New Gfob Business Plan

12731 Shiloh Church Rd
Houston, Texas 77066

Phone: (832)-Power-Five
Fax: (800)-Power-Five
Email: Power5Shoes@outlook.com
Website: WWW.Power5.com
May 10, 2018

GFOB 100-F
Expected Grade: A
1
_____________________________________________
Power5: Children's interchangeable multi-sport cleat
Group Members:
President/Ceo
Mairead “Maggie” Dunn
__________________
Director of Industry
Brandon Desjardin
__________________
Operations Director
Danielle Sparmer
__________________
Marketing Director
Jack Cookish
__________________
Director of Survey Info.

John “Finn” Littlefield
__________________
Director of Global Operations

Elin Svard
__________________
Page
2
_____________________________________________
Table of Contents
Executive Summary………………………………………………………………………….5
Description of the Business…………………………………………………………………..
Mission Statement……………………………………………………………………..7
Code of Ethics………………………………………………………………………….7
Management Team……………………………………………………………………11
Legal Structure………………………………………………………………………..14
Risk Management…………………………………………………………………….20
S.W.O.T.
Analysis………………………………………………………………….....22
Marketing Analysis and Strategy……………………………………………………………..
Target Market……………………………………………………………………....…26
Competition…………………………………………………………………………...28
Benchmark………………………………………………………………………...….29
Methods of Distribution……………………………………………………………....30
Advertising/Promotion……………………………………………………………..…33
Product/Service Design…………………………………………………………….…37
Location…………………………………………………………………………....…39
Global Analysis…………………………………………………………………….…43
Industry Trends………………………………………………………………….……47
Operations Plan……………………………………………………………………………...
Human Resource Plan……………………………………………………………...…49
Inventory Plan……………………………………………………………………...…51
Operating Procedures, Design, Layout, and Production Process…………………..…52
Management Information Systems………………………………………………...…55
Exit Strategy…………………………………………………………………….……56
Financial Plan………………………………………………………………………………..
Revenue Assumption……………………………………………………………....…57
Start up Expenses…………………………………………………………………..…60
Three-Year Cash Flow……………………………………………………………..…61
Page
3
_____________________________________________
First Fiscal Year Analysis (Income

