provided to members of religious congregations, performing arts and other cultural
organizations.
DAY CARE IN THE UNITED STATES
This industry provides day care services for infants and children. These establishments generally care for
preschool children, but may care for older children when they are not in school, such as during the
summer or after school hours. Establishments may also offer some educational programs.
CLOSER LOOK INTO INDUSTRY
DOMINANT ECONOMIC CHARACTERISTICS
A weak economy and higher taxes on the middle class have left families holding back on
extemporaneous activities. A successful product needs to be fun, inexpensive, and educational. Social
drivers may be more important than economic drivers in this instance.
DRIVING FORCES TO BUILD YOUR BUSINESS
Need for local services and activities for kids. There is a nationwide need for an improvement in
parent/child relationships and a restoration of core family values.
FACTORS THAT MAKE THE INDUSTRY ATTRACTIVE
There is a concern for child welfare and a desire to restore social interaction between children. Fight
the degeneration of the family.
FACTORS THAT MAKE THE INDUSTRY UNATTRACTIVE
The challenge of getting parents/schools/communities interested in this type of service. Acquiring the
capital required for start-up. Other similar institutions have fizzled out.
PROFIT OUTLOOK (FAVORABLE/UNFAVORABLE)
The opportunity for profit exists howbeit not on a scale of 50 million in 5 years. The market must be
played perfectly in order for us to be successful in this industry.



Page 6 of 25

IMPORTANT TRENDS IN THE INDUSTRY
DEMOGRAPHIC SHIFT
The population of children of the right ages for child care is expected to increase in the near future,
creating greater demand for child care services. The number of children under 5 years old is projected to
increase 8 percent between 2010 and 2020; the number of children age 5 to 13 is expected to increase
10 percent.
ONLINE VIDEO SURVEILLANCE
Child care centers nationwide are using video cameras that hook into the Internet and let family
members "look in" on children from their computers. Parents can't hear what's going on, but can see
their children's movements in real-time. Despite some concerns about privacy, many child care experts
expect use of the cameras to rise.
NONSTANDARD HOURS
The demand for child care during nonstandard hours is growing as more people work longer hours or
overnight. Nonstandard hours will continue to grow, driven by a tougher job market, single-parent
households, and expansion of jobs in industries like nursing, retail, food services, and casinos. While
many parents have difficulty finding quality child care, the choices are fewer and the search harder for
those who work beyond the standard 9-to-5 workday. Day care services that provide supervision during
nonstandard hours are expected to account for a larger portion of industry growth.
EMPLOYER-SPONSORED CHILD CARE SERVICES
Employer-sponsored programs encourage child care use, provide a steady stream of revenue for centers
under contract, and are one of the fastest-growing segments in the industry. Such programs,
traditionally provided only by large corporations, are now popular with medium and even small
businesses. Some employers contract with child care companies for a fixed fee per child that may
include subsidies from the employer, such as reduced onsite rent. Other arrangements call for a child
care facility to reserve a certain number of spaces for the employer.
ONLINE COMMUNITY PROGRAMS
Some child care centers offer a chance for parents to be involved with their schools through social
media and community programs. The Childcare Network has a blog for families to post about family life,
aimed at providing a sense of camaraderie. Bright Horizons has an online community as well. Fostering
engagement helps child care service providers to partner with the parents and allows parents to have
input into their children's school.




Page 7 of 25

PATTERNS IN THE INDUSTRY
COMPETITION FROM NANNIES
Child care centers compete directly with nannies. The majority of nannies are employed full-time, don't
live on premises, and are generally placed by a local nanny agency. Duties include tending to children's
basic physical needs, preparing meals, washing laundry, organization of play activities and outings, and
providing behavioral guidelines, discipline, intellectual stimulation, and transportation. Nannies may
work 40-60 hours per week, generally for between $500 and $1,000.
INDUSTRY SEGMENTATION
This industry segments its markets a few different ways. The major segmentation used in this industry is
based on location. Many of the companies involved in this industry are relatively small and localized. For
this reason, it is important for advertisement to be focused solely on the local community because that
is as far as most customers will be. Another segmentation method involves age. They place each age
group into different categories in order to get the most appeal across to their customers.
MAJOR COMPETITORS
The major competition we will face in our industries come from groups such as, boys and girls scouts,
youth clubs, camps, ropes courses, and day cares. Each of these players in our industry offer activities
for youth which potentially will take away our users.
This industry is very large and is filled with lots of different organizations. Growth potential however is
very small and is not expected to change in the near future.
COMPETITIVE ANALYSIS
LEVEL OF RIVALRY AMONG COMPETING SELLERS IN THE INDUSTRY:
There is a medium level of rivalry among competing sellers. There is a wide range of leisure
activities for the youth to get involved in.
STRATEGIES OF COMPANIES TO ENCOURAGE CUSTOMERS TO SWITCH FROM A COMPETITOR:
Providing the most entertainment value for the youth compared to their competitors. Doing this at
a lower cost is also a factor but not as important. Making it as convenient to guardians as possible is
also a strategy to obtain customers.
EASE OF ENTRY FOR NEW COMPETITORS:
Barriers to entry are low in this industry because of a low market share concentration, no major
players, and many competitors are not concerned with making a profit.


