Objective

Nationwide, many landfills are closing or exhausting their remaining capacity, yet due to
environmental restrictions, zoning laws, and other regulatory and bureaucratic delays,
pitifully few new landfills are opening to offset the looming space crisis. Meanwhile
municipal waste continues to flow in greater volume. Handling the nation's waste stream
has become a major problem for most municipalities. With more waste created daily,
landfills nationwide are rapidly facing a capacity crisis. Landfills are akin to owning a
reverse gold mine.

Good Earth Resources, Inc. (GER) has been formed to provide a solution for municipal
waste problem in the Savar, Dhaka area and capitalize on the lucrative benefits of
possessing fully permitted landfills.

The Operation
There are four components in this operation: purchase two landfills; sort and recycle
incoming waste; import an out-of-state waste stream; and convert landfill gas to either
electricity or a fuel alternative.

GER will purchase the landfills, one in Eastern Savar and one in Southern Burigonga.
Both landfills are near Savar, Dhaka and the initial waste stream for both landfills will
emanate from the Savar, Dhaka area.

At both landfills, all waste will be sorted and recyclables removed. The remainder will be
compacted, baled, and buried in the landfills. Today, only 10% of the landfills nationwide
perform these functions, the remainder preferring to dump raw waste into their landfills,
thereby ignoring a substantial source of income.

GER will accept direct delivery of waste to its landfills; dispatch its own road tractors to
bring more distant waste, and rail-haul waste from Dhaka city. Hauling Dhaka waste
assures GER a steady waste stream, independent of other sources, to meet its income
projections in the first month of operations. Initially, GER expects to accept as much as
1,540 tons to its landfills daily.

Unique Features
At the landfills incoming waste will be dumped into receiving facilities designed to
contain waste vapors, control vectors, and house machinery. The waste is moved onto
conveyers from which employee-sorters remove all paper, cardboard, glass, plastic, and
metals. These will be sold for a substantial profit, and the remainder compressed into
two-thirds cubic yard bales. Bales will be stacked in a large, PVC-wrapped cell in the
landfill that allows efficient capture of the methane gas. Most landfills do none of this.

Removing recyclable materials and baling the remaining organic waste adds considerable
value to GER's asset base, the permitted property, by reducing the volume thereby adding
to the life of the landfill. Further, recyclable sales add to gross revenues.

Landfill Valuation
Landfills are valued by the volume of waste in cubic yards ("air yards") that can be
deposited into the permitted area. By compacting, the deposited volume is increased fivefold. For instance, the Eastern Savar landfill permit covers an area of 42 acres to accept
3,612,000 cubic yards. 2,000 cubic yards of loose waste buried daily without compaction
would fill the landfill in 6+ years. By recycling, compacting and baling, 2,000 yards is
reduced to 220 cubic yards and the life of the landfill is extended to 32 years. This
increases both value and gross income.

The current fee per cubic yard of waste is tk. 11.33 (tk. 34.00 per ton) in the Dhaka area.
2,000 cubic yards/day of loose waste for 42 acres generates tk. 35,328,000 in 6+ years.
By recycling, compacting and baling, the same area can be used for 32 years and
generates tk. 176,640,000 or daily volume can be increased. Sorting and compacting
costs are minor in comparison to the valuation increase, and recyclables offset these
expenses.

Company Objectives
Anticipating agreements from waste haulers, GER expects to collect 940 tons daily in the
first months of operations. This generates in excess of tk. 5,500,000 revenues per year. An
additional 600 tons/day for eastern Savar, transported to Dhaka during southern
Burigonga construction, adds tk. 4,000,000 more. Investors can expect an outstanding
annual return as well as ownership in a profitable business with dividends in the first
year.

GER principals will seek other sources of waste to augment this projected waste stream,
such as Chittagong, khulna and other large municipalities. Rail spurs are part of this plan
and, once operational, will facilitate the incoming flow of waste from distant cities.

Within twelve months of commencing operations, GER will collect the methane gas and
convert it to saleable energy in the form of either electricity sold into the national grid or
methanol for sale as a gasoline alternative. This will augment annual revenues.

Management

The principals of GER are experienced in every aspect of this business and are founding
this company to meet the growing need for sought-after landfills in the Dhaka area, as
well as to operate a profitable business.