Statement)…………………………………….…64
Financial Assumptions/ Break-Even Analysis……………………………………..…65
Pro-Forma Balance Sheet………………………………………………………….…67
Ratio Analysis……………………………………………………………………..…68
Survey Information…………………………………………………………………………..
Copy of Survey…………………………………………………………………….…69
Survey Results………………………………………………………………………..72
Appendixes and Attendance………………………………………………………………...
Attendance Forms………………………………………………………………….…78
Meeting log………………………………………………………………………...…79
Personal Resume…………………………………………………………………...…84
Annotated Bibliography…………………………………………………………....…95
Interview Bibliography…………………………………………………………...…100
Taxation Form………………………………………………………………….……101
Page
4
_____________________________________________
Executive Summary
Power5 is a student-started business that strives to bring comfort, functionality,
creativity, and convenience to the world of childrens’ athletics. With a children’s cleat that
has interchangeable bottoms, Power5 cleats are on the way to becoming a household trend
amongst families and sports teams. As a group of six individuals from different backgrounds
with varying interests, each team member brings a different attribute and benefit to Power5.
Mairead “Maggie” Dunn serves as the President/CEO of Power5 and provides structure and
supervision over all processes. The Director of Industry, Brandon Desjardin, provides detailed
mappings of how Power5 will tackle the children’s cleat industry and what steps need to be
taken to create a lasting name for the small business. Danielle Sparmer, the Operations
Director, supervises the tasks of Power5 and ensures that projects are being accomplished.
Jack Cookiss fulfills the role as the Marketing Director, utilizing advertising opportunities and
building a reputation in the community. Analytics and statistics are noted by the Director of
Survey Information, John “Finn” Littlefield. Finn provides numerical progress of Power5 and
collects significant data on the product. Finally, Elin Svard, as the Director of Global
Operations, watches over global relations and establishes relationships with clientele of the
interchangeable cleat.
Power 5's interchangeable children's cleats will feature a base shoe that has a detachable
sole. That sole can then be replaced with another from a different sport, or a newer, cleaner
repurchase of the sole once it begins to tear down. Sports selections include (but are not limited
to) football, baseball, softball, soccer, basketball, and tennis shoe soles. The interchangeable
Page
5
_____________________________________________
cleats will use a tracking system that will lock into place but maintain constant stability through
intricate lock patterns so they won’t budge. The soles will slide into the shoe through the foot
hole to click the new base of the cleat in place, like a sole would go into a shoe followed by foam
padding on top for added comfort.
By investing in Power5 cleats parents could save money by purchasing the shoe
including any cleat bottom for $75, and $25 for every other interchangeable bottom. These prices
are always noted to be at risk of increasing or decreasing due to things like cost of material,
demand, promotional sales, and elasticity to our brand.
Power5 will be based at 12731 Shiloh Church Road in Houston, Texas. The building is 6,000
square fear for only $4,800 a month or $57,600 a year. Being based in Texas will allow a large
selection of labor force and a great deal on purchased property. At the Texas location, packages
of materials purchased from China will be shipped and stored. There will either be an assembly
line and/or permitting machines to help with labor functionality when producing the cleat. Once
manufactured in Texas, the cleats will be distributed to clients from the warehouse using services
like UPS and FedEx.
Our mission is to create a reliable product that families can trust will be as functional as
possible while giving financial leniency to purchasers. We have a goal to create an affordable
product that will limit the need to purchase new, expensive cleats for the many sports children
tend to play growing up. Our business will feature initial deposits of $20,000 from each of the
six members, and consistently give an even amount of time spent on-site and out-of-office. Once
we break even, we will begin promotional deals, bundle packs, and deals with minor league and
recreational youth sports teams.
Page
6
_____________________________________________
Mission Statement
Power five is on a mission to provide high quality athletic shoes that will help families balance
the cost and lifestyle of children athletes while remaining eco friendly, ethical, and efficient.
Power Five Code of Ethics
Compliance with the Laws
● All manufacturers and operations will operate in full compliance with their respective
countries as well as all other applicable international, national, and local laws, rules and
regulations.
Work Force
● No person shall be employed under the age of 16 or under the age of 15 where governing
laws allows. All suppliers are required to maintain official documentation showing verification
of each employee’s date of birth as well as a full Cori check on such individual. If under the age
of 16, an individual must have written consent from parents or legal guardian.
● Suppliers must comply with all laws and regulations regarding the employment of under
aged workers. These regulations include but are not limited to types of work, worker wages,
schedules, and labor intensity.
● Under no circumstances shall there be any use of forced labor, including, but not limited
to, prisoner labor, indentured labor, bonded labor, slave labor, or any other form of coerced
labor.
Page
7
_____________________________________________
● Under no circumstances shall an employee be locked within the premises.
Humane Employee Treatment
● Employees shall and will be treated with dignity and respect. Employees shall not be
subject to any physical, verbal, sexual or psychological harassment or abuse.
● Employees will not be subject to fines, penalties, or abuse as a disciplinary measure
● Suppliers shall maintain and enforce a non-retaliation policy that permits employees to
express concerns about workplace conditions directly to factory management, relevant
government authorities, and/or POWER FIVE without fear of retribution.
● Employees will be recognized for work that exhibits examples of going above and
beyond what is asked of them
Nondiscrimination
● No person shall be subject to any discrimination in employment, including but not limited
to recruitment, hiring, compensation, promotion, discipline, termination or retirement, on the
basis of gender, race, religion, age, disability, sexual orientation, nationality, marital status,
pregnancy, parental status, political opinion, political affiliation, union membership, social group
or ethnic origin.
● Employees recruited from foreign lands will be treated fairly and on an equal basis with
local employees. Suppliers will ensure that all foreign or migrant labor will have all the same
opportunities as the rest of the local workforce
Page
8
_____________________________________________
Wages and Benefits
● Suppliers shall pay employees for all work completed in a timely manner and shall pay at
least the minimum wage required by law or the prevailing industry wage, whichever is greater,
and shall provide legally mandated benefits.
● Suppliers shall pay annual leave and holidays as required by law as well as allow for
workers with religious backgrounds paid time off for their worship.
● Suppliers shall not engage in false training or apprenticeship practices that are used to
avoid payment of compensation.
● POWER FIVE seeks to work with suppliers which progressively raise employee living
standards through improved wage systems, benefits, social programs and other services.
Working Hours
● Suppliers shall comply with all applicable laws, regulations and industry standards on
working hours. Except in extraordinary circumstances, the maximum allowable working hours in
a week shall be the lesser of what is permitted by national law or a regular work week of 48
hours plus overtime hours not in excess of 12 hours.
● Suppliers will abide by any exception for minor workers
Suppliers will provide employees with at least 24 consecutive hours of rest in every seven-day
period.
● Employees are allowed to refuse overtime without the threat of penalty, punishment or
dismissal from working.
Page
9
_____________________________________________
● Overtime will be compensated with a premium of at least a time and half per hour
worked.
● All hours worked, including overtime, must be fully and accurately documented on a
timely manner.
Health and Safety
● Suppliers shall provide a safe and healthy workplace setting to prevent accidents, illness
and injury to health arising out of, linked with or occurring in the course of work or as a result of
the operation of suppliers’ facilities.
● Suppliers shall adopt and implement systems that prevent, minimize, detect and respond
to potential health and safety risks. These include but are not limited to fire protection, proper
management and disposal of chemicals and hazardous waste, structural safety, electrical safety,
personal protective equipment and adequate lighting, heating, cooling, and ventilation systems.
● Suppliers will compensate for any injury that occurred while on the job
Eco-Friendly Pact
● Suppliers shall comply with all applicable environmental laws and regulations, including
but not limited to air emissions, solid and hazardous waste storage and disposal, energy usage
and water consumption and discharge.
● Suppliers shall adopt reasonable measures to mitigate negative impacts of operations on
the environment.
Page
10
_____________________________________________
● Suppliers shall encourage the use of recycling products that are deemed not worthy of
sale.
Management Team:
Maggie Dunn- CEO
She has past experience in leadership positions as she was captain of her lacrosse team
and director of two major group projects in high school. For the past two years, she has spent
time working at a local grocery store where she has picked up great communication skills and
learned how to work well with others. On campus, she is a part of Big Brothers Big sister where
she volunteers her time to be a role model to another child who doesn’t have as much guidance
in their lives. Overall, she is a valuable team member who works well with others and values
other group member’s decisions. She is currently an undecided business major at Bryant
University.
Danielle Sparmer- Operations Director
She has extensive experience in event planning and coordinating her volunteer work for
different corporations. She has gained leadership skills and both interpersonal and collaborative
capabilities through her roles throughout the years which will help to develop relations with
clients and partners. She is currently studying Communication at Bryant University.
Jack Cookish- Marketing Director
While at Luso Federal Credit Union, Jack was responsible for operating the bank's social
media pages along with coming up with advertisements to draw in potential customers. His
Page
11
_____________________________________________
people skills grew significantly day after day while talking and networking with customers and
partners over the phone and in person. His result driven and innovative mindset helped him
secure multiple successful events for the bank that drew in a plethora of new customers. Being
meticulous about everything he does sometimes makes for a long process but will ensure his
100% effort and exceptional results every time. He is currently studying finance at Bryant
University with a minor in economics.
John Finn” Littlefield- Director of Survey Information
Finn has lots of past experience in leadership roles, such as captain of his high school
football and wrestling team. He has experience in the multiple fields such as lifeguarding,
landscaping, office furniture installation and cooking. Because he has experience in multiple
fields, he has the capability of working in different atmospheres and work environments. He is
currently studying psychology and business management at Bryant University.
Elin Svard -Director of Global Operations
She did inventory in a grocery store several times with her swim club team in Sweden.
They counted products and organized the shelves. She is an international student and did 4 MILE
(Multicultural and International Leadership Experience) before starting her college career and is
now a part of the team that will organize it next fall for incoming students. She has good
communication skills and organization skills.
Page
12
_____________________________________________
Brandon Desjardin- Directory of Industry
He has experience in sales as he worked at a local grocery store and was constantly
recommending products to people. He brings strong communication skills and knows how to
work well in groups. He was captain of the varsity golf team for 2 years and won a state
championship his senior year. He was also captain of an MS walk team that raised thousands of
dollars for a great cause. His experiences have taught him how to be productive and work well in
groups. His competitive nature keeps him driven to be successful no matter how small or big of a
task. He is currently an undecided business major at Bryant University.
Page
13
_____________________________________________
Page
14
_____________________________________________
Legal Structure
PARTNERSHIP AGREEMENT of Power Five: This AGREEMENT of PARTNERSHIP is
made as of April 8, 2018, by and between the undersigned Partners.
Formation
The undersigned hereby form a General Partnership, and in accordance with the laws of the
state of Texas.
Name
The name of the Partnership will be Power Five and is agreed upon by all Partners.
Term
The Partnership shall begin on April 8, 2018, and shall continue until April 8, 2019 of the
same year and thereafter from year to year unless earlier terminated as hereinafter provided.
Purpose
Our purpose is to provide an affordable multi-purpose sporting cleat eliminating the need
to buy several cleats throughout the year.
Page
15
_____________________________________________
Meetings
Periodic meetings shall be held on a regular weekly basis with respects to each Partners
availability.
Capital Contributions
The Partners will each make a minimum initial investment of $20,000 to cover the
overhead costs of our distributing warehouse located in Texas, as well as the first shipment of
shoes from China. Contributions will be in the form of four payments, with each payment being
collected at the first four meetings. If a member cannot make one of these three meetings due to
an illness or unexpected emergency, then they will have to make two payments (one for the
meeting they missed and the upcoming meeting) upon arrival at the next meeting. The Partners
will also ask for a $100,000 loan from the bank to cover the rest of the start-up expenses and
more.
Valuation of the Partnership
The current value of the assets of the Partnership, less the current value of the debts and
liabilities of the Partnership (hereinafter referred to as the “value of the Partnership”) shall be
determined at a regularly scheduled date and time (hereinafter referred to as the “valuation date
preceding the date of each periodic meeting.
Management
Except as otherwise determined, all decisions shall be made by a majority vote between
the Partners. Any ties amongst the voting will be determined by the CEO of Power Five.
Page
16
_____________________________________________
Sharing of Profits and Losses
Net profits and losses of the Partnership shall inure to, and be borne by, the Partners, in
equal proportions.
Book of Account
The Book of Account shall be a complete set of accounts, consisting of assets, liabilities,
individual Partnership accounts, and appropriate revenue and expense accounts. It shall use the
“double-entry” accounting system and will be double checked by two Partners at all times.
Books of the Accounts shall record the transactions of the Partners at all times. It will be
available and open to inspection and or examination by any Partner. If an error in the Book of
Account Occurs and the Partners cannot resolve the issue, an accountant will be hired to audit
the company’s finances.
Bank of Account
The Partnership may select a bank for the purpose of opening a bank account. Funds in
the bank account shall be withdrawn by checks signed by the Partner designated by the
Partnership.
No Compensation
No Partner shall be compensated for services rendered to the Partnership, except for
reimbursement of expenses.
Page
17
_____________________________________________
Additional Partners
Additional Partners may be admitted at any time, upon the unanimous consent of the
Partners, so long as the member of Partners does not exceed nine.
Removal of a Partner
Any Partner may be removed by unanimous agreement of all other partners. Written
notice of a meeting where removal of a Partner is to be considered, shall include a specific
reference to this matter. The removal shall become effective upon payment of the value of the
removed Partner’s percentage of the company.
Termination of Partnership
The Partnership may be terminated by unanimous agreement of the Partners. Written
notice of the decision to terminate the Partnership shall be given to all Partners. Payment shall
then be made of all the liabilities of the Partnership, and a final distribution of the remaining
assets, either in cash or in kind, shall be made promptly to the Partners in proportion to each
Partner’s percentage of the company.
Voluntary Withdrawal (Partial or Full) of a Partner
Any Partner may withdraw a part or all of the value of their percentage of the company in
the Partnership, and the Partnership shall continue as a taxable entity. The Partner withdrawing a
part or all of their value in the company shall give a notice of such intention in writing at least
two weeks before they leave. Written notice shall be deemed to be received as of the first
Page
18
_____________________________________________
meeting of the Partnership at which it is presented. If written notice is received between
meetings, it will be treated as received at the first following meeting.
In making payment, the value of the Partnership, as set forth in the valuation statement
prepared for the first meeting following the meeting at which notice received from a Partner
requesting a partial or full withdrawal, will be used to determine the value of the Partner’s
percentage in the company.
The Partnership shall pay the Partner who is withdrawing a proportion or all of the value
of his or her percentage in the Partnership in accordance with the “Terms of Payment” section in
this agreement.
Death or Incapacity of a Partner
In the event of the death or incapacity of a Partner, grantor, or trustee of a revocable
living trust, receipt of notice shall be treated as a notice of full withdrawal. The family members
of the deceased or incapacitated will get the proportional share of his or her percentage of the
Partnership.
Forbidden Acts
No Partner shall:
● Have the right or authority to bind or obligate the Partnership to any extent whatsoever
with regards to any matter outside premises of the Partnership purpose.
● Be involved in any illegal activities.
● Except as provided in this agreement, without the unanimous consent of all the other
Page
19
_____________________________________________
● Partners, assign, transfer, pledge, mortgage, or sell all or part of the Partnership to any
investor or another potential partner, or to enter into any agreement as the result of which any
person or persons, not a Partner, shall become interested in the Partnership
● Purchase an investment for the Partnership where less than the full purchase price is paid
for with the Partnerships money.
● Use the Partnership’s name, credit, or property for other than the Partnerships purpose of
selling and distributing shoes.
● Do any act detrimental to the interests of the Partnership or any act that would make it
impossible to carry on the business or affairs of the Partnership
Page
20
_____________________________________________
Risk Management
As a company Power 5 will have some risks, but not as many as other companies might.
Hiring employees that fit into the culture that Power 5 is trying to create will be a top priority.
We want to find the best of the best, with top- notch problem -solving skills. Power 5 wants to
ensure that we have a top of the line customer service, and in order to do that hiring the right
employees with right personalities is crucial. A risk of hiring the wrong employees can lead to a
bad reputation which is exactly what new small business do not what when starting up. Also, we
run the risk of our employees not getting our shipments out on time, or messing up on what
products should be shipped where. It is the same risks that other companies run when hiring the
right employees, but we find that even the simple steps like this are what makes the difference
between a successful and failed company.
When creating a multi-sport interchangeable cleat finding the right materials is to make
the cleat different and unique, while staying eco- friendly is no small task. At Power 5 we want
to use material that is going to be durable and top of the line. We realize that it is going to be
difficult to find materials that make our cleats last longer than normal cleats, especially because
our cleats are going to be used in more than one sports season. For example, Power 5 cleats
should be able to use for soccer in the fall, basketball in the winter, and baseball in the spring all
with the same stock cleat just changing the soles each season. It is a lot to ask from a children’s
cleat, but we feel it can be done and is something that could dominate this market. We plan to
use mostly synthetic material for our cleats because they make the cleats look a lot better, and is
one of the most durable shoe materials on the market. It will keep the cleat extra light and water
resistant which is helpful for the longevity of the cleat. By using this material, it will allow our
Page
21
_____________________________________________
group to use fewer materials than an average cleat company would. Power 5 strives to be as
eco-friendly as possible, trying to minimize the waste in the world.
Finding the materials is just going to be the first step though, creating the shoe and
making sure it is going to be functional is a whole different story. Finding the right way for the
soles to be easily changed for the average parent at home is crucial. We realize the risk that these
soles may be complicated to get in or change is going to be high. However, we want to make it
as easy as possible for our customers by allowing the soles to automatically lock in based on a
screw mechanism on the inside of the base shoe. This interlocking mechanism has added layers
of padding and support around it, ensuring that the sole is comfortable and secure. An obvious
risk we may run into is the soles not staying in the shoe or lasting as long as they should. There
two problems that could happen, one is that the sole is too easy to take out making it hard for the
soles to stay in while playing sports. On the other hand, if the soles get put in so tight that
customers cannot even change the soles, then all that leaves is a poor product and busy customer
service lines. Therefore, our approach is by using the synthetic material the shoe will be light
and comfortable enough that the soles will lock in even easier with this material. In other sports
across the world this screw in lock mechanism has worked in sports like rugby where they need
their soles and studs in just the perfect position. By using that as a model to base off Power 5
will create the first multi-sport children’s cleat that will leave consumers with more money back
into their pocket.
Page
22
_____________________________________________
S.W.O.T. Analysis
Strengths
● Eco- Friendly
Power5’s children's interchangeable multi-sport cleat is an eco- friendly product. The company
focuses a lot on the environment and uses materials that are recyclable and produced in an eco-
friendly way. This product requires less material compared to having to buy a whole new shoe
for every sport since you just need new sole for each sport once you have the base shoe. Less
material means less pollution from the production and less waste once the cleat is worn out.
Power5 will also make it possible for customers to donate their worn out cleats to and the
company will give them to a recycling center.
● Affordable
The product is affordable for most families. It costs about the same as a normal sneaker for
children does, if not a little less but still with ensured comfort. The soles are much cheaper than
the initial base shoe, which means that the customer will save a lot of money buying our base
shoe and in addition, buying soles instead of several various competitor’s companies sports
cleats for each participated-in sport per child.
● Convenient
Our product is designed to make everyday life easier for parents that have children in several
sports that requires sports cleats. Instead of making room for several shoes in their home they
only have to make room for one pair of base shoes and multiple soles. Whenever it is time to buy
Page
23
_____________________________________________
a bigger pair of shoes, they only need to try on one type of shoe instead of one per each sport