Page 8 of 25

BARGAINING POWER FOR SUPPLIERS OF KEY MATERIALS AND COMPONENTS:
Facilitators of recreation for children, teachers, and higher educated students are our suppliers.
Few suppliers compared to buyers. Suppliers ultimately have the bargaining power.
BARGAINING POWER FOR BUYERS OF THE PRODUCT:
Buyers of the product are greater than suppliers; this indicates a high bargaining power for the
buyers.
OPTIONS FOR PRODUCT/SERVICE DISTRIBUTION
The service our company provides can be delivered through various platforms; however our goal is
to make it tangible and physical so that kids could once again feel the impact of face to face
interaction and recreation via outdoors. Therefore, our only option is distribution through on site
facilities.
MARKET/CUSTOMER ANALYSIS
Our main customers are kids aged from 5-14 years old and their working parents. Below, the kids have
been split into groups based on their age and what level of schooling they would be in.
5-9 YEAR OLDS
At this age, kids simply want to be cool and have fun. They are always looking to have something
different to do to keep their minds occupied. Above all, they wish to spend time more time with their
friends.
Kids in this age group would be reached through the use of:
1. Internet
This is increasingly being used to attract kids attention, as the generations become more
knowledgeable about technology
2. Ads between childrens TV shows
This is a passive medium as kids dont always pay attention.
Internet is more interactive and they engage with the websites
3. Word of mouth
Appealing to a few kids will cause them to spread compliments about FootPrints to their friends
and classmates
4. Associate with well-known figure
Collaborating with an idol or someone well known who kids of this age group look up to will
attract a lot of attention and new members
5. Posters
A classic form of advertisement will show all the important information in bright colors that will
attract the eye in schools, ice rinks, arcade, movie theatres, fast food restaurants and malls.
Page 9 of 25

Kids at this age often do not buy things, but they are influenced by the aesthetic looks of a product. If
the product sounds fun and is bright and happy, it will catch their eye and will draw Parents attention to
FootPrints [1].
10-14 YEAR OLDS
Within this group, there begins to be a more obvious kind of split seen between the genders.
Additionally, there are different interests between ages as the kids are starting to mature. Most
importantly, kids in this age group are susceptible to peer pressure, attempting to find themselves as
they struggle with self-image, forming their own thoughts and perspectives, and never want to go
against the crowd in fear of social rejection [2]. What is important to them concerning advertising is that
they are not treated like less than their age; they wish to be treated with respect.
FootPrints will aim to reach these kids through:
1. Social media platforms
Such as Facebook, Xanga (blog), Twitter, Instagram, Tumblr, YouTube, etc. [3]. This form of
interaction is becoming increasingly more used by all sorts of companies around the world
10-14 year olds begin to make small purchases for themselves. Some key factors that are important to
them include face to face interaction for sales. Despite this, this age group is impulsive and tend to be
the same with their shopping.

15-19 YEAR OLDS
At this age, kids want a more humanized approach to marketing. Marketing that is more down to earth
and honest will tend to be more effective. This age group are starting to mature causing them to start to
wonder how they are leaving their mark on the world. Marketing that shows their positive effect on the
world tends to be more effective from this demographic. Contests also attract a lot of attention from
this age group, as who can resist the lure of winning something for nothing?
FootPrints aims to reach this demographic through:
1. Social media platforms
a. Facebook
This age group use Facebook to connect with family and friends. By marketing on
Facebook we will catch the eye of a large percentage of 15-19 year olds
b. Tumblr
Tumblr is a great way to connect with like-minded people about topics theyre passionate
about. By aiming our advertisements at the right area, we will catch the eye of 15-19 year
olds who are passionate about similar topics to FootPrints.
2. Advertising via the internet
utilize ad spaces on popular search engines
3. Advertising in places that this age group spend time at
Places such as at malls, skateboard parks and concerts are often occupied with a large number of
this age group
4. Surveys for feedback about product
Page 10 of 25

5. Connect product with a popular phenomenon at the moment
This will create a lot of interest as this age group will investigate all areas of the popular
phenomenon.
15-19 year olds are the age group that are beginning to mature and become responsible adults. They go
about their own lives with less input from their parents, and as such, they have their own ways of
deciding on purchases. A product must have a cool factor, meaning it should be trendy at that point in
time. 15-19 year olds will take a good look at the pros and cons of the product and how it will benefit
them. A huge influence is also what other people are buying along with the lure of modern technology.
Most importantly, convenience is the key.