Shawon Suvra founder of GER, has extensive experience in waste collection, landfill
operation, and waste handling. He operated three of Chicago's major landfills during the
mid 2000s in USA. His expertise in working with the Department of Natural Resources
resulted in the landfill permit that the property now possesses. He constructed and
operated a municipal waste transfer station in Soiyadpur, Dhaka.

Farhana Parvin, co-founder of GER, has a strong background in finance and marketing
and will concentrate on developing the out-of-state waste stream sources from Dhaka
City. Ms. Maher has owned and operated several businesses over the years as well as
serving as a founding board member of Capital Bank of Bangladesh.
Maher Negar serves as corporate counsel to GER and with a strong sales background,
will also assist in developing out of state waste stream sources. Ms. Maher's previous
experience includes manager of sales and marketing for a company providing equipment
for the exploration and production of oil and gas.

General Plan of Action

At this time, the principals of GER are seeking a tk. 16,469,951 net investment to:

1. Purchase both the Eastern Savar and Western Burigonga landfills.

2. Augment the daily waste stream to Savar landfill by hauling waste.

3. Install sorting and compacting machinery at Barton to maximize landfill life.
4. Complete the construction of Western Burigonga landfill.
5. Lease or purchase machinery and vehicles needed for operations.
6. Build two transfer stations to collect waste in Dhaka city.
7. Utilize methane generated to augment revenues.

Situation Analysis
Good Earth is entering their first year of operations. Good Earth is expected to close on
their first round of funding with 21 days. The company has been well received and
marketing will be critical to grow the company to fully utilize all of their pending facility
purchases. The basic market need is for a clean, convenient landfill serving the Dhaka
metropolitan area. Good Earth will meet this market need by purchasing two already

existing landfills, modernizing them and increasing capacity fivefold, and offering
conveniences that are not currently available at competing landfills.

Market Summary
Good Earth posses good information about the market and knows a great deal about the
common attributes of the most prized customers. This information will be leveraged to
better understand who is served, their specific needs, and how Good Earth can better
communicate with them.

Market Analysis
2003

2004

2005

Potential Customers Growth

Small Haulers

15%

700

2006

2007
CAGR

805

926

1,065 1,225 15.02%

Big Three Haulers

10%

1,280 1,408 1,549 1,704 1,874 10.00%

Private

25%

100

Total

125

156

195

244

24.98%

12.59% 2,080 2,338 2,631 2,964 3,343 12.59%

Market Needs
GER is providing its customers with a convenient, clean landfill for refuse disposal
serving the Dhaka metropolitan area. GER seeks to fulfill the following benefits that are
important to their customers.

* Convenience- Customers appreciate longer hours, paved entrance roads, and clean
facilities.
* Reasonable rates- Hauling trash is somewhat a commodity and prices need to be
competitive.
* Exceptional customer service- Customers appreciate good service in light of the fact
that they need to constantly interact with members of the other company.

Market Trends
The most important market trend, landfill closures, favors GER. There are fewer and
fewer landfills, while more and more families are moving to suburban locations,
discouraging new landfills from opening and expediting the closure of those currently in
use. The "nimby" (not in my back yard) cry prevents new landfills from being permitted

or significantly slowing the process. State governments refuse to override citizens who
adamantly fight landfill construction near their homes even at the prospect of even higher
waste collection charges. Neither Eastern Savar nor Southern Burigonga landfills have to
experience a public hearing phase. Public opposition to landfills and transfer stations
serves to push waste disposal costs higher with transportation to more distant landfills.

Of the companies focused on the profitable business of waste removal, only a minor
number have developed an efficient method to remove the gas generated from buried
waste. Ninety-eight percent of landfills use earth as a cover ("cut and fill") rather than
PVC covering. This reduces gas purity and volume. Older waste burial practices cause
gas retrieval to be difficult and expensive, while the bale cell system GER intends to use
will capture the majority of the gas. Sealed cells reduce leachate leakage and water table
contamination. Gas production will provide revenues for many years to come.