their child(ren) is/are participating in.
● Unique
Right now there is nothing like the children's interchangeable multi-sports cleats on the market,
our product is unique, and therefore there are no competitors with the same niche.
● No Seasonal Demand
This product is designed for multiple sports and does therefore not have a particular season. Fall
is typically football season and lacrosse spring, for example. Compared to a business that solely
sells football cleats in the fall and will experience a decrease in sales during the spring season,
this product will be selling all year round.
Weaknesses
● Start-Up Business
The company will start from scratch with no customer base, no reputation, and no retailer selling
the product. Compared to already established companies it can be hard to enter the market and
compete with them.
Page
24
_____________________________________________
● Hard to Sponsor Professional Sports Teams
Since the initial target market is families with children that are doing multiple sports. A good
way to expand and promote this product is through professional sports teams but since
professional athletes do not usually do more than one sport this product is not really a benefit for
them.
Opportunities
● Expanding into a Global Business
Once the business is established in the USA, Power5 have the opportunity to expand to other
countries and make the company multinational. There are even other sports that the company
could expand to if it were to go international such as soccer.
● Expand to Teenagers and Adults
Once the product has been established in the market Power5 can expand the target market.
Instead of only producing children’s multi-sport cleats the company would start to produce
multi-sports cleats for teenagers and adults as well, specifically for those in triathlons.
● Expansion to Global Online Sales
Power5 can expand to an online business to make the product more accessible to people all over
the world even if they do not live near a store where the product will be sold. We will also make
it possible for more opportunities for the buyers to customize their cleats as they want to.
Page
25
_____________________________________________
● Sale of the Business for a Significant P/E Ratio
If the business is successful but predicts a decline in sales in the future, a possibility would be to
sell the business, if it can be done for a significant P/E.
Threats
● Larger name brands
Power 5 has to compete with other bigger brand that makes sports cleats such as Nike, Adidas,
and Under Armour. These companies have already have a big customer base and an international
reputation and status.
● Habits
One of the biggest threats that this company is facing is simply people’s habits. They are used to
buying different cleats for different sports and the change to buying one base shoe with multiple
soles can seem risky. Also, cleats are a kind of product that consumers try out and find their
favorite brands and stick with them.
● Increases in Price Inputs
Increases in price inputs can easily cause upward pricing on the product which would result in a
decrease in the quantity demanded since the product is not entirely inelastic.
Page
26
_____________________________________________
Target Market
Our market is targeted at, but not limited to parents with children in elementary school
and/or middle school. We also target people who live different lifestyles, including people who
want to live an eco-friendly lifestyle, families who need or want to save money, and children
who play multiple sports but do not have the proper footwear.
Since our company headquarters is located in Texas, we plan on starting business
operations within the state. As business continues we will primarily expand in the south-west
region of the United States. We plan on increasing our target market and business across the
United States once we acquire the proper funds to grow.
Throughout our research and brainstorming process, all business executives conducted
multiple surveys sent to various markets. Within the survey we conducted, we found that 68.7%
out of 217 responses would consider buying a multi-sport shoe for their child. This shows that
our product would add value to the lives of our customers and is worth the purchase. Over half of
our survey respondents would pay up to and over $75.00 for our product, 51.4% to be precise.
Based on the results of our survey, we know that our product has an applicable marked based on
interest and finances.
Through product development and research of our product, we are creating a product that
best suits our target market. Within the survey we administered, 155 out of 220 respondents
would want their child to play soccer, 133 out of 220 would want their child to play
baseball/softball, 101 out of 220 would want their child to play lacrosse, and 81 out of 220 would
want their child to play football. In order to best fit the needs of our target market, our first
product will be centered around these four sports: soccer, baseball/softball, lacrosse, and football.
Page
27
_____________________________________________
We will offer varying sizes that will allow for any child, from small feet to big feet, whether they
are a boy or girl, and regardless of what sports they play, we will cater to their needs.
After the launch of our first multi-sport shoe, we hope to expand our product beyond the
field, and back inside to the court or mat. Our survey proves that outdoor sports are not the only
popular sports for children. Our market will overlap with indoor and court sports, in order to
reach a wider audience. Respondents that took our survey said, 158 out of 220 find interest in
basketball, 102 out of 220 find interest in track and field, 85 out of 220 find interest in tennis,
and 37 out of 220 find interest in wrestling. Although these markets are somewhat smaller, we
will find a way to accommodate the needs of our expanded product market.
The main mission within our target market is to ensure that there is satisfaction within
our products. We are constantly improving and adapting to the market demand to stay ahead and
current with customer demands.
Page
28
_____________________________________________
Competition
Because we have a specific market- children’s athletic shoes and cleats- our biggest
competitors are those who dominate the market right now. First, there are the lower-end to
mid-range cleats and sports-shoe brands. These are brands like Umbro who retail from around
$19.99 to $30.00, Lotto (who has a price margin of $13.95 to $39.99), and Diadora. Diadora
carries cleats anywhere from $10.75 to $49.99, showing that their shoe quality is presumably not
constant throughout each cleat.
Other high end (and often over-priced) cleats are from Under Armor, Adidas, and Nike.
Under Armour lists cleats on their website that range from their minimum of $32.99 to their high
$85.00. In their kids section, Adidas features their Icon Molded Cleats (baseball) for $30.00 and
an array of cleats that can be anywhere upwards of $170.00. Finally, Nike sells their cheapest
cleat on their website for $35.00, but their most expensive cleat is at an extreme $185.00. Adidas
and Nike specifically have created a debate for parents. While these brands have the strength of
having a global reputation and a recognizable name to all, they have cleats that are priced only
because of the name.
Parent’s then become conflicted with whether or not to buy into not only the quality of
the cleats but pay for their status as well; however, by Power5 cleats entering the market,
parents now have another option. Power5 gives parents the ability to buy consistently
well-produced cleats at a constant and therefore predictable price.
Page
29
_____________________________________________
Benchmark
As mentioned prior, our number one competitor in the footwear industry is Nike.
Similarly to how our company started in a classroom, Nike started on the track. The University
of Oregon track Coach and one his runners founded Blue Ribbon sports in 1964. Then in 1971,
they changed their name from Blue Ribbon Sports to Nike to represent the Greek Goddess of
Victory. Nike offers a wide variety of sporting equipment, ranging from running shoes, clothing,
cleats and sports equipment. This business model differs from ours in that we specialize in one
high-quality product.
That being said, in the future, we plan to diversify our product mix, assuming that our
business continues to expand. As mentioned earlier, Nike comes comes from humble roots. They
started off as a company that simply sold running shoes. As their sales revenue continued to
increase, they were able to gradually introduce more products to the market. It is important to
note that Nike did not acquire all of their power overnight, rather, they allowed their business to
grow naturally in accordance with demand.
This is the goal of Power5- to expand our business naturally and to introduce new
products as demanded. Although we are only a small company, we have big plans for our future.
If all goes according to plan, we will eventually surpass Nike in the footwear industry. Nike is
content with their current competitive position, which is beginning to plateau; Power5 will
continue to work tirelessly until we have reached ultimate success. Maybe one day we will
change our name to Ares, Greek God of war.
Page
30
_____________________________________________
Methods of Distribution
Power 5 cleats are going to be accessing their materials from China to keep costs low but
will be assembling the materials and parts in the United States at the Houston, Texas location.
This means that Power5 will need to go through the customs clearance process and cover the
importation component of the assembly. Because was are a smaller business, we feel as though it
is important that there are minimal errors when going through the process of making a product as
we have little room for error when developing our brand. For this reason, we will be going
through customs clearing with Clearit USA. When talking to a representative from the company,
Stacey C. (last name withheld for privacy purposes; all information given with respect to Clear
It USA’s transparency policy with customers and approval from Vice President of Operations)
gave insight to the benefits of using Clearit USA. “Clearit USA is great for companies who are
testing the waters of the custom process, as well as companies who are looking to pair with
bigger companies like Amazon & eBay.” Through Clearit USA, Power5 will have different
brokerage fees to choose from, featuring a $124.95 air fee and a matching overseas fair. By
going with this company, we will minimize our cost of importing goods even more due to their
reduced supply chain expenses from “limiting carrier [and] broker involvement.” As Stacey, a
business school graduate, mentioned later on in the interview, “[Clearit USA has] transparent
pricing which helps to plan for the future as well as one of the least expensive services.”
Power 5 cleats will need to reach consumers post-production after the imported goods
have been assembled. This means that the goods produced at Power 5's warehouse in Houston,
Texas will need to be shipped out to consumers from initial online orders, and once the company
is developed, to wholesalers around the country. When being shipped to both individuals and
Page
31
_____________________________________________
wholesalers, the United States Postal Service offers packages and evaluations for each order sent.
Power 5 would use their small business analysis, in the beginning, two years (or until ready to
move on and establish a relationship with the individual carrier) to ensure that each shipment is
being charged a fair price and we are not losing extreme profit. Once the business is established,
we will move onto UPS that way an additional return on cash will help to bring in even more
profit. While it is another handler involved, we will have a flexible payment option that
guarantees if our sold product matches their requirement, we will receive percent off for airtime
as well as a discount on ground rate change (i.e. 25 packages sold earns 18% off ground rate
changes and 28% off air and international).
Power 5 will have a compact van designed for traveling to events, fields, houses, and
meetings. Branded with the companies logo, the vehicle will be kept at the warehouse and only
used by employees who are clocked in. To keep the van a financial benefit rather than a
detriment, the car will be used at least 50% of the time, fueled by the last user’s employee
allowance that comes from a business-specific card and is included in her income (withholdings
apply). As long as the van is owned by Power 5, qualifies as business-use rather than a specific
employee’s personal transportation, and has kept records of all uses, the vehicle can be used as a
business deductible and a tax benefit.
The van Power 5 will use is the Ford Transit Connect. While it is a smaller cargo van,
cleats are a small product and because it will only be used to travel to sporting events, hosted
showcases, conventions, or even product parties, the storage room can be smaller. It is important
to note that “smaller” is only a comparison to other larger sedans- The Ford Transit Connect
features a total of 1,600 pounds in the back and has a towing capacity of 2,000. The Ford Transit
Page
32
_____________________________________________
Connect is also eco-friendly (a goal in Power 5's Mission Statement) with a 21 miles per gallon
in city environments, 29 MPG on the highway, with an optional turbocharged 4-cylinder that
gives a 22 MPG city and 30 MPG highway. All of these statistics have made The Ford Transit
Connect a perfect business vehicle for an already attractive yet still negotiable starting price of
around $23,000.
Because Power 5 specializes in specific cleats and produces and distributes by majority
product ordering, it would be an inefficient allocation of resources to open a retail shop. Owning
a store would require the hiring of employees, assigning managers, counting multiple inventories
rather than just a warehouse and many other factors. These, while in the long run could benefit a
business, are not a goal for our company. Our company would rather focus on ensuring a quality
product rather than the commercialism of the good.
Page
33
_____________________________________________
Advertising and Promotion
A large part of ensuring success in a business is creating a name for the brand and a
quality reputation. Reputation and prominence in a market are found through things like
advertising, human relations, marketing, and promotions. Power5 plans on utilizing every
feasible opportunity in order to promote the business to its maximum potential, making sure that
the interchangeable cleat is tapped into the market of children’s sportswear.
Because it is market-specific to the parents of young athletes, it is important we are
relevant to things like tournaments, sporting events, team functions, and even trade shows. For
sponsoring tournaments and sporting events, Power5 will utilize Human Resource skills acquired
by team members to reach out to various teams in recreational and traveling town programs.
Once reached out, we will host a location for all teams to meet. Depending on how many teams
are registered, we can pick a field that is fair in price to the quantity of space demanded. For
tournaments, pricing often varies around a few hundred dollars, but places like Houston Sports
Park have field reservations that are negotiable. By hosting a tournament, or sponsoring an event
that brings in multiple teams, it will give access to developing new relationships with coaches,
towns, and recreational departments.
Courtesy of Houston Sports Park
http://www.houstonsportspark.com/field-reservations/pricing
Page
34
_____________________________________________
Power5 Interchangeable Sports Cleats will also utilize modern day technological
resources. Things like websites, social media, Snapchat Geofilters and an online blogging
community for reviews will all be tailored to support the promotion of Power5. The website will
be used as an allocation of information for potential buyers. There, orders will be able to be
placed, questions submitted to staff, and everything there is to know about Power5 will be posted
for everyone to see. Once we develop, we will include a list of clients who have purchased our
cleats and specific leagues worked with to ensure customers that we are an established business
that is trustworthy and effective in our mission.
Social media platforms will be used as a promotional tactic, posting to Facebook, Twitter,
and even Snapchat frequently so that Power5 cleats are always in the eye of the public. Facebook
business pages are free to set up, similar to Twitter who has a cost-free policy for starting pages.
They each also have optional advertising opportunities, which on Facebook is counted by Costs
Per Minute or CPM. For a thousand impressions, Facebook will only charge $7.19 CPM making
it a very affordable way to gain following. To break it down even further, we could get viewers
for only $0.31 cents per click due to our small business benefits and have reached a smaller
demographic compared to companies like Nike or Adidas.
On the Snapchat App, On-Demand Geofilters can also be purchased. These Geofilters are
customized and tailored to the buyers liking and will appear on each users cell phone, tablet, or
mobile device when using the Snapchat app. While prices can vary, common prices average
around $5 for every 20,000 square feet reached. For school areas, work offices, cities, and
sporting events, this would be a cheap way to ensure you reach many audience members.
Referring back to Houston Sports Park with a total 46,200 square feet for six fields, Power5
Page
35
_____________________________________________
would only have to pay a base price of $15 dollars to cover the area. Because the tournament
would be a smaller youth league, it wouldn’t take up more than a few hours. This means pricing
would stay fairly low.
Moving forward and applying the Mere Exposure Effect and the idea that increases in
familiarity and viewing lead to an increase in liking and preference, potential buyers will be
more likely to have a preference to our cleats just from the constant viewing (Zajonc). This, in
practice, will increase our sales once our product is spotted on almost every social media
platform available.
Page
36
_____________________________________________
When Power 5 employees attend sporting events, meetings with clients or teams, or
attend possible conventions around the Texas area (initially), Power5 has the ability to network
and promote their product. The events we attend will be found through websites like Eventbrite,
who hosts information for events at locations in specific regions. Because they have an agenda
specifically for Sports & Fitness, we will be able to quickly find and schedule events to attend
and use our future Human Relations Department to have representatives there whenever
possible. We will hand out business cards with each member’s name, position, and email on the
card and the Power5 logo. Business cards are also an essential piece of not only the advertising
process but also jumping on network opportunities.
Power 5 interchangeable cleats find the ease of use and maintaining an eco-friendly status
both priorities of the starting business. Because of this, our packaging will all be both minimal
and recyclable. When a base shoe is purchased, it will come in a traditional shoebox. The
shoebox will be all black with an enlarged Power5 emblem on the front. Inside will be simply
black tissue paper to comfort and protect the cleat inside. The box itself will be about $2 with
and ten sheets of tissue paper ranging anywhere from $0.36 to $0.76, the packaging would be
very affordable. Once Power5 breaks even and develops into a flourishing business, we then can
amp up the packaging, purchasing large bulks of customized tissue paper featuring our logo and
perhaps social media information for $185.00 a bulk from Inkable Label Co. that will supply us
with a 20 FSC colored tissue stock with no setup fees or shipping costs.
Page
37
_____________________________________________
Product/ Service Design
Power 5 is on a mission to deliver a quality yet affordable cleat for parents that will also
enhance the lifestyles of families with multi-sport athletes. Power 5 is a startup company that
specializes in interchangeable sports cleats for the youngest demographics of children. Our
product design is functional, safe, and tested by real people to ensure that it will help your kid,
your family, and your wallet be as productive and positive as possible in the world of athletics.
With an intricate and slip-prove design, a young multisport child will be able to change his cleats
in a matter of minutes (even seconds) while saving his or her parents money by not having to buy
multiple cleats and break the bank. The outer sole will have a sleek, up-to-date look with both
laces and velcro, similar to the design of current shoes on the market; however, Power 5 cleats
will have interchangeable bottoms so the spikes and sole can be altered based on the sport. A
child will take out the memory foam (for added comfort) and see that there are both cables and a
lock-dial twist that snaps micro latches into place by a simple turn. The cables that overlap go
from one end on the cleat to the other (both horizontally and vertically) to create a barrier
between the lock and the foot’s pressure, as well as create a hard netting for the foot to sit on top
of and ensure a leveled feeling in the foot. Once the cables and lock have been undone, the given
child can pick one of their separately purchased individual soles and place that into the now
empty lip that the initial sole was placed in. After redoing the safety procedure (locking the sole
into place and tying it in) the young athlete can put in the memory foam so nothing underneath is
felt and make their way onto their next practice.
Page
38
_____________________________________________
Figure 1. Basic Sketch of the Power5 low top cleat.
Figure 2. The outsole cleat designs for Power5 low top cleats.
Page
39
_____________________________________________
Location
The Power5 company decided to choose a manufacturing warehouse at 12731 Shiloh
Church Road Houston, Texas 77066 for numerous reasons. This warehouse was right in the price
range we were looking for at $0.80 per sq. foot with a total building area of 6,000 sq. feet. It is an
industrial warehouse with front loading docks which will be helpful when we are receiving or
sending out shipments and has a large lot so that there can be multiple production and shipment
steps going on, rather than just receiving or s hipping out. This warehouse is fairly new as it was
built in 2009 and as a bonus, it has air conditioning and is in a fenced in lot. As for the rental
rate, it costs $0.80/ sq. foot/ month which levels out to $10.80/sq. foot/ year.
Page
40
_____________________________________________
As a company we have decided to rent out this space because we hope to only be here for
the beginning of our company’s successes and hope to outgrow this building with all of our
success to move onto a larger location that can fit all of the products we offer and the supplies
we need to make them. We also would like to focus more on the company itself and getting it on
its feet rather than focusing on the building. By renting the warehouse we will be able to have a
landlord take care of the building side of things while we try and make a profit from our
company.
In the short run, this building is a great starting point for our business. We wanted a
location that is big enough for a small business and within our price range and that is just what
we got. By renting this building we will be able to let the landlord handle any problems that
occur while we occupy this space so we can focus on the problems with our company. In the
long run this building won’t do much for us because it is temporary. However, if we start off on
the right foot this will act as the foundation so we can continue the success of this business for
years to come. In the long term we hope to double the size of the building we are in now to make
room for the abundance of products we will store in our facility.
Page
41
_____________________________________________
The location of this building is in a great spot because it is right in the hub of Houston
and 10 minutes away from I-45 which is a major highway that runs through the city and will
make it easier for transportation. The driveway leading up to the building is wide so large trucks
shouldn’t have trouble maneuvering into the front-loading docks. All other roads leading up to
the warehouse are all wide enough to accommodate the capacity of an 18-wheeler.
Page
42
_____________________________________________
When our company receives shipments we will be receiving them in bulk so it will come
in from an 18- wheeler that will have ample room to pull into our facility and drop off the
shipments. Once the truck arrives they will back up and unload the shipment into the building
easily through the front-loading docks. The vendor will supply their own equipment to move the
product inside where it has to go for storage so we will not have to provide any special
equipment in order to unload shipments besides the availability of a front-loading storage dock.