DIFFERENTIATION
FootPrints is different because we aim to not only be of complete convenience to parents, but we aim to
make the time that we are with the kids so much fun, that they will be begging to come back.
Parents lead very busy lives, and when their business demands a lot of time from them, they often
struggle to figure out who can look after their family. FootPrints aims to solve this problem by not only
ensuring that the family stays close, but that the kids will get a lot out of their time with us.
FootPrints is different because we are not a day care, we dont aim to just look after children. We aim to
help them learn interactively and teach them how to be more active and enjoy the simple pleasures in
life.
COMPETITORS
DISCOVERY SPACE OF CENTRAL PENNSYLVANIA
This organization is not the same as FootPrints, as they are more similar to a museum. Since FootPrints
is also an interactive learning environment, it will be important to attract business away from the
Discovery Space of Central Pennsylvania. This task will be easier as FootPrints is more convenient for the
parents. FootPrints goes to them, wherever their business takes them.
It will be difficult initially competing with the Discovery Space of Central Pennsylvania as their operations
are currently bigger, encompassing all of Centre County. FootPrints aims to encompass not only Centre
County, but all of Pennsylvania, and eventually, all of the United States.
BOYS AND GIRLS CLUBS
The Boys and Girls Clubs are more of a day-care center. Although similar, FootPrints is not a day-care
center. In this sense, FootPrints will outshine this competition as we have the advantage of being mobile
and thus more convenient for the customers. FootPrints plans to work with the local schools curriculum
and develop interactive learning activities to enhance and build on what is being taught in class. This will
not only instill more interest and excitement about school, but will teach kids how to have fun and how
to have fun with their learning.
Page 11 of 25

FootPrints will compete a lot with the Boys and Girls clubs for volunteers. But one thing is that
FootPrints will target students studying education and teaching degrees, as they will already have some
of the necessary qualifications required to look after these kids.
YMCA
YMCA has declined in popularity in recent years but its business and competition still stands. They are of
a similar business to the Boys and Girls club, being more of a day-care and holiday program. Again
FootPrints differs from the YMCA in the advantage of mobility and interactive learning.
MINOR COMPETITORS
A minor competitor is Chuck E Cheese. They are minor competitor as they aim at having fun and being
close by and convenient for parents. FootPrints again differs hugely with the advantage being mobile
and thus being able to travel directly to our customers. Another huge advantage that FootPrints has is
the interactive learning that will be offered for the kids, this is something that the business doesnt
approach at all.
TARGET MARKET
Year 1: Centre County
Year 2: Pennsylvania
Year 3: Branch to states surrounding PA - Washington D.C, NY State, Delaware State
Year 4: East Coast - Including: Maine, New Hampshire, Massachusetts, Rhode Island, Connecticut,
New York, New Jersey, Delaware, Maryland, Virginia, North Carolina, South Carolina, Georgia,
Florida and Washington, D.C.
Year 5: National - all over USA
SUMMARY
Categories Year 1 Year 2 Year 3 Year 4 Year 5
Total Population 153,990 12,702,379 20,877,803 99,913,252 308,745,695
5-9 Years old 6,771 753,635 1,238,455 6,209,706 20,348,657
10-14 Years old 6,798 791,151 1,293,345 6,393,211 20,677,194
15-19 Years Old 16,135 905,066 1,470,780 6,928,612 22,040,343
Parents with children under 18 22,980 2,491,195 4,042,229 19,940,969 64,778,147
Married with children under 18 9,724 919,067 1,452,253 7,405,030 23,588,268
Single parent with children under 18 2,884 433,227 761,891 3,662,551 11,155,336
Total households with children under
18
13,421 1,498,948 2,485,737 12,412,018 38,996,219
Page 12 of 25

MOTIVATATION FOR CUSTOMER PURCHASE DECISIONS
Convenience for parents is a big factor. Parents often have business opportunities that they end up
having to turn down because their kids come first.
FootPrints are in place to care for these kids whilst their parents are nearby conducting their business. It
reduces worry, is more time efficient, and it is fun for the kids.