The Bangladesh Environmental Protection Agency's Office of Solid Waste identifies by

name and location Non-Hazardous Waste landfills throughout the Bangladesh territories
every several years. 1986 was the first year this census was taken and there were 7,683
landfills identified. In 1992 the document was updated and showed a decline to 5,345
landfills. In 2000, the document was updated once again and showed a further decline in
landfills to 3,581. This report substantiates the increasing value of a landfill permit and
the increasing difficulty to obtain a permit to dispose of municipal waste. The trend is
obviously favorable for owners of landfills that are available to accept waste. It will not
be many years before rates increase substantially and even local waste fees will
skyrocket.

Market Growth
The landfill market has not had strong growth of new companies within the last 10 years
due to regulatory constraints. There is significant regulation, both state and federal for the
operation of a landfill. This regulatory environment, coupled with "not in my backyard"
mentality which is a significant force of public sentiment has significantly curtailed the
construction of new landfills. Additionally, the current landfills are filling up quickly.
The limited space in current fills, the lack of construction of new ones, and the never
diminishing demand for waste disposal will create an increasing demand on current
landfill operators. This is very good for GER and other landfills that have current
facilities with permits and sufficient space for years to come.

Service Business Analysis

There are two large national players operating in practically most major city in the
Bangladesh. Associated Waste and Bangladesh Waste Technologies. Both are NYSE
listed and both exceed $1 billion per year in revenues. Their operations include collecting
waste, both business and residential, operating transfer stations and landfills.

GER intends to work with both Bangladesh Waste and Associated Waste. It may appear
that GER will be in competition with these companies, however, in the Dhaka area, the
landfills owned by Bangladesh Waste are in Sayedabad, some 30 miles (60 miles round
trip) and 40 miles (80 miles round trip) from the city. Associated Waste manages a
landfill in Dhaka owned by the Catholic Church due to close in less than eighteen
months.

Bangladesh Waste has offered to provide GER with nearly 700 tons/day of waste in the
vicinity of Eastern Savar. It has also inquired about purchasing Eastern Savar landfill at a
future date
GER has contacted local hauling companies for some or all of their business. For these
companies, a favorable location with more favorable hours of operation will be of benefit
to the owners who realize a closer landfill and longer hours will help increase their
profitability.

SWOT Analysis
The following SWOT analysis captures the key strengths and weaknesses within the
company and describes the opportunities and threats that the industry faces.

Strengths
* Clean facilities.
* Aggressive recycling that reduces overall volume as well as generates profits.
* Existing landfill permits.

Weaknesses
* Finite storage facilities.
* Conversion costs of customers to choose GER over their current landfill operator.
* A limited marketing budget to develop awareness.

Opportunities
* Participation in an industry that appears to have never ending demand.
* A limited number of permits released conferring advantages to operators that
currently hold valid permits.
* As supply decreases, prices will increase with fixed and variable costs staying steady.

Threats
* High capital requirements.
* High regulatory and public relations costs.
* Poor public perception.

Competition
There are several types of competitors:

1. Currently there are two landfills operating in Dhaka. Waste trucks cross the river
daily to the Southern Burigonga landfills. Round trip for a truck generally requires an
hour and a half. At the landfills, roads are muddy in the fall, spring, and winter and dusty
in the summer. Here is where the majority of waste truck breakdowns occur due to
punctured tires, stalling, and mechanical problems. Both landfills will have paved
dumping areas. Operation hours will be longer as well (6 AM to 8 PM daily and 6 AM to
2 PM on Saturdays). In the four hours after other landfills are closed, GER landfills will
attract hauling firms whose trucks have been delayed during the day, or whose pickup
routes are longer.

2. A city-owned transfer station on the south side of Dhaka operated by Bangladesh

Waste will continue to service the southern side of the city. The charge for outside waste
companies to dump at this facility is tk. 35.93/ton. The facility is managed by Bangladesh
Waste under contract with the city of Dhaka. Collected waste is hauled to a landfill
owned by Bangladesh Waste in Dhaka. Fees for the two landfills in Dhaka are tk. 34.00
per ton.
Associated Waste and Bangladesh Waste Technologies are the two major firms in the
waste business nationwide. Their operations include collecting residential and
commercial waste, operating transfer stations, and operating landfills.