Since the location of our business is in Houston, Texas and currently, all workers reside
in Smithfield, Rhode Island we all will need to relocate in order to keep the business running and
aid in the success of the company.
Page
43
_____________________________________________
Global Analysis
Power 5 choose Australia as our global partner since we believe that is the country where
we would succeed the most. We speak the same language and Australis is of few countries where
baseball, football, and lacrosse is being played and growing, even if they are minority sports.
Compared to many other cultures and customs around the world the difference between Australia
and America is not that significant. Below are the top three cultural concerns and the top three
custom concerns that Power 5 would have to consider to be successful in Australia.
Culture:
1. Business Culture
The culture, including the business culture, in the US and in Australia seem very similar. Both
are majority Caucasian and English is the majority language. They are both young cultures that
were conceived as British colonies. Despite this, there are significant differences between the
countries. The US is more individualistic and people focuses the American dream and on
achieving economic success. While in Australia they have a common expression saying, “fair go
for all”, and their culture focuses more on the common good. They are more collaborative in
their business than what we are used to in America (Linsell).
2. Other Sports
Another challenge Power5 face if the company were to expand to other countries is the sports
culture. The sports that we make cleats for are mainly played in the US. Even though lacrosse,
football and baseball are expanding to many countries all over the world. One of those countries
is Australia. It is one of few countries outside of America where lacrosse, football, and baseball
Page
44
_____________________________________________
are all growing. The sports are minority sports in Australia while they are majority sports in the
US. American football is called Gridiron in Australia. There are approximately 3000 players in
80 different teams. That is mostly professionals, the sport is not played in high school.1 In 2016,
NFSHA reported that almost 1.1 million males played football in high school. 2 US Lacrosse
annual participation survey of 2016 showed that 454,527 boys and girls play lacrosse on a youth
level and 325,877 play lacrosse in high school in the US3 compared to Australia where there are
only a few school teams and mostly club teams. The club team consist mainly of teenagers and
adults whereof many are from overseas, mostly from The USA.4 Baseball is even smaller than
football and lacrosse in Australia. The Australian Baseball League has only been around since
20010 and was founded as a joint venture between Baseball Australia and Major Baseball
League.5 There are other sports like Cricket, Rugby, and Australian football that Power5 could
start making soles for in order to adapt to the cultural difference. If Power5 were to expand
further the company would start making soccer cleats because worldwide soccer is the most
popular sport even if it is not that big in the US. 6
3. Workplace Atmosphere
Another cultural difference is the way that the workplace atmosphere is like the two countries. In
America, it is more organized whereas in Australia it is more flexible. Americans look work
more seriously and work hard to climb through the structured ranks. In Australia autonomy and
1
Gridiron Australia
2
Klenko
3
“2016 Participation Survey.”
4
“Lacrosse in Australia.”
5
“Australian Baseball League About.”
6
Kidwell, Joe.
Page
45
_____________________________________________
flexibility is more prioritized. Work does not take up the same amount of time of life in Australia
as in the US, especially not doing extra or thinking about work when going home for the day.
This does not mean that they are not hard workers, they just have a more laid-back attitude
towards their work. 7
Customs:
1. Importing
In order to legally import a good or service into Australia the company have to self assess the
correct tariff classification for their product. The Australian Government Department of Home
Affairs have different resources to help individuals and companies to Classify the goods. A
misleading classification reported to the Department can lead to penalties for the company. Once
it has been confirmed that the good can be imported the Department help to make business
decisions and when the adviced is the received the company must follow or otherwise penalties
may apply. 8
2. Patience
Patience is very much appreciated and decisions tend to take longer time than in the US. This
means that Power5 would have to adapt to this culture and get used to a little more relaxed
environment that is not as fast moving as the American businesses. 9
7
“Australia and America Aren't That Different, Right?”
8
“Tariff Classification of Goods.”
9
“Home.”
Page
46
_____________________________________________
3. Modesty
Modesty is bigger in Australia than in the US. Power5 should not use the same sales technique in
the Australia and the US. Instead we need to take a step back and avoid self-importance. They
will not let you know easily if they are impressed and they might even hide their own success.
Drawing too much attention to academic achievement or success in the workplace can even lead
to distrust among Australians. It is important to be friendly, straightforward and not take
criticism personally, they use it a lot and it always works to respond with humor. 10
10
“Home.”
Page
47
_____________________________________________
Industry Trends and Analysis
Our product operates in the footwear industry, more specifically in the youth sports
industry. The youth sports industry is constantly expanding. According to Mark Koba, “It's
estimated that at least 35 million kids between 5 and 18 currently play an organized sport each
year in the U.S. Of that, 21 million are involved in nonschool youth sports, which have been
expanding” (Koba). As seen from this data, there are already a large number of children involved
in sports and that number is continuously increasing. Koba also states, that youth soccer has
grown from 2,388,000 players in 1995 to 3,020,000 players in 2012 (Koba). As a company
whose target market is largely parents with children who play youth sports, it is important that
the number of children playing sports is increasing. Our product also caters to both male and
female children. According to Seth Mcintosh, 66% of boys between the ages of 5-18 play
organized sports and 52% of girls between the ages of 5-18 play organized sports (Mcintosh).
By looking at this data, we can infer that the majority of children play sports and that means the
majority of parents are part of our target market.
It is clear that participation in children sports is high, so are the budgets of most parents,
when it comes to youth sports. 63% of american families spend anywhere from $100 to $499 on
youth sports per month, while another 18% spend between $500 and $999 a month on youth
sports (Shell). Of course these numbers include equipment, registration fees, traveling, etc, but,
that is still a lot of money. Unlike looking at a survey and someone stating “I would spend $100
a month on their children's sport expenses”, this data is proving that people are currently
spending hundreds of dollars on their children’s sports expenses. This information is crucial for
us to know, especially when pricing our products. At first, we were wondering if we were pricing
Page
48
_____________________________________________
our product to high, but after reading this article, now we are wondering if we pricing it too low,
after looking at the amount of money parents are willing to spend on youth sports.
While participation is youth sports are rising, so are the sales of children's athletic
footwear. Matt Powell states, “According to my analysis of point of sale data from the NPD
Group, sales of kids’ athletic footwear grew 8.5% over the last 12 months ended February 2015”
(Powell). This is important because our company would not want to enter a market where sales
trends are decreasing. Because of this 8.5% increase, we as managers are reassured that we are
entering into a profitable market.
Every industry goes through its ups and downs. In February 2017, when the congress
passed a provision which slowed down refunds for the earned income tax credit (EITC), the
refunds came out nearly two weeks later than past years. Steven Kutz stated, “Children’s athletic
footwear sales were down 22% at $334.6 million ldversus $430.7 million a year earlier.children's
athletic footwear industry” (Kutz). Because our product is part of the children's athletic footwear
industry, it is important that we are aware how sales can drop rapidly because of factors that are
out of our control such as when tax refunds are returned. However, this does not hinder our
desire to enter into this market. Regardless of the market, there are always associated risks and
we have decided to face the risks of the footwear industry.
Currently there are no other companies that have a product similar to ours. That being
said, we will be competing with Nike, who currently holds 19.5% of the childrens shoe market
and various other brands such as Adidas, Puma, New Balance and more (Clack). The market we
are entering in is a competitive market, but our product is one of a kind and we have confidence
that our product will be a success based on our companies work-ethic, determination and grit.
Page
49
_____________________________________________
Human Resource Plan
All of our goods are being imported from China. When our products come from China they are
already manufactured and assembled. When our products arrive to our warehouse in Houston, Texas, they
will be tested by our quality control team. If the products pass our intensive quality control test, they will
be packaged and sent out by our packaging team, finally our quality control team inspects the packages
for any defects. Once our quality control team approves all of the packages, our shipping and receiving
department sends out our products to our nationwide distributors.
Here at Power 5, we take pride in our product. In order to insure that every one of our products is
great quality, we have a great quality control team. Our our quality control team is made up of 18
employees, these 18 employees are broken into two different departments. First we have our ‘Central
Quality Control Team’ which consists of 15 employees, their job is to test all of our products for any
defections and then test each any every products durability and appearance. These 15 employees will start
off making $10:00 and will have the opportunity to earn a 2.5% pay raise every six months based on their
performance. The second department of our quality control team is our ‘Final Quality Control Team’,
their job is to inspect all of packages for any defects. Our ‘Final Quality Control Team’ is made up of 3
employees. They will start out making $8:00 an hour and have the opportunity to earn a 2.5% pay raise
every six months based on their performance. The premise of a having a ‘Final control Team’ is not only
to make sure all of our products leave our hands in perfect condition, but also because we want our ‘Final
Quality Control Team’ to be a stepping stone to our ‘Central Quality Control Team’, our ‘Final Quality
Control Team’ doesn't mess around and take pride in what they do, they are the backbone to our
company, if anything happens to one of them, it is easier to promote somebody within our company, who
we trust, then to hire somebody from the outside.
Once our products get approved by our ‘Central Quality Control Team’, They are packaged by
our packaging department. Our packaging department consists of 5 employees. Each employee will start
Page
50
_____________________________________________
off making $8:00 an hour and will have the ability to earn a 2.5% pay increase based off of their
performance. When we evaluate our packaging team we are looking specifically at each employees
precisionness, speed and intent. All of our packagers must be fast and precise when packaging our
products.
When our products are done being packaged, they are sent to our shipping and receiving
department. Our shipping and receiving department is made up of 5 employees. These 5 employees will
start out making $8:50 an hour an have the opportunity to earn a 2.5% pay raise every six months. Our
shipping and receiving department, is in control of everything entering and exiting our warehouse.
Anything that comes into our warehouse, is monitored by our shipping and receiving department as well
as any products or packages leaving our warehouse.
Our Warehouse in Houston, Texas will start out with a total of 29 Employees. That includes 18 members
of our two-department quality control team, 5 members of our packaging department, 5 members of our
shipping and receiving department, and one Director of all warehouse operations. The Director of All
Warehouse Operations oversees all 4 departments and insures that every department is being safe and
efficient. The Director of all Warehouse Operations will start of making an annual salary of $52,000,
he/she will have the opportunity to earn a 2.5% pay raise at the end of each year. Currently, we do not
have a health care plan to offer our employees. Our company plans to grow and expand, when the time
comes we will hire the desired personnel as needed, as well has hopefully putting a health care plan in
place for our employees.
Page
51
_____________________________________________
Inventory Plan
Suppliers
Power 5's Children's interchangeable multi-sport cleats are for the most part produced
like a normal cleat except for the track that locks the interchangeable sole in place, and the extra
interchangeable soles. We are getting our supplies from China because they have a broader range
of suppliers that offer eco friendly and cheap shoe parts. Shenzhen Hong Yen Jie Technology
Co., Ltd. will supply all the parts of the shoes. The insole, the middle sole, the outer sole, and the
top of the shoe. The company is a plastic and rubber manufacturer that does outsourcing all over
the world. The manufacturer is located at Building A, No.3 Hongling Road, Shibi Industry Zone,
Pingdi Town,, Longgang District in Guangdong China.
Storage
Our company is located at 12731 Shiloh Church Rd Houston, Texas 77066. At this
location we have a manufacturing warehouse where we will import the shoes and soles already
put together. There will be another quality control When the product arrives to our facility it will
already be a complete product and all left to do will be the packaging. Our facility will have a
room for storing the soles and the base shoes. We will have room for 8000 soles and 1000 shoes.
The goal is to package the shoes and soles in shoe boxes and packages as soon as they get to the
facility and then ship them out to the store. In this way we will not have a surplus of shoes in our
storage that takes up space that can be used for packaging and are just a sunk cost for the
business. The customer will have the opportunity to donate their shoes/soles when they get to
small/old in exchange for a 15% rebate on their next pair. Power5 will then give the shoes/soles
to a recycling center.
Page
52
_____________________________________________
Operating Procedures, Design, Layout, and Production Process
Power5 cleats are going to be made in China completely and be sent to our warehouse in
Houston, Texas for quality control checks and for packaging and shipping. We have already
contacted a business in China who will be making our cleats for us completely. Since all of our
materials are coming from China as well, they will just be shipped there to then be assembled.
Once the materials are at the manufacturer in China, the workers will gather all the materials and
place them in the right areas before they are placed in the machines to be turned into cleats. Our
products will be made starting off in the machines and then hand stitched by the workers in the
most efficient and precise way. Our goods will be delivered by truck once they are sent here
from China. They will be delivered by an 18- wheeler that will have ample room to move around
in the lot. Our goods will be sold mainly in retail stores that we will distribute to along with
online orders as well. However, we assume most of our profits will be made in the retail stores
because the customer will be able to feel the product and try on the shoe. As for returns, we will
accept returns to the retail store where the shoes were bought as well as shipped back to us at the
warehouse. This way if there is damage with the shoes, we can issue the customer a sellable pair.
We will follow this same procedure when the customer wants to exchange the shoes as well. The
retail store will exchange the shoes for a new pair and the old shoe will be sent back to the
warehouse so we can properly discard the materials in an eco-friendly fashion. While most of the
returning will be done in the respective retail stores, we will have an office within the warehouse
that will deal with all issues related to operating procedures that cannot be dealt with in the
stores.
Page
53
_____________________________________________
The physical space of our warehouse will be pretty open but will be sectioned off in
different areas to make the flow of packaging a smoother process. We will prioritize the space of
our warehouse trying our best to work with the square footage we have. We will seclude off
many areas to keep an organized warehouse environment. We will have an office space to keep
all the paperwork in order where our office assistant will man the desk at all times and take calls
during our normal hours. Next to the office we have a workers break area where they can
hangout and can go to relax, take a break or eat a meal. We have sectioned off a large space for
storage because since the shipments we are going to be receiving are large we want to make sure
there is enough space to house all of our products. Receiving will be in the back of the building
which is also where the loading docks will be. Having the loading docks and the receiving area
right next to each other will make for a lot less traffic in the rest of the warehouse. We will also
have an assembly section where we will put the right size cleat in the right size box before it
heads over to packaging to be shipped out. In the packaging section our shoes will be packed up
and ready to be sent to either individual customer who ordered the shoes or in large quantities to
department stores. In this section we will also wrap our cleats up nicely with into boxes and put
our company’s touch on them so they are personalized from Power5. Lastly we have the
shipping portion where the boxes of shoes will go until they are ready to be sent out to our
customers. In this section packaging labels will be applied to the boxes and all they will do is
await the delivery truck to bring them to their next location.
Our warehouse will operate 5 days a week, M-F, from 9-5. However, if you need to reach
us outside of those business hours, you can call us at our 24-hour number at 832-Power-Five.
The inside layout of our warehouse.
Page
54
_____________________________________________
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Closed 9-5 9-5 9-5 9-5 9-5 Closed
Page
55
_____________________________________________
Management Information Systems
The software we will be using for our records, invoices, as well as our financial
statements is Sage50 Accounting. The operating system of this software is Microsoft Windows.
Norton antivirus programing will be purchased so our computers are protected from viruses and
any other hacking the software could catch. Adobe Photoshop will be purchased and applied to
all of our computers. Photoshop will be used for creating the most professional images for our
website and other promotional photographs. Our customer service number is 1-800-965-3476.
Our customer service department is available Monday through Saturday from 9am to 7pm
Eastern Time, as well as being open from 11am to 6pm on Sunday’s. Our customer service
department assists customers with any questions or requests they may have that is within our
capabilities and company policy. We plan on priding ourselves in a strong customer service
baseline, so that our customers know that we at Power 5 really do care and want the best for our
consumers.
We will be using and purchasing around 8 Microsoft Surface Studio computers as we
start up. The primary reason for using computers will be to aid our customers with the quick
response to questions via email or on our website. We will also be using them to track our
shipments to our customers. We want to get back to our customers as soon as possible so we will
also be using video methods to answer questions about how to switch the soles for example. Our
computers will also be used to connect with vendors quickly, regarding any kind questions or
commentary. We will be able to connect to our shipments in order to get a real time response for
our customers and vendors. Lastly the computers will be used to help manage our social media
campaigns and monitor our promotional marketing campaigns. Social media such as Facebook,
Instagram and Twitter will also be accessed through our computers. Fios will be purchased for
internet and the landline.
Page
56
_____________________________________________
Exit Strategy
Once we open our doors for our business we plan on not making any profits for a couple
of years. We plan on breaking even at least 2 years out from our company’s start. If we are
steadily getting toward breaking even, we will consider that successful. However, if we are not
making much progress and aren’t even halfway to breaking even by year 2, then we will think
about how we can save the business or if we need to exit the business and close down our
manufacturer and our store. In this case we would then consider selling our company because it
would be in our best interest. If we do end up closing, we will have to sell our inventory at a
discounted price in the department stores we are in, lay-off all of our workers, and stop renting
out the warehouse.
Page
57
_____________________________________________
Revenue Assumptions
How often do you purchase sporting cleats?11
More than once a month = 9.08%
Once a month = 12.70%
Once every three months = 18.71%
Once every six months = 21.44%
Number of people who bought athletic cleats.12
Autumn 2016 = 96.29 million
Spring 2017 = 98.44 million
Total _________________
194.73 million
*All numbers are based on statistics and our best predictions based on our calculations,
and thus may not fully represent the actual total of sales of the Power5 Partnership.
194.73 million cleats = 48.6825 million cleats per season = 3.7448 million cleats per week
4 Seasons 13 weeks per each season 7 days a week
= 0.534973 million cleats per day = 3,566.49 Power5 cleats sold per day (25% increase on weekends)
1/150 of all sales
11
The Shoe Dog.
12
Nielsen Scarborough.
Page
58
_____________________________________________
Power5 will assume 1/150 of all cleat sales.
Revenue Assumptions Summary
Based on the available data, the Power5 Partnership can assume to sell approximately
3,566 cleats per week day. On weekends, since families generally don’t have school or work,
sales will increase 25% to approximately 4458 cleats per day. Sales during the week will be
slightly skewed, with most of the daily purchases coming between 3pm and 6pm due to kids and
parents getting out of work and or school around these times. With respect to seasonality and
holiday sales, Power5 will see an increase in sales around the end of summer and winter because
this is when the targeted sports are starting. Parents will start to buy their kids cleats for fall and
spring sports before they start rather than during mid-season, however this doesn’t mean that
there won’t be any sales during these seasons. As for holidays, the Power5 cleat will make a
great gift for any occasion because of how unique and prestigious it is. These cleats will be on
every kids wish list. In theory each customer will buy one pair of cleats that comes with an
outsole of their choice. Then after the initial purchase, the customer will buy additional outsoles
from there on out eliminating the need to but multiple cleats a year. The Partners came to a
unanimous consensus that returning customers will buy on average a pair of cleats per year as
their son or daughter foot will continue to grow in their premature years. They will buy on cleat
and approximately 2-3 soles a year, then the next following year will buy another pair of cleats
and 2-3 additional soles with a continuous pattern.
Page
59
_____________________________________________
To start our business, we will need $220,000 dollars for opening day to cover all the costs
of the distribution warehouse and to have enough of our product available. $120,000 dollars will
be coming from the Partners ($20,000 per person × 6 Partners) and the rest of the $100,000 will
come from bank loans provided by Country Bank in Palmer, Massachusetts. The bank has agreed
to give us a 6.74% interest rate for a ten-year term.
6.74% Interest Rate with a 10-year term = $1,147.73 monthly payment
$100,000 total principal paid
$37,727.49 total interest paid
Page
60
_____________________________________________
Start Up Expenses
One Time Expenses