PENETRATING THE MARKET
In order to penetrate the market effectively, FootPrints will have a big event, conducted at Pennsylvania
State University. We will invite key people like Penn State Professors, middle school, event coordinators
& children. This will attract the attention of Penn State as well as parents inside and outside of Penn
State University. This event will provide FootPrints with the opportunity to establish the network
needed to sign our first contracts.
FOUNDING TEAM
COMPANY ORGANIZATION
FootPrints is a newly forming limited liability company with six members. An LLC (Limited Liability
Company) allows members to have no personal liability beyond their investment in the partnership and
maintains security over personal assets in the case of company debts. This structure also allows the
company to be managed by the members instead of employed managers. An LLC allows flexibility in
determining the rights and obligations of its members which allows FootPrints to tailor its organization
in a way best suited to its operations. Key decisions about the running of the company, new member
additions, and the sharing of profits are all defined in the legal contract through a joint decision by the
members. An LLC structure defines the members as self-employed and as such, they are obliged to pay
the self-employment tax-contributions towards Medicare and Social Security.
MANAGEMENT TEAM
The management team of FootPrints is dedicated and qualified for the positions. While the company
operates mainly on a unified basis, with everyone sharing the workload, it does encompass
management positions for each individual based on qualifications and strengths.
FootPrints is the brainchild of Sarah Williams, and as such she operates as the Chief Executive Officer.
This role entails the overseeing of the company, and has final decisions over human resources, financial,
environmental and technical operations. Her background in teaching is immensely beneficial in this
position, as she is able to make knowledgeable judgments on the feasibility of initiatives based on youth
interests.
Page 13 of 25

Evan Swansons background in Accounting and Finance make him a worthy candidate for the position of
Chief Financial Officer. The position requires the management of company funds and finances and deals
with the auditing of the same.
Ann Ghanies background in Management allows her to excel in the role of Chief Management Officer,
which entails the management of resources and personnel within the corporate structure. This role
requires intermediary communications between FootPrints and any customers, employees, and other
partner companies with which we have corporate links. Anns skill in balancing the needs of these
groups is beneficial to the running of the company.
Clint Sorbers study in Engineering has helped develop the skills necessary for his role as Chief
Operations Officer. The role requires the undertaking of responsibility for the daily running of the
company. This requires balancing the technical operation with the people enabling these operations,
and therefore Clints engineering background will allow him to successfully manage both in a fair
manner.
Emily Ngs training in Engineering is beneficial in her role as Chief Innovation Officer as it requires her to
research and develop new initiatives and strategies for FootPrints to succeed in the market. This
requires skills in forward thinking while maintaining feasibility which are key aspects in her study.
Suraksha Settys background in Computer Engineering allows her to fulfill the requirements of Chief
Brand Officer by using multimedia to market and advertise the company. This role includes the
development and implementation of a corporate brand, and the successful propagation of this brand to
sectors with possible customers, and therefore requires the use of design skills, and various forms of
communication encompassed in her studies.
Together, the management team of FootPrints is well suited to develop and successfully grow the
business to its full potential.
OBJECTIVES AND EXIT STRATEGY
FootPrints is intended to be run as a growth company, utilizing its resources in order to expand and
better current operations. Throughout the running of the company, the members aim to maintain
relevancy in the field by constantly enhancing our views and initiatives. In this way, the company is able
to preserve a strong standing in the industry and cater to the changing needs of the customers.
As a company, the members of FootPrints have considered numerous options about future ownership
and organization. As members, the ideal strategy is to work for and with the company until retirement
age, however if this is not possible, other options are available. The exit strategies we have considered
include management buyout, initial public offering, and mergers and acquisitions.
In the case of management buyout, the members agree to buy out the shares of the company, thereby
making them the owners of the business. This allows the company to overcome debt without excessive
negotiation, but requires all partners to be in a financial state suitable for buyout.
An initial public offering or IPO allows the general public to purchase shares in the company, and
therefore enables them to have a say in its running. This then means that the shareholders expect some
form of return on their investment, either financial or otherwise, and therefore increases the companys
Page 14 of 25