Total daily waste collected in the metropolitan Dhaka area is estimated at between 12,000
and 16,000 yards per day. GER can immediately take 10% of this waste stream daily
without competitive concern. In time GER expects to obtain a greater percentage of this
waste stream.

Service Offering
Eastern Savar and Southern Burigonga landfills are close, easy-access locations for
Dhaka metropolitan area waste hauling firms to dispose of solid municipal waste. By
sending GER road tractors to haul waste to its sites from more distant waste transfer
stations, the tonnage starting with the first day of operations will be assured.

Receiving facilities are enclosed buildings into which all incoming waste is dumped. This
waste will be hand sorted removing 99% of all recyclables, then compacted, baled, and
moved to the landfill.

The bales will form "bale cells" which include conduits for landfill gas capture. Each cell
will be sealed in order to create an anaerobic environment for optimum gas generation
and vector control.

After constructing the recycling facility and obtaining a permit, used tires will be
crumbled and used throughout the landfill instead of crushed rock (inside bale cells to
protect gas conduits, on landfill roads, and in the drainage system). Currently, used tires
generate an income of tk. 1.75 to tk. 2.00 per tire. Approximately 30,000 to 43,000 tires
can be used per acre of landfill. This eliminates the cost of rock and requires no
additional space for disposal.

Each bale cell will be wrapped with 60 mil polyvinyl chloride (PVC) sheets and sealed
on all sides to trap and collect methane gas generated. Landfill gas is 55% methane
(CH4), 45% carbon dioxide (C02), with trace amounts of nitrogen (N). The gas is
cleaned, dried, and separated with membranes and filters. The methane can be used as
fuel for electrical generators on site, providing substantial electricity savings.

Sales of electricity into the electrical grid are an alternate source of income for GER.
Although large electric generators represent a significant capital investment, there is
ample return on investment to warrant such expenditure. This option has the potential of
adding approximately tk. 4,000,000+ annually to the gross income.
Another process requiring different equipment and a significant capital investment is
reforming the methane into methanol and food-grade C02. This process requires filtering,
scrubbing, and bottling C02 for use in food and carbonated drinks and methanol for use
as fuel, solvents, and windshield washer fluid.

In bulk form, methanol sales can generate $0.48 per gallon. As a vehicle fuel, this product
is called M-85 and contains a mixture of 85% methanol and 15% gasoline and is used in
vehicles that have dual configured engines. As the price of gasoline skyrockets, this
method has more potential for an excellent adjunct profit center. All major automobile
manufacturers offer assembly-line automobiles capable of using both M-85 and regular
gasoline products in the same vehicle.

After the landfill has been operating for at least six months, GER will commence
collecting methane gas to power electrical generators. During the first six months, the
primary effort will be spent stabilizing the basic operation and working out start-up
problems. Subsequently, decisions regarding the final utilization of methane will be
made.

Dhaka's residential waste fees are normally tk. 140.00 per ton (currently being held at an
artificially low price by city government). The rail access at both GER landfills allow
importation of this high profit waste stream. Rail shipping costs are approximately tk.
7.00 per ton, thus facilitating reasonable means to import this profitable source of income
in a manner that does not attract attention by using surface roads.

Income from methane gas generation will be gravy for an already lucrative waste and
recycling business. Nationwide electrical and gasoline shortages add an urgency to utilize
this valuable byproduct. The Bangladesh Methanol Institute has been helpful in providing
information regarding methane reformation into methanol.

The cost of waste removal is expected to rise dramatically over the next decade. GER
selected its landfill sites in rural locations, yet reasonably close to a major population
center to capitalize on the growing need for landfills. Eastern Savar and Southern

Burigonga are optimally situated to take advantage of the impending rising costs and
landfill closure crisis.
GER intends to defuse any public concern by maintaining highly sanitary facilities that
use ozone generators to eliminate odors, insects, and rodents. Baled waste does not cause
the landfill to have the messy, littered appearance of traditional landfills. Baled waste is
dense, and, with paper and other recyclables removed, there is minimal blowing waste to
litter the area. The "active" area is covered by earth and polyvinyl chloride (PVC) sheets,
thus reducing odor, vectors, birds, and insects.