Desk Chairs: $39.97 x 6= $239.82
Desks: $65.00 x 6= $390.00
Conference Table: $382.99
Filing Cabinets: $82.00 x 6= $492.00
Scanner: $149.99
Refrigerator: $189.99
Microwave: $145.28
Phones: $85.99 x 6= $515.94
Assembly Line: $40,000.00
Total: $42,506.02
Monthly Expenses
Phone and Internet Plan: $119.90/month
Office Rental: $5,400/month
Utilities: $200.00/month
Office Supplies: $100.00 a month
Domain Name: $1.25/month
Total: $5,821.15
Variable Expenses (First Day Open)
Manufacturing:
10 Cleat Shipments: $850,000
10 Sole Shipments: $914,000
Total Variable Cost: $1,828,000
Total Start Up Expense: $1,876,327.17
Page
61
_____________________________________________
Three-Year Cash Flow
Page
62
_____________________________________________
Page
63
_____________________________________________
Page
64
_____________________________________________
First Fiscal Year Analysis (Income Statement)
Page
65
_____________________________________________
Financial Assumptions/ Break-Even Analysis
Price of Power Five Cleats: $75.00

Price of Power Five Sole: $25.00
Cost to Make One Cleat in China: $15.00 Wholesale Price of Power Five Cleats: $50.00
Cost to Make One Sole in China: $7.00 Wholesale of Power Five Sole: $20.00
Ocean Freight from China to Texas: $0.50 per cleat/sole