responsibility. Engaging in an IPO also requires transparency of the companys finances, initiatives and
licenses. This could be detrimental to the business standing in the industry, as the business model for
FootPrints can easily be replicated.
Therefore, the most attractive exit strategy for FootPrints is mergers and acquisitions. Due to its unique
operation, and assumed success in the field, the company would be very appealing to many large
companies. This strategy also allows the members to negotiate their positions in the business, and could
possibly continue working for FootPrints, with minimized risk and responsibility. Possible merger and
acquisition opportunities include The Pennsylvania State University, the Centre County (and other)
school district, and the Central Pennsylvania Convention & Visitors Bureau.
SALES STRATEGY
In order to achieve a successful business, an effective sales strategy is imperative. For FootPrints, this
strategy begins as a personal interaction endeavor designed to establish relationships, and ultimately
contracts, with large educational institutions and other pertinent businesses such as those who host
conferences and events as part of their business model. In addition to face-to-face contact, brochures
and fliers will be distributed amongst the State College community as FootPrints seeks to create a name.
Year one will consist of small scale start up including advertising to families in the State College area as
we seek to obtain our first primary contracts; the largest of these being Penn State University. The
ultimate goal is to sign 15 contracts by the end of year one with an established base of 70 customers
(children). All marketing and sales for this year will be performed and secured by the founding team of
FootPrints.
Year two will see steady growth throughout the state of Pennsylvania with an addition of 45 new
contracts bringing the total number of contracts by the end of year two to 60. Similarly, we are planning
for the number of customers by the end of year two to exceed 200. Likewise, as in the first year, all
contracts will be pursued and closed by the founding team with the addition of minimum paid clerical
and administrative personnel.
Year three of operation will experience some major developments within the company including the
beginning of salaries for the founding team and the introduction of a sales manager. This year growth is
expected to explode with forecasts showing a total of 350 contracts and 700+ customers by year end.
These numbers are arrived at through the following assumptions:
1. Having a full time professional sales manager on staff makes the sales process more efficient.
2. By this time in the companys development, the brand should begin to be recognized by
potential customers.
3. It will be easier to close contracts with a base of satisfied partners to give us a good review.
Year four projections follow the same steady trend and rapid growth as in year three with no major
shifts in personnel or location. This year can be thought of as the calm before the storm as preparations
are made for major expansion into neighboring states and cities.
By the end of year five FootPrints is known far and wide as a reputable childhood enrichment, education
and development company. Total contracts soar to 1,500 as institutions and business begin to search us
Page 15 of 25

out to partner with FootPrints; this marks a major development in the life of the company as now
FootPrints no longer has to search for viable new contracts itself. The sky's the limit with total
customers as projections top 7,000 by the end of this year.
FINANCIAL PLAN
FootPrints financial plan follows a five-year schedule. Our customers vary in terms of their relationship
with us. Our two types of customer agreements are contracts with universities and individual contracts.
Contracting with universities on an annual payment method ensuring $20,000 per year, per contract.
The individual contracts are based on a month-to-month revenue, with $166.66 per month; we will earn
annually $2,000 per year, per contract. In our first year we expect to have 15 contracts with universities,
and 70 individual contracts. This enables us to earn $440,000 in revenue for the first year. For the first
quarter of the first year, FootPrints does not expect to make any revenue, however the 2nd-4th quarter
makes up for it. In the 2nd quarter we earn $101,200, 3rd quarter we earn $162,800 and finally in our
fourth quarter we earn $176,000 (See Revenue by Month to Month Basis). In year two we expect to
earn revenues of 1,648,000, year three $8,433,600, year four $15,587,520, and finally year five
$44,680,064, totaling $70,789,184.
The unique thing about FootPrints is that we dont have a facility, we are mobile and we offer a service,
so the cost of goods sold would be zero. We plan to contract with at least 1 university a month and at
least 6 individual contracts a month to achieve our first year goals. In the 2nd year we will increase
University contracts to 5 a month and our individual contracts to 18. The third year we plan on
increasing our sales staff to achieve 30 university contracts a month and 60 individual. In year four, 46
university contracts and 192 individual, year five 125 university contracts and 611 individual. With an
increase in sales we can exceed our initial goal of $50,000,000.
Starting our business we plan on investing $4,000 each. This gives us starting cash flows of $24,000. For
the first two years we dont plan on taking a salary to cover losses. We will break even in the first year at
$1,091,410, the second year 2,021,959, the third year 2,021,959, the fourth year 5,404,394, and the fifth
year 7,134,328. For the first two years, our operational costs are at a negative; however our cash flows
in the 2
nd
year and every year after make up for working on a loss in the first year. (See Appendix D).
These numbers are very attractive given the market. A customer would normally have to pay
significantly more for their kids to receive the premium services our company plans to offer. We not
only meet our goals, but surpass them significantly.
FEASIBILITY DECISION
FootPrints is a feasible endeavor. According to exhibit A , throughout the five years we experience
positive constant growth ( See appendix A). Even with a negative start, Footprints goes on to make
70,000,000.00 + in the next 5 years. After speaking to Michelle Staughner, the head of events at Nittany
Lion Inn, we believe that our business plan could actually work and be implemented in different schools.
Ms. Staughner said that she saw the need for services such as the one we were willing to provide, and
wish something like this already existed. She loved the fact that we were movable and able to adapt to
different settings, universities, elementary schools, and middle schools. Ms. Roche a special education
teacher went on to say that supplementing education will not only enhance retention rates, but give
Page 16 of 25