Keys to Success
1. Concentrate on bringing to Eastern Savar and Southern Burigonga as much waste
capacity as possible.
2. Process the waste stream as efficiently and profitably as possible. Strive to reduce
down time and stoppages.
3. Operate the landfill operation as efficiently and safely as possible using every
method to increase profits yet maintain a high concern for the environment.
4. Maintain family-like atmosphere for all associated with GER, co-workers and
customers alike.

Critical Issues

GER is still in the speculative stages as a new operation. The critical issues that they face
are:

* Ensure that the revenue stream is sufficient to offset the debt load.

* Continually invest in research and development activities that will help increase the
lifespan of the finite-space landfill facilities.

Marketing Strategy
Good Earth Resources personnel will call on hauling firms to advise them of GER's
facility, and provide maps to the site, hours, and pricing.

GER will offer similar tipping fees charged by other landfills, yet emphasize time and
fuel savings, wear and tear savings, and longer operating hours to all users. GER will
consider contractual incentives in certain instances and circumstances to increase
profitability. Hauling waste with GER road tractors should provide financial incentive to
Dhaka waste collection firms. This is a simple, intuitive solution, not employed by other
landfills.

GER will attempt to secure tonnage from southern riverboard and Midwestern cities.
GER will offer price incentives in order to win long-term contracts with many of these
municipalities. Both Martin Creek and Barton will each be able to handle in excess of
1,000 tons per day hauled into the respective rail spurs. Generating an import stream will
be accomplished by the previously mentioned tactics as well as an advertising campaign
within industry publications.

Mission
Good Earth Resources' mission is to provide the highest quality landfill experience. We
exist to attract and maintain customers. When this maxim is adhered to, success will be
ensured. Our services will exceed the expectations of our customers.

Marketing Objectives
* Maintain a constant revenue stream.
* Increase the amount of out of state refuse by 2.5% a quarter.
* Improve the local public perception of GER's facilities.

Financial Objectives
* Generate new revenue sources.
* Holding spending as a percentage of sales at a specific level.
* Increase profits by 1% a quarter.

Target Markets
Landfills or transfer stations are selected, if dumping fees are the same, solely due to the
proximity of the waste hauler's route to their facility. Most likely, Eastern Savar or
Southern Burigonga will not capture the business from hauling firms whose facilities are
more than 100 miles distant, unless they need to dump their load after the closing hours
of the other facilities. On the other hand, the hauling firms whose routes are close to the
landfill will find these locations a boon to their business.

Eastern Savar or Southern Burigonga will accept waste on Saturdays. Small trucks and
local residents will utilize the facility during this time. Rates for this type of waste are
generally higher than for commercial waste hauling firms.

The target market can broken down into three potential customer groups, small haulers,
"big three" haulers, and private haulers.

Positioning
GER will position themselves as a clean, convenient landfill serving the Dhaka
metropolitan areas as well as out of state sources. Good Earth will leverage their
competitive edge to achieve the desired positioning.

GER intends to offer clean facilities with easily accessible paved roads as opposed to
dusty or muddy, foul-smelling landfills. GER will maintain the same price structure as
competing landfills, but with longer hours of operation. The savings to the waste
collection companies will be driving time, fuel, wear and tear on the vehicle, and longer
hours of operation.

Strategy Pyramids
The single objective is to position Good Earth Resources as the premier landfill operator
serving the Dhaka area. The marketing strategy will seek to first create customer
awareness regarding the services offered, develop the customer base, and work toward
building solid, long-term relationships with the customers.

The message that GER seeks to communicate is that they operate the finest landfill in the
area. This message will be communicated through a variety of different methods. The
first method will be a phone based networking/sales campaign. This method will help
GER develop relationships with perspective customers that will lower the customer
conversion costs.

The second method of communication that will be used is several different sales
promotions. The sales promotions will be financial incentives used to generate new
customers to try GER's facilities.

The last method of communication will be a targeted advertising campaign. Because of a

limited marketing budget, GER must be resourceful with their money. Advertising in
industry publications will be a cost effective method of communication because the
readership demographics of the industry journals are representative of GER's potential
customers.

Marketing Mix
Good Earth's marketing mix is comprised of the following approaches to pricing,
distribution, advertising and promotion, and customer service.

* Pricing- The basic pricing metric is a per ton charge.