Customs and Insurance Cost: $0.32 per cleat/sole
Import Tax (8.5%): 1.32 per cleat/sole
40 ft. Shipping container (18- Wheeler Size): Approximately 5,000 cleats and 10,000 soles
$15.00 overseas per shoe + $0.50 ocean freight + $1.32 import tax + $0.32 customs & insurance
= $17.14 Power Five cost per cleat
$17.14 Power Five cost per cleat × 5,000 cleats in shipping container
= $85,500 Overall Cost (Break Even Point)
$50.00 wholesale price of cleat × 5,000 cleats
= $250,000 revenue per cleat shipment
$7.00 overseas per sole+ $0.50 ocean freight + $1.32 import tax + $0.32 customs and insurance
= $9.14 Power Five cost per sole
$9.14 Power Five cost per sole × 10,000 soles in shipping container
= $91,400 Overall Cost (Break Even Point)
$20.00 wholesale price of sole × 10,000 soles
=$200,000 revenue per sole shipment
Page
66
_____________________________________________
Profits
$250,000 revenue- $85,500 cost
= $164,500 per shipment of 5,000 cleats
$200,000 revenue- $91,400 cost
= $108,600 per shipment of 10,000 soles
If sold on Power5 website

$375,000 revenue- $85,500 cost
=$290,000 profit per shipment of 5,000 cleats
$250,000 revenue- 91,400 cost
= $158,600 profit per shipment of 10,000 soles
All data on shoes is sourced from The Shoe Company’s guide How to Start Your Own Shoe
Company13
13
The Shoe Dog.
Page
67
_____________________________________________
Pro-Forma Balance Sheet
Page
68
_____________________________________________
Ratio Analysis
Page
69
_____________________________________________
Copy of Survey
Power 5 Survey
We are a team of Bryant University Students working on developing a children's interchangeable
multi-sport cleat. We are looking for feedback from potential customers, in order to get a better
idea of the market we are looking to enter.
● What gender do you identify with?

○ Female
○ Male
○ Other
○ I prefer not to answer
● How old are you?

○ 1-17
○ 18-29
○ 30-50
○ 50 and older
● Do you have children or plan to have children?
○ Yes, I have children
○ No, I do not have children
○ Yes, I plan to have children
○ No, I do not plan to have children
● What grade is your child in?
○ Too young for school
○ Preschool to 5th grade
○ 6th grade to 8th grade
○ 9th grade to 12th grade
○ High school graduate and beyond
○ None of the above
● If you currently have a child in 5th grade or below, are they involved in sports?
○ Yes
○ No
● If you plan on having children, would you consider having your child involved in sports?
Page
70
_____________________________________________
○ Yes
○ No
○ Maybe
● Would you consider buying a multi-sport shoe for your child?
○ Yes
○ No
○ Maybe
● On average, how much would you be willing to spend on an athletic shoe/ cleat, for your
child?
○ Up to $25
○ Up to $35
○ Up to $45
○ Up to $55
○ Up to $65
○ Up to $75
○ More than $75
● If you have children or plan on having children, check all sports that they currently or
that you would consider having them play.
○ Basketball
○ Track and Field
○ Golf
○ Soccer
○ Baseball/Softball
○ Wrestling
○ Lacrosse
○ Football
○ Curling
○ Tennis
○ Field Hockey
○ Other sports
○ None of the above/ does not apply to me
● How many children do you have/ plan on having?
○ 0
○ 1
○ 2
○ 3
○ 4
Page
71
_____________________________________________
○ 5
○ 6 or more
● Do you feel you live an eco friendly lifestyle and/or want to live an eco friendly lifestyle?
○ Yes, I do
○ No, but I would like to.
○ No, not a concern for me
● What do you do you currently do with shoes once they are out of use?
○ Throw away
○ Donate
○ Sit around
○ Pass them down
○ Give to a friend
○ Other
● On average, how many athletic shoes do you purchase per year?
○ 1
○ 2
○ 3
○ 4
○ 5+
Page
72
_____________________________________________
Survey Results
In the survey we constructed, we first asked for the respondents age. We found that
35.8% of respondents were in between the ages of 30 and 50, 34.5% were in between the ages
18-29, and 25.7% were 50 or older. Knowing the ages of the respondents to our survey was
important when we analyzed the data because knowing the ages of our target market can be
beneficial when it comes to advertising and pricing. Based on this information we have a better
idea of how we should structure our marketing mix.
Page
73
_____________________________________________
When we asked people if, given they are planning on having children, would they
consider having them involved on sports, we found that 68% of people would consider having
their child involved in sports. 3.6% of people said ‘maybe’ they will consider having their child
involved in sports. These results show that the majority of people would consider having their
children play sports. Additionally, these results assure us that not only do we have a substantial
current market, but, we also have a promising potential future market because many of our
survey takers currently do not have children.
Page
74
_____________________________________________
We asked people if they currently live an eco friendly lifestyle and/or want to live an eco
friendly lifestyle. We found that 49.8% live an eco friendly lifestyle and that 36.6% would like to
live an eco friendly lifestyle. Given this information, we can gather that 86.4% of people care
about the environment and either make an effort to live a green lifestyle or would like to live an
eco friendly lifestyle. Because our product is eco friendly, it is important that there is a market
for people who want to live an eco friendly lifestyle.
Page
75
_____________________________________________
We asked our respondents how many athletic shoes they purchase each year. 63.4% of
respondents purchase 2 or more pairs of athletic shoes per year, 29.2% purchase 4 or more pairs
of athletic shoes per year. Our product helps lower the number of athletic shoes one buys. From
this question, it is clear that people are buying multiple athletic shoes yearly. This data is
important for our company because without people buying multiple athletic shoes, we have no
market. Fortunately for us, people are buying multiple athletic shoes.
Page
76
_____________________________________________
We asked people how much they would be willing to spend on an athletic shoe/cleat for
their children, we found that 33.8% would be willing to spend more than $75.00 and 17.6%
would be willing to spend up to $75.00 on their children’s athletic shoes/cleats. The data we
recorded from this question helped us price our product and helped us realize what people are
willing to spend on children's athletic shoes/cleats.
Page
77
_____________________________________________
When we asked people if they would consider buying a multi-sport shoe for their child,
68.7% of respondents said they would consider buying our product. 20.3% of people said they
might consider buying a multi-sport shoe for their child. Only 3.7% of respondents, said no.
After reviewing the results from this question, it is apparent that people are interested in a
multi-sport cleat for their children. These results are reassuring because a large percentage of our
target market is willing to purchase our product. However, in order to have a successful market
you must have people with the need, people with buying power, and people who are willing to
take action.
Page
78
_____________________________________________
Attendance Forms
Page
79
_____________________________________________
Meeting Log
Group Meeting #1 2/1/18 8:15 pm

● We started with member introductions and said where we were from, how many siblings
we had, and where we have traveled.
● We discussed what has worked well for our groups that we have previously been apart of.
We decided that communication, trust, and being proactive were the top three things that
can lead to a groups success.
● We started brainstorming ideas for our prototype and came up with a water bottle dog
chew toy that dogs couldn't chew through.
● We agreed that we would accept everyone's ideas because every idea may spark a new
one that will help the overall groups success.
● We expect to win in this project and we will go above and beyond to do that. We are
going to take this project seriously as a real business not just a grade in the class.
● Jester- Jack and Brandon, Contributor- Finn, Communicator- Dani, Collaborator-
Maggie, Challenger- Elin
● We went over all of our strengths which include being organized, a do-er, presenting, and
discipline.
● The group members will all have equal say including the CEO but they are just the
person who will relay the information to the professor.
● We will have trust in other team members judgement.
● If we have a tie in votes in something we are trying to decide we will have the leader pick
as they are the peacekeeper.
● For all decision making we will brainstorm and weigh the pros and cons to come up with
the best answer.
● We will pick a time at the beginning of the week where we can meet but right now it will
be every sunday at 12pm.
● We will revise each others work to make sure we get the best work possible created.
Team Roles:
Team Leader- Maggie Dunn
Marketing- Jack Cookish
Global Operations- Elin Svard
Director of Survey Information- Finn Littlefield
Operations Director- Dani Sparmer
Director of Industry- Brandon Desjardin
Group Meeting #2 2/4/18 12:30pm

● We started off by brainstorming how we wanted to do the photo assignment
Page
80
_____________________________________________
● We assigned roles for everyone in the group and then had someone take two pictures for
our “How to Take Effective Notes” assignment.
● We then divided the work of who was going to edit the photos and who was going to
print them.

● We narrowed down what we wanted to choose for our prototype and decided on the
children's cleat with removable bottoms accessible for many sports.
● We also brainstormed some names for our design and we all like Power 5 but we are still
up for changing it if a new idea comes up.
● We wrote our mission statement and code of ethics fitting in to what we as a company
believe in.