kids the opportunity they need to apply what they learn. Most kids in the U.S. dont have that
opportunity until college.
A major strength to our business is that we are self-funded. There are no outside investors, loans and or
grants that are a part of the initial startup. This means that we have full control of the financial aspect of
our business. In the initial start-up stage of a company this is crucial and rare for the type of industry we
are in. It gives us a competitive advantage and literally gives us room to move around.
A potential weakness we see in our business is the individuality necessary for our contracts to work. The
biggest assumption we have as a company is that all our corporate contracts will be with schools or
businesses that are like Penn State, which would have all the necessary resources for our plan to work
smoothly. Taking our business into places that resources are more strained could slow our growth,
which is an aspect we have to prepare for and keep an eye out for.
TIMELINE TO LAUNCH
FootPrints time is coming soon. The research has been done and our general road map has already been
laid out. It is now physically and strategically possible for FootPrints to launch at any time.

Before we hop into writing a business plan, we at FootPrints must get through a couple more tasks. We
have already completed large amounts of research on our industry, competition, customers, our service,
and even our financial plan. From here all we need to do is set up an appointment with a lawyer to work
out a business contract, put in our monetary contributions, and then create our first event. Creating our
first event is an important task to complete before the actual business plan write up because it will give
us our first actual glimpse of what we can do and whether or not there is potential involved with
FootPrints. Once this initial event is complete and successful we can get to work on writing up the
business plan.
START-UP FUNDING
In order for us to obtain the start-up funds required by our operations, we will each invest $4,000 for a
total of $24,000. Our CFO (Evan Swanson) will oversee all funding requirements. Start-up funding will be
used to cover our first big event and any other early on costs. Once we are able to partner with Penn
State, we can begin receiving funds from them to continue and expand our company.
ROLES OF FOUNDING TEAM MEMBERS
CEO Sarah will help build up the actual services that FootPrints will provide. She will create activities,
design lesson plans, and work directly with our end users.
CMO Ann and CIO Emily will play a key role in initially advertising our company and getting our brand
name out into the world.
CFO Evan will help manage cash flows necessary for keeping the business afloat.
CBO Suraksha will help start up a company webpage.
COO Clint will start off by helping us connect with potential customers.
Page 17 of 25

POTENTIAL PARTNERS
As stated above, The Pennsylvania State University is a huge potential partner for FootPrints. We plan to
act quickly to get acceptance from the university and begin working with faculty parents as soon as
possible. Our business model relies heavily on potential partners and we will heavily focus on developing
these partnerships in order to create a successful company. Down the road we plan to partner with
many other universities and corporations in order to satisfy their employees.

EARLY EMPLOYEES
At the start, we will not have to hire anyone on a salary basis because we will be small enough for the
original start-up team to handle on our own. We plan on hiring 3 hourly employees to secure the
number of contracts we need to achieve. As we start to expand, we will require additional help. Our
main focus will involve recruiting volunteers. Since much of our work will revolve around universities we
will have an ample number of potential volunteers. Many of which will come from the education
department who are already looking for ways to fulfill their required teaching hours.


Page 18 of 25

BIBLIOGRAPHY
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2_SF2DP1&prodType=table
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Smith, D. (2012). Marketing To Teens and Millennials: How To Turn Social Consumers Into Change
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from http://www.entrepreneur.com/article/225562