* Distribution- All of GER's services will be performed at the two facilities that they
operate.
* Advertising and Promotion- Good Earth Resources will be using three different
tactics to accomplish their advertising goals: phone soliciting/networking, sales
promotions, and advertisements.
* Customer Service- Exceptional customer service will be necessary to develop longterm, mutually beneficial relationships with customers.

Financials
This section will offer a financial overview of GER as it relates to the marketing
activities. GER will address break-even analysis, sales forecasts, expense forecasts, and
how these activities link to the marketing strategy. Please review the following charts
and tables for graphical representations of this information.

Break-even Analysis
This chart and table summarize the break-even analysis. GER expects to break even
shortly after commencing operations as a result of GER personnel going to the hauler's
transfer stations and using GER road tractors to divert the waste stream. The break-even
analysis indicates that tk. 348, 970 will be needed to match total planned expenses.

Break-even Analysis
Monthly Revenue Break-even
Assumptions:
Average Percent Variable Cost
Estimated Monthly Fixed Cost

Sales Forecast
Please view the following chart and table that clearly details the sales forecasts.

Sales Forecast
Sales
Small Haulers
Big Three Haulers
Total Sales
Direct Cost of Sales
Small Haulers
Big Three Haulers
Subtotal Direct Cost of Sales

Expense Forecast
The expense forecast is to be used as tool for the department to remain on target with
stated expectations as well as provide indicators when modifications are needed.

Marketing Expense Budget

Phone sales/ networking
Sales promotions
Other
Total Sales and Marketing Expenses
Percent of Sales

Controls
The purpose of Good Earth's marketing plan is to serve as a guide for the
organization. The following areas will be monitored to gauge performance.

Revenue: monthly and annual.

Expenses: monthly and annual.

Debt load.

Customer satisfaction.

Implementation
The following milestones indicate the key marketing programs for GER. It is important
that GER accomplish each one on budget as well as on time.

Milestones
Advertising

Start Date End Date

Budget

Marketing plan completion 1/1/2003

2/1/2003

Phone campaign #1

1/1/2003

6/30/2003 Tk34,000

Phone campaign #2

6/1/2003

12/30/2003 Tk 48,500

Ad campaign #1

1/1/2003

6/30/2003 Tk 57,000

Ad campaign #2

6/1/2003

12/30/2003 Tk 69,500

Total Advertising Budget

PR
Start Date
Name me
1/1/2006
Name me
1/1/2006
Name me
1/1/2006
Other
1/1/2006
Total PR Budget
Direct Marketing
Start Date
Name me
1/1/2006
Name me
1/1/2006
Name me
1/1/2006
Other
1/1/2006
Total Direct Marketing
Budget
Web Development

End Date
1/15/2006
1/15/2006
1/15/2006
1/15/2006
End Date
1/15/2006
1/15/2006
1/15/2006
1/15/2006

Start Date End Date

Tk 0

Manager
Shawon
Suvra
Shawon
Suvra
Shawon
Suvra
Shawon
Suvra
Shawon
Suvra

Tk.209,000
Budget
Manager
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC
Tk 0
Budget
Manager
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC

Department
Marketing
Marketing
Marketing
Marketing
Marketing
Department
Department
Department
Department
Department
Department
Department
Department
Department
Department

Tk 0
Budget

Manager

Department

Name me
Name me
Name me
Other
Total Web

1/1/2006
1/1/2006
1/1/2006
1/1/2006

1/15/2006
1/15/2006
1/15/2006
1/15/2006

Development

Budget
Other
Name me
Name me
Name me
Other
Total Other Budget
Totals

Tk 0
Tk 0
Tk 0
Tk 0

ABC
ABC
ABC
ABC

Department
Department
Department
Department

Tk 0
Start Date
1/1/2006
1/1/2006
1/1/2006
1/1/2006

End Date
1/15/2006
1/15/2006
1/15/2006
1/15/2006

Budget
Manager
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC
Tk 0
ABC
Tk 0
Tk.209,000

Contingency Planning
Difficulties and Risks

Overly aggressive and debilitating actions by competitors.

Future regulatory challenges.

Worst Case Risks May Include

Determining that the business cannot support itself.

Having to liquidate equipment or property to cover liabilities.

Department
Department
Department
Department
Department