● Met to determine the questions needed for the survey
● Finn started to make a google form of all the questions we wanted to ask our group
● We came up with questions like “do you have children or do you plan on having
children?, How old are your children?,and How much on average do you pay for your
child's sports equipment?”
● We came up with 14 questions for our survey
● We will bring this to Professor Vozella on Monday to get approval before we send off the
survey
● We printed the survey

● Gathered some of the evidence we needed for our survey
● Took the numbers from our survey and put it into minitab to make charts of the data to
put on our board
● Sent out our survey to more people
● Started working on the trade show poster board
● Printed pictures for our prototype shoe
● Decided on a slide in sole shoe
● Decided on a price for the shoe and soles that would be sold separately
● Did a SWOT analysis for our business
● Divided up the work for our next meeting on monday where we are going to finalize the
poster board for the trade show

● Met in the library to make our board
Page
81
_____________________________________________
● Took all of the printed pictures and placed it on the poster board
● Split up the time at the trade show that we would each present the board
● Designed a prototype shoe on paper that we could use on our board
● Finished up the surveys and printed them to put on the board
Group meeting #7 3/7/18 1:30pm

● Made a plan about the trade show and what we want to accomplish
● Discussed a plan on how we are going to execute our plan
● One of our biggest goals was to learn from other groups
● Look at others strengths and weaknesses
● Made a few finishing touches on our poster
● Updated our graphs because more people took our survey and we had new data
Group meeting #8 3/21/18 1:00pm

● Decided a potential home location for our Business
● We will be manufactured in Houston, Texas and we found a warehouse
● We picked out the materials that we would need for the shoe
● Logistics include finding the vendors and ways to transport all these supplies
● We decided to be based in Austin, Texas because it is a hub for small businesses and
sports are big there especially football

● Started working on the script for the epitch
● Made a list of the things that make our company unique
● Looked over other business plans that got good grades and saw what we needed to do for
ours
● Started to go over the bullet points that were made from the case study and organize them
into categories
● Decided on the next group meeting that we will go over the case presentation

● Started putting together the e-case presentation
● Practiced presenting it

● Made finishing touches for the e-pitch
● Practiced presenting the e-pitch
Page
82
_____________________________________________
● Started working on the business plan check

● Split up the front of the sheet for each person
● Started to get contacts for banks for insurance and loans
● Found a new warehouse for our business
● Decided to buy the cleats overseas and assemble it in Houston

● Made a logo for our business
● Finished and printed 5 pages
● Assigned pages for people do do at home and bring in with them for the next meeting
● Worked on section 1 and 2 of the business plan guide

● Gathered up the resumes we assigned from last time
● Put in all the pages we had finished in the google doc we have shared for our whole
business plan
● Assigned new sections for people to complete for our next meeting
● Finn- completing a few sections in the “Survey Data and what you learned about your
Target Market”
● Maggie- completing a few sections in the “Operations and how things work section”
● Danielle- completing a few sections in the “Domestic and Global Marketing Plan”
● Jack- completing a few sections in the “Finance” section
● Brandon- completing the “Risk Management” section
● Elin- completing a few sections in the “Global and Accounting” section
● Assigned the “responsibilities and relevant skills brought to the team” section that should
be done for next Sunday

● Talked about problems we were having with the business plan and addressed them
● Added all of our new work that was assigned last time and put it in the master gfob
business plan on google drive
● Went through and assigned new sections that will be due later this week on Thursday
● Now have around 30 pages of the business plan that is complete
● Practiced E-pitch one time through to get ready for the in class presentation tomorrow

● We put in all the work we were assigned into the main gfob business plan
● Divided more work between the 6 of us, to be due on sunday 4/22 when we meet again
● We solved a few calculation issues we were having
Page
83
_____________________________________________
● We now have about 50 pages of the business plan

● We talked about if we want to hire workers or if we just want it to be us
● Reviewed the work we finished that was due today
● Assigned new work
● Went over any new questions we had for previous assignments
● Planned our next meeting
● Fixed some logistics in the business plan that we wanted to change

● Started working on the marketing plan
● Submitted the work from last time into the google doc
● Planned the commercial
● Started a power point for the marketing competition

● Planned out the commercial
● Went to the turf and filmed the commercial
● Met again to edit the commercial
● Uploaded the commercial to the powerpoint

● Added finished work to the business plan
● Added in a table of contents
● Started to format the business plan
● Looked through other business plans and saw if we had missed anything

● Made a powerpoint for the final presentation of the business plan

● Added the three-year cash flow to the business plan
● Added page numbers to the table of contents
● Looked over the formating
● Printed the business plan
Page
84
_____________________________________________
Personal Resumes
Mairead Dunn
3 Jefferson Road
Mansfield, Massachusetts 02048
774-266-4140
mdunn4@bryant.edu
OBJECTIVE
Seeking a position in business, focused on management, where team working and leadership
roles will be utilized.
SKILLS
● Team leader and accountable
● Strong communicator
● Punctual, willing to put in the hours
● Ability to perform under pressure
● Self motivated
● Adaptable to any situation
EXPERIENCE
Front End Clerk/Cashier, Roche Brothers Supermarkets (Norton, MA August 2015- present)
● Ring up customers groceries in an efficient and respectful manner while giving great
customer service.
● Stock the shelves and pull the aisles so they are organized and presentable.
Babysitter; Foxborough, Massachusetts- December 2015-present

● Drive the children to and from school, activities, and sporting events.
● Watch them at their house and provide dinner for them.
EDUCATION
Bryant University, Smithfield, Rhode Island
● Bachelor of Science, Majoring in undecided business
● Current GPA: unknown
Mansfield High School, Mansfield, Massachusetts- Graduated June 2017

- Honor roll student
- Participated in French club
- Perfect Attendance Award
Page
85
_____________________________________________
Brandon Desjardin
17 Sally Drive
Gorham, Maine 04038
207-232-1393
Bdesjardin@bryant.edu
OBJECTIVE
Seeking a position in business, focused on marketing, where team working and leadership roles
will be utilized.
SKILLS
● Hard Worker
● Accountable
● Communication
● Problem Solving
● Time Management
● Decision Making
● Adaptability
EXPERIENCE
Center store clerk at local Hannaford supermarket in Gorham, Maine. October 2015- September
2017
● Would stock the shelves throughout the store, fix labels, and assist customers in finding
everything they need.
Worked many different positions at local sports pub, Stockhouse in Westbrook, Maine.
September 2016- Present
● Buss tables, help the servers bring food to customers, and occasionally host
● When the place was super busy I would help clean the dishes out back
Cart Washer at Sable Oaks Country Club in South Portland, Maine. June 2017- Present
● Drive carts up to the member’s car, clean off their clubs and put them in the cart, and
assist them in anyway possible
● Wash the carts throughout the day and make sure all of the carts are fully charged
EDUCATION
Page
86
_____________________________________________
● Bachelor of Business, Majoring in undecided business

● Current GPA: 3.5
Gorham High School, Gorham, Maine- Graduated June 2017

● Honor roll student
● Participated in French club
● Member of National Honor Society
AWARDS
● Gorham Fire and Safety Scholarship
Page
87
_____________________________________________
Danielle M. Sparmer
535 Old Colchester Road
Uncasville, Connecticut 06382
860-908-3757
dsparmer@bryant.edu
OBJECTIVE
Looking for a position to utilize skills learned in the fields of Communications and Marketing,
specialized in advertising and event coordinating. Once an occupation is found, lessons learned
during prior experience will be applied as well as new tactics learned on-site.
SKILLS
● Gained leadership skills through previous events and positions
● Computer Proficiency: Microsoft Word/Pages, Excel, Powerpoint
● Taught interpersonal communication skills and ability to analyze interpersonal
situations while developing a solution
● Developed and effective written and verbal communication
● Detail-oriented and task efficient
EXPERIENCE
● National Hispanic Nurses Association, Hartford Chapter— Event Volunteer
○ Muevete USA, Healthy Eating Initiative (2014, 2015, 2016)
● Sound Community Services Inc, New London, CT— Event Volunteer (2015, 2016)
○ Flock Theater (2015) and the Annual Client Recognition Gala (2016)
● St. Vincent de Paul Soup Kitchen, Norwich, CT — Weekly Volunteer (2014, 2015)
● Assistant Dance Teacher for Kiks Dance Center,Uncasville, CT — Student
Teacher(2012-2017)
● Waitress at Uncasville Diner, Uncasville, CT (2014-2016)
Page
88
_____________________________________________
EDUCATION
● Bachelor of Arts, Majoring in Communication with a Minor in Marketing
● Current GPA: 3.38
Three Rivers Middle College Magnet High School, Norwich, CT

● Junior & Senior Years of High School
● Final GPA: 3.52
● Achievement in Writing at TRMC (2015-2016)
● Grit Award at TRMC (2016-2017)
Montville High School, Montville, CT

● Freshman & Sophomore Years of High School
● Student Council (2013 - 2015)
● Principles Award at Montville High School (2013 – 2014)
● Achievement in the Arts at Montville High School (2013-2014)
● Dedication in Social Studies at Montville High School (2013-2014)
SOCIETIES
● National Honor Society (Inducted 2016)
● The National Society of High School Scholars (Inducted 2015)
● National Hispanic Language Honors Society (Inducted 2014)
Page
89
_____________________________________________
John “Finn” Littlefield

120 Manchester St.
Nashua, New Hampshire 03064
603-933-3599
jlittlefield@bryant.edu
OBJECTIVE
Seeking a position as a math teacher at a high school, where the opportunity to advance and
further develop into a principal.
SKILLS
● Extremely organized and detail-oriented worker
● Quick Learner with the ability to solve problems and think creatively
● Strong leadership skills
● Works well in teams and holding teammate accountable
● Certified lifeguard and CPR certified
● Honest and trustworthy individual
● Versatile Skill set in manual labor and customer service
● Proficient in both written and oral communication
EXPERIENCE
● Field Manager and Assistant to the Grill manager, Silver Lake Flea Market; Hollis, New
Hampshire- 2014-2017
○ Set-up and take-down tables and tents
○ Cook and prepare hamburgers,Cheeseburgers, hot dogs, and sausage pepper and
onion subs
○ Trash removal and disposal
○ Dealt with unhappy customers and constructed a plan on how to fix any issues we
had
● Lifeguard, Merrimack YMCA; Merrimack, New Hampshire 2015-2017
○ Surveillance of Members and in and around the pool
○ Maintaining the pool and hot tub chemicals
○ Cleaned and maintained in and around the pool
○ Helped find solutions for any unhappy members
● Laborer, Britko Brothers Landscaping,Hudson, New Hampshire 2015-2017

○ Leaf removal, snow removal, cutting grass
● Laborer, Material Installations; Merrimack, New Hampshire June 2017-July 2017
Page
90
_____________________________________________
○ Loading and unloading box trucks

○ Assembling office furniture and office cubicles
EDUCATION
● Bryant University, Smithfield Rhode Island
○ Bachelor of Science, Majoring in Psychology and minoring in Management
○ Current GPA: 3.88
○ Student Athlete(Football)
● Nashua North High School, Nashua New Hampshire-Graduate June 2017
○ 3.78 GPA
○ Captain of Football and Wrestling Teams
AWARDS
● Dean’s List 2014,2015,2016,2017
● 2017 Joe Yukica Scholar-Athlete Award Recipient
● Titan Award(award given to the player who resembles the best character on and off the
field. This award exemplifies what it means to lead by example as a student athlete)
● Division 1 West-Conference All-Conference 1st-Team
● Nashua Telegraph Football All-Stars 1st-Team All-Area(Football)
● Nashua Telegraph Wrestling All-Stars 1st-Team All-Area(Wrestling)
● New Hampshire Football Report 1st-Team All-State
● USA Today New Hampshire 1st-Team All-State
● CHAD East/West High-School All-Star Game
Page
91
_____________________________________________
Elin Svard
Stiernhielmsv. 1
Falun 79133 SWEDEN
401-489-4004
esvard@bryant.edu
OBJECTIVE
Seeking a position in business, focused on management, where team working and leadership
roles will be utilized.
SKILLS
● Disciplined
● Positive and encouraging
● Fast learner
● Ability to perform in pressured situations
● Willing to work hard
EXPERIENCE
● Gamla Herrgarden’s Old People's Home (Falun, Sweden - Summer 2017)
○ Helped with cooking, showering, cleaning, going to the bathroom, and grocery
shopping
● Swim coach for children (Summer 2015)
○ Taught children to swim
○ Led games and team building activities
● Inventory at Ica Falan, Falun, Sverige