Page 20 of 25

APPENDICES
APPENDIX A: REVENUE PROJECTIONS GRAPH


Page 21 of 25

APPENDIX B: REVENUE PROJECTIONS



Revenue Projections
Years 1 to 5
($)
Year 1 Year 2 Year 3 Year 4 Year 5
Product A
Number of Units 15 60 350 550 1,500
Price per unit $20,000 $20,000 $20,000 $20,000 $20,000
Total 300,000 1,200,000 7,000,000 11,000,000 30,000,000
Service B
Number of Customers 70 224 717 2,294 7,340
Fee per Customer $2,000 $2,000 $2,000 $2,000 $2,000
Total 140,000 448,000 1,433,600 4,587,520 14,680,064
Net Revenue $440,000 $1,648,000 $8,433,600 $15,587,520 $44,680,064
TOTAL
Revenues by Months & Quarters $70,789,184
($)
Months Year 1 Year 2 Year 3 Year 4 Year 5
Month 1 0 82,400 421,680 779,376 2,234,003
Month 2 0 82,400 421,680 779,376 2,234,003
Month 3 0 115,360 590,352 1,091,126 3,127,604
Total 1st Quarter 0 280,160 1,433,712 2,649,878 7,595,611
Month 4 22,000 98,880 506,016 935,251 2,680,804
Month 5 35,200 115,360 590,352 1,091,126 3,127,604
Month 6 44,000 115,360 590,352 1,091,126 3,127,604
Total 2nd Quarter 101,200 329,600 1,686,720 3,117,504 8,936,013
Month 7 44,000 131,840 674,688 1,247,002 3,574,405
Month 8 52,800 164,800 843,360 1,558,752 4,468,006
Month 9 66,000 164,800 843,360 1,558,752 4,468,006
Total 3rd Quarter 162,800 461,440 2,361,408 4,364,506 12,510,418
Month 10 52,800 181,280 927,696 1,714,627 4,914,807
Month 11 57,200 197,760 1,012,032 1,870,502 5,361,608
Month 12 66,000 197,760 1,012,032 1,870,502 5,361,608
Total 4th Quarter 176,000 576,800 2,951,760 5,455,632 15,638,022
Total for year 440,000 1,648,000 8,433,600 15,587,520 44,680,064
Average Revenue
by Month 36,667 137,333 702,800 1,298,960 3,723,339
by Quarter 110,000 412,000 2,108,400 3,896,880 11,170,016
Page 22 of 25

APPENDIX C: BREAK-EVEN ANALYSIS



Break-Even Analysis
Years 1 to 5
($)
Year 1 Year 2 Year 3 Year 4 Year 5
Revenue 440,000 1,648,000 8,433,600 15,587,520 44,680,064
Cost of Revenue
Variable 207,725 507,810 1,375,644 2,996,576 5,759,703
Fixed 352,457 998,171 1,468,171 2,063,886 2,906,743
Total . 1,505,981 2,843,815 5,060,462 8,666,445
Operating Expenses
Variable 70,400 263,680 1,349,376 2,494,003 7,148,810
Fixed 120,000 299,000 1,225,400 1,850,000 2,820,000
Total 190,400 562,680 2,574,776 4,344,003 9,968,810
Total Costs & Expenses
Variable 278,125 771,490 2,725,020 5,490,579 12,908,513
Fixed 472,457 1,297,171 2,693,571 3,913,886 5,726,743
Total 750,582 2,068,661 5,418,591 9,404,465 18,635,256
Variable Costs/Revenue Ratio 0.63 0.47 0.32 0.35 0.29
Break-Even Point Revenues 1,284,208 2,438,921 3,979,362 6,042,203 8,053,470
Page 23 of 25

APPENDIX D: CASH FLOW STATEMENT


Cash Flow Statememt
Years 1 to 5
($)
Year 1 Year 2 Year 3 Year 4 Year 5
OPERATING ACTIVITIES
Net Earnings -355,582 -480,661 2,114,703 3,682,833 15,618,485
Depreciation 1,457 8,171 28,171 53,886 106,743
Working Capital Changes
(Increase)/Decrease Accounts Receivable -65,736 -131,233 -783,015 -831,286 -3,380,554
(Increase)/Decrease Inventories 0 0 0 0 0
(Increase)/Decrease Other Current Assets -7,920 -15,811 -94,339 -100,155 -407,296
Increase/(Decrease) Accts Pay & Accrd Expenses 68,517 137,945 820,751 871,347 3,543,472
Increase/(Decrease) Other Current Liab 7,920 15,811 94,339 100,155 407,296
Net Cash Provided/(Used) by Operating Activities -351,344 -465,778 2,180,610 3,776,781 15,888,146
INVESTING ACTIVITIES
Property & Equipment -40,350 -170,300 -800,600 -1,201,200 -3,102,400
Other
Net Cash Used in Investing Activities -40,350 -170,300 -800,600 -1,201,200 -3,102,400
FINANCING ACTIVITIES
Increase/(Decrease) Short Term Debt 0 0 0 100,000 -100,000
Increase/(Decrease) Curr. Portion LTD 0 100,000 0 0 0
Increase/(Decrease) Long Term Debt 0 400,000 -100,000 -100,000 -100,000
Increase/(Decrease) Common Stock 0 0 0 0 0
Increase/(Decrease) Preferred Stock 0 500,000 0 0 0
Dividends Declared 0 0 0 0 -50,000
Net Cash Provided / (Used) by Financing 0 1,000,000 -100,000 0 -250,000
INCREASE/(DECREASE) IN CASH -391,694 363,922 1,280,010 2,575,581 12,535,746
CASH AT BEGINNING OF YEAR 24,000 -367,694 -3,773 1,276,237 3,851,818
CASH AT END OF YEAR 24,000 -367,694 -3,773 1,276,237 3,851,818 16,387,564
Page 24 of 25

APPENDIX E: PERSONNEL

Personnel
Years 1 to 5
($)
Year 1 Year 2 Year 3 Year 4 Year 5
Net Revenues 440,000 1,648,000 8,433,600 15,587,520 44,680,064
Sales & Marketing
Sales Manager 0 0 100,000 125,000 150,000
Marketing Manager 0 0 0 0
Customer service 0 0 0 0
Tech support 0 0 0 0
(other)
(other)
(other)
Total Salary 0 0 100,000 125,000 150,000
Benefits
Percent (%) 15% 15% 17% 20% 20%
Total benefit costs 0 0 17,000 25,000 30,000
Total S & M Compensation 0 0 117,000 150,000 180,000
% of Revenue 0.0% 0.0% 1.4% 1.0% 0.4%
General & Administration
Chief Executive Officer 0 0 100,000 125,000 150,000
Chief Financial Officer 0 0 60,000 75,000 100,000
Chief Management Officer (Accounting) 0 0 60,000 75,000 100,000
Chief Operating Officer 0 0 60,000 75,000 100,000
Chief Innovation Officer 0 0 60,000 75,000 100,000
Chief Brand Officer 0 0 60,000 75,000 100,000
Accounting 0 0 0 0 0
Secretarial 0 0 0 0 0
Clerks and admin personnel 60,000 120,000 200,000 300,000
(other)
(other)
Total Salary 0 60,000 520,000 700,000 950,000
Benefits
Percent (%) 15% 15% 17% 20% 20%
Total benefit costs 0 9,000 88,400 140,000 190,000
Total G & A Compensation 0 69,000 608,400 840,000 1,140,000
% of Revenue 0.0% 4.2% 7.2% 5.4% 2.6%
Page 25 of 25


Cost of Revenue
Manufacturing Personnel
Operations Manager 100,000 125,000 150,000 175,000 200,000
Quality Assurance 50,000 100,000 150,000 300,000 350,000
Materials and Logistics 40,000 150,000 200,000 300,000 450,000
Engineering 75,000 125,000 150,000 300,000
Other personnel 50,000 150,000 200,000 250,000 300,000
(other...)
Total Salary 240,000 600,000 825,000 1,175,000 1,600,000
Benefits
Percent (%) 15% 15% 20% 20% 25%
Total benefit costs 36,000 90,000 165,000 235,000 400,000
Total Salary Costs 276,000 690,000 990,000 1,410,000 2,000,000
Hourly Personnel
Number of employees 3 9 20 30 40
Average wages per employee 20,000 22,000 23,000 24,000 24,000
Total wages 60,000 198,000 460,000 720,000 960,000
Benefits
Percent (%) 15% 15% 20% 20% 25%
Total benefit costs 9,000 29,700 92,000 144,000 240,000
Total Wage Costs 69,000 227,700 552,000 864,000 1,200,000
Service Personnel
Number of employees 3 5 10 25 40
Salary per employee 35,000 37,000 40,000 50,000 55,000
Total salaries 105,000 185,000 400,000 1,250,000 2,200,000
Benefits
Percent (%) 15% 15% 20% 20% 25%
Total benefit costs 15,750 27,750 80,000 250,000 550,000
Total Salary Costs 120,750 212,750 480,000 1,500,000 2,750,000
Total COR's Compensation 465,750 1,130,450 2,022,000 3,774,000 5,950,000
% of Revenue 105.9% 68.6% 24.0% 24.2% 13.3%
Total Salary & Wages 300,000 858,000 1,905,000 2,720,000 3,660,000
Total Benefits 45,000 128,700 362,400 544,000 860,000
Total Compensation 465,750 1,199,450 2,747,400 4,764,000 7,270,000
% of Revenue 105.9% 72.8% 32.6% 30.6% 16.3%