○ Counting product in the shelves
○ Cleaning the shelves
EDUCATION
● Bryant University, Smithfield, Rhode Island
○ Bachelor of Science: Majoring in Biology, Minor undecided
○ Current GPA: unknown
○ Bryant Swimming and Diving Division 1
○ Honors Student
● Hagstromska Gymnasiet - Graduated June 2017

○ Hagstromska Swimming and Triathlon
Page
92
_____________________________________________
○ Graduated in top 10
AWARDS
● Presidents list at Bryant University fall 2018
● Rookie of the meet at NEC swimming 2018
Page
93
_____________________________________________
Jack Cookish
57 St. John Street
Palmer, Massachusetts 01069
413-896-8254
Jcookish@bryant.edu
OBJECTIVE
Seeking a job in the private equity profession, focused on buying capital, sourcing and closing
deals, improving the companies, and selling the final companies portfolios for profits.
SKILLS
● Computer Proficiency: Microsoft Word/Apple Pages, Excel/Numbers,
PowerPoint/Keynote, Prezi; Intermediate skills with number communication skills such
as Microsoft Excel and Apple Pages.
● Detail-oriented, profitable, and organized professional
● Strong written and oral communication skill set in any field
● Quick to adapt and overcome any changes
● Quick learner with innovative problem solving skills
● Reliable with completion of projects and efficient multi-tasking
● Trustworthy, honest, and ethical with personal and sensitive information that requires
confidentiality
● Team leadership and leadership accountability
EXPERIENCE
● Luso Federal Credit Union Intern, Ludlow MA, 2015-2017
○ Process mortgage or commercial loans for the credit union in a timely manner as
well.
○ Sat in on meetings with clients who were applying for loans or were appealing a
denied loan
● Stoney Brooke Acres Camp, Counselor, Summer 2016 and Summer 2017
○ Watched over a group of kids each week while directing them to different
activities helping me practice my leadership skills.
● Ladies Landscaping, South Hadley MA, Summer 2018
○ Remodel backyards to the clients demands by removing all rubbish and damaged
materials in the land available, moving in new materials, and decorating
EDUCATION
Page
94
_____________________________________________
● Palmer High School, Palmer Massachusetts

○ GPA: 4.0
○ High Honors all 4 years
○ Graduated top 25% of my class with national honor society and 5 AP cords
○ Varsity Basketball all four years with a MIAA Western Massachusetts
Championship and State runner
● Bryant University, Smithfield Rhode Island
○ GPA:3.54
○ Dean’s List
○ Sales Team and Club Volleyball
Page
95
_____________________________________________
Annotated Bibliography
“Australia and America Aren't That Different, Right?” Dynamic Business, 7 Sept. 2011,
www.dynamicbusiness.com.au/small-business-resources/growth-import-export/australia-
and-america-aren%E2%80%99t-that-different-right-792011.html. Accessed March 25th
2018.
This source was used to find the differences and similarities between the Australian and
American Business culture and customs for our Global Analysis.
“Australian Baseball League About.” Australian Baseball League,
_____www.theabl.com.au/content/page.jsp?ymd=20160530&content_id=181032524&fext=.jsp_
____&sid=l595&vkey=league3. Accessed April 5th 2018.
This source was used for statistics and information about Baseball in Australia for our
Global Analysis.
Clack, Erin E. “Athletic Footwear, Led By Nike, Continues to Drive Kids' Shoe Sales.”
Footwear News, Footwear News, 17 June 2015,
http://footwearnews.com/2015/focus/children/athletic-kids-shoe-sales-nike-36936/
We used this source to find current and reliable research data about what brands are
dominant in our market. Because of this, we were able structure our business
accordingly.
Gridiron Australia, http://gridironaustralia.org.au/. Accessed April 10th 2018.
This source was used for statistics and information about Football in Australia for our
Global Analysis.
Page
96
_____________________________________________
“Home.” TodayTranslations.com, www.todaytranslations.com/doing-business-in-australia.
Accessed April 2nd 2018.
This source was used to gain information about the business culture in Australia. This
was done so that Power 5 will know how to adapt to that culture and be successful.
Klemko, Robert. “High School Football's Declining Numbers.” SI.com,
https://www.si.com/mmqb/2015/11/23/high-schools-dropping-and-adding-football-safety
-concerns. Accessed April 12th 2018.
Our group used this source as background information. We did not use any information
from this source in our plan, but we used it as background knowledge.
Kidwell, Joe. “226 Countries Can't Be Wrong.” Bleacher Report, Bleacher Report, 12 Apr. 2017,
http://bleacherreport.com/articles/82112-soccer-no1-in-226-countries-but-2020-cricket-ca
n-conquer-all
Koba, Mark. “Spending Big on Kids' Sports? You're Not Alone.” CNBC, CNBC, 14 Jan. 2014,
www.cnbc.com/2014/01/13/youth-sports-is-a-7-billion-industryand-growing.html.
We used this source to help find our target market. This source helped us realize how
many children play sports. This source provided us with information that helped us
recognize that there is a huge market in children's sports.
Kutz, Steven. “Why Children's Footwear Sales Just Plunged 22%.” MarketWatch, 22 Mar. 2017,
www.marketwatch.com/story/why-childrens-footwear-sales-just-plunged-22-2017-03-
Page
97
_____________________________________________
We used this source helped us incredibly in our industry trends and analysis section. As a
company we are now aware of the way the market works and how demand can change
with the blink of an eye.
Linsell, Derek. “Australia and America Aren't That Different, Right?” Dynamic Business,
_____Dynamic Business, 7 Sept. 2011, www.dynamicbusiness.com.au/small-business-
_____resources/growth-import-export/australia-and-america-aren%E2%80%99t-that-different-ri
ght-792011.html Accessed March 28th.
This source was used to find the differences and similarities between the Australian and
American Business culture and customs for our Global Analysis.
Mcintosh, Seth. “Youth Sports Participation Statistics.” Statistic Brain, 16 Mar. 2017,
www.statisticbrain.com/youth-sports-statistics/.
This source helped our group differentiate the demand differences from boys to girls.
Before reading this source we looked at boys and girls as a whole, now after reading this
source, we realize that boys and girls are different when it comes to sports participation.
Powell, Matt. “Sneakernomics: What's Driving The Kids' Athletic Business?” Forbes, Forbes
Magazine, 20 Apr. 2015,
www.forbes.com/sites/mattpowell/2015/04/20/sneakernomics-whats-driving-the-kids-ath
letic-business/#6e3987392ad3.
We used this source to learn about our industry and where our industry is going. We
learned that the children's athletic footwear is a growing industry.
Page
98
_____________________________________________
Shell, Adam. “Why Families Stretch Their Budgets for High-Priced Youth Sports.” USA Today,
Gannett Satellite Information Network, 5 Sept. 2017,
www.usatoday.com/story/money/2017/09/05/why-families-stretch-their-budgets-high-pri
ced-youth-sports/571945001/.
We used this source to help structure our prices. From this source, we learned how much
money parents are willing to spend on their children’s sports. This source makes it clear
that parents spend extranomical amounts of money in youth sports monthly.
“Tariff Classification of Goods.” Department of Immigration and Border Protection,
www.homeaffairs.gov.au/busi/cargo-support-trade-and-goods/importing-goods/tariff-clas
sification-of-goods. Accessed April 2nd 2018.
This source was used to get knowledge about the differences in customs regarding tariffs
and importation that there are between Australia and America.
The Shoe Dog. "How much does it cost to make a sneaker?" How Shoes are Made: The Sneaker
Factory, 20 Apr. 2015,
https://sneakerfactory.net/sneakers/2015/04/cost-to-make-a-sneaker/ Accessed 15 Apr.
2018.
This source was based off a book on how shoes, sneakers, and cleats are made and gave
us our numbers of how we came up with the prices of our cleats.
Zajonc, Robert B. “Mere Exposure: A Gateway to the Subliminal.” The Construction of
Preference, pp. 464–470., doi:10.1017/cbo9780511618031.026.
Page
99
_____________________________________________
We used this source to help analyze what tactics of advertisement will and will not work.
It is important, we believe, to provide evidence to our claims and why our tactics will
work. This source helped us to do that and explain the psychological reasoning behind it.
12731 Shiloh Church, Houston, TX, 77066 - Warehouse Property For Lease on LoopNet.com.”
LoopNet, 5 Nov. 2017,
www.loopnet.com/Listing/12731-Shiloh-Church-Houston-TX/9875492/.
This website gave us the location and information of our distribution warehouse.
“2016 Participation Survey.” USLacrosse.
https://www.uslacrosse.org/sites/default/files/public/documents/about-us-lacrosse/particip
ation-survey-2016.pdf. Accessed April 4th 2018.
This source provided knowledge about the number of lacrosse players in the US during
2016.
Page
100
_____________________________________________
Interview Bibliography
C., Stacey, Personal Communication, April 17, 2018.
This source was used for a verbal interview on clearance and customs. The individual
was a representative from Cleartit USA, a clearance assistance company that helps
businesses bring products from overseas easily. Stacey assisted in informing Power5
about whether or not Clearit USA was a good fit for our small startup company.
Page
101
_____________________________________________
Page
102

New Gfob Business Plan

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

New Gfob Business Plan

Hochgeladen von

Copyright:

Verfügbare Formate

12731 Shiloh Church Rd

Houston, Texas 77066

May 10, 2018

Director of Survey Info.

Director of Global Operations

First Fiscal Year Analysis (Income

Power5 is a student-started business that strives to bring comfort, functionality,

padding on top for added comfort.

demand, promotional sales, and elasticity to our brand.

like UPS and FedEx.

recreational youth sports teams.

Power Five Code of Ethics

Compliance with the Laws

schedules, and labor intensity.

● Under no circumstances shall an employee be locked within the premises.

Humane Employee Treatment

subject to any physical, verbal, sexual or psychological harassment or abuse.

● Employees will not be subject to fines, penalties, or abuse as a disciplinary measure

express concerns about workplace conditions directly to factory management, relevant

government authorities, and/or POWER FIVE without fear of retribution.

beyond what is asked of them

to recruitment, hiring, compensation, promotion, discipline, termination or retirement, on the

opportunities as the rest of the local workforce

Wages and Benefits

and shall provide legally mandated benefits.

avoid payment of compensation.

hours plus overtime hours not in excess of 12 hours.

● Suppliers will abide by any exception for minor workers

dismissal from working.

Health and Safety

the operation of suppliers’ facilities.

and water consumption and discharge.

● Suppliers shall adopt reasonable measures to mitigate negative impacts of operations on

Maggie Dunn- CEO

Danielle Sparmer- Operations Director

clients and partners. She is currently studying Communication at Bryant University.

Jack Cookish- Marketing Director

University with a minor in economics.

John Finn” Littlefield- Director of Survey Information

currently studying psychology and business management at Bryant University.

Elin Svard -Director of Global Operations

communication skills and organization skills.

Brandon Desjardin- Directory of Industry

task. He is currently an undecided business major at Bryant University.

PARTNERSHIP AGREEMENT of Power Five: This AGREEMENT of PARTNERSHIP is

made as of April 8, 2018, by and between the undersigned Partners.

to buy several cleats throughout the year.

Valuation of the Partnership

preceding the date of each periodic meeting.

Sharing of Profits and Losses

the company’s finances.

Partners, so long as the member of Partners does not exceed nine.

notice of a meeting where removal of a Partner is to be considered, shall include a specific

removed Partner’s percentage of the company.

The Partnership may be terminated by unanimous agreement of the Partners. Written

Partner’s percentage of the company.

Voluntary Withdrawal (Partial or Full) of a Partner

meeting of the Partnership at which it is presented. If written notice is received between

meetings, it will be treated as received at the first following meeting.

percentage in the company.

Death or Incapacity of a Partner

In the event of the death or incapacity of a Partner, grantor, or trustee of a revocable

The Power5 company decided to choose a manufacturing warehouse at 12731 Shiloh