Beruflich Dokumente
Kultur Dokumente
Business Planning
Workbook
Introduction ….Page 2
Business Planning Q&A….Page 5
Business Analysis Worksheets…..Page 24
Appendix….Page 29
The Red Tape: Permits & Licenses
Leasing Checklist
Keeping The Books
“What to Buy…What to Buy” – Attending Trade Shows
Trade Show Tips
Running Your Business from Home & on the Web
This whole workbook can be printed and used to write your notes. Also, business forms have
been provided after these questions. These forms include worksheets for start up costs estimates,
target market analysis, sales projections, writing a mission statement and more. The notes from
this workbook can be used as a reference for when you create your formal business plan.
http://web.syr.edu/~gtdavis/bizplans.html
and click on Bra-vo. There are other sample business plans there also that can be learned from.
Where is my market? (Where do they live? What do they read? Where do they congregate on
the internet? etc.)
Who is my competition?
How much money is needed to operate my business/store? How much working capital do I need
to carry my business until it breaks even?
How will I get the work done? Will I have help? Employees?
What management controls are needed? Inventory control? Processes and Procedures?
As the owner-manager of your own retail lingerie business, you must answer these questions as
you draw up your business plan.
While it may sound intimidating, writing a business plan isn't really difficult. After all, a
business plan is just a written description of your business' future, financial and conceptual.
That's it - a document that describes what you plan to do and how you plan to do it. If you jot
down a paragraph on a napkin describing your lingerie business strategy, you've written a plan,
or at least the SEED of a plan.
So what do you need to include in your plan, and how do you put one together?
A clearly defined business will not only help your planning, it could mean greater profits.
Decide what business you are in and write it down. Define your business. To help you decide,
think of answers to questions like:
Which of your lines of goods yields (or will yield) the greatest profit?
What are you trying to do better, more of or differently than your competitors?
III. Marketing
When you have decided what business you are in, you are ready to consider another important
part of your business plan: Marketing
Successful marketing starts with the owner-manager. You must know the merchandise you sell
and the needs of your customers you can appeal to. The objective is to move the stock off the
shelves and display racks at the right price and bring in sales dollars.
The following section is designed to help you work out a marketing plan for your lingerie
business.
(Although this booklet is mainly geared toward opening a physical lingerie shop, all of the
questions can in some way also be applied to a home business or an online web business. For a
home business, your “shop” will be your home office/studio or the place in which you will store
or display your merchandise and fill orders. For an online business your “shop” will be your
web store and the place in which you will store your merchandise and fill your orders. See the
Appendix for more considerations for an online web business and home business.)
Now consider these questions that will help you narrow down a site in your location area.
How many stores went out of business in this area last year?
___________________________________________________________________________
Other considerations:
• What type of store building will allow you to create the shop you envision?
_____________________________________________________________
_____________________________________________________________
Again, write down the reasons for your opinions. Also write out an analysis of the area's
economic base and give the reason for your opinion.
Is the area in which you plan to locate supported by a strong economic base?
When you find a building that seems to be what you need, answer the following questions:
Is the neighborhood starting to get run down?
Is the neighborhood new and growing?
Are any super highways or throughways planned for the area?
Is street traffic fairly heavy all day?
Do pedestrians look like prospective customers?
Are there adequate parking spaces convenient to your store?
Are the sidewalks in good repair (you may have to repair them)?
Is the street lighting good?
Is your store on the sunny side of the street?
What is the occupancy history of the building? Does it have a reputation for failures? (Have
stores opened and closed after a short time)?
Why have other businesses failed in this location?
What is the physical condition of the store?
What service does the landlord provide?
What are the terms of the lease?
Business Planning Workbook - 9
How much rent must you pay each month?
When you think you have finally solved the site location question, ask your banker to
recommend people who know most about locations in your line of business. Contact these
people and listen to their advice and opinions, weigh what they say, then decide.
Attracting Customers
Once you have a location in mind, begin work on your next area of marketing.
It is through working with this aspect of marketing that many small retailers find competitive
advantages. The ideas you develop here will often be as good, if not better, than those of larger
companies.
The sections that follow are designed to help you think about image, pricing, customer service
policies and advertising.
Image
A store has an image whether or not the owner is aware of it. For example, throw some
merchandise onto shelves and onto display tables in a dirty, dimly lit store and you've got an
image. Shoppers think of it as a dirty, junky store and avoid coming into it. The same
merchandise displayed in an attractively lit well-organized store with chandeliers, antique tables,
well-kept hangers, and a well-dressed staff, etc. can project a luxury image. Your image should
be focused enough to promote in your advertising and other promotional activities.
Write below the image that you want shoppers and customers to have of your shop.
What services will you offer to justify your prices if they are higher than your competitor's
prices?
___________________________________________________________________________
___________________________________________________________________________
If you use credit card systems, what will they cost you?
How many of these services will you have to provide just to be competitive?
Are there other services that would attract customers but that competitors are not offering?
Now list all the services you plan to offer and the estimated costs.
Total this expense and figure out how you can include those added costs in your prices without
pricing your merchandise out of the market.
Economically describe your trading area (single family, average earnings, number of children)
Advertising
Consider advertising last, after you have determined your image, price range, and customer
services. Only then are you ready to tell prospective customers why they should shop in your
store.
When you have answered these questions, you are ready to think about the form and potential
cost of your advertising.
A typical advertising budget for a specialty store ranges from 3-5 percent of total sales, but can
be as high as 10 percent.
A new store usually needs to advertising more aggressively than a well established one. Some
sources recommend doubling your advertising budget for the first year you are in business.
Ask the local media (newspapers, radio and television, and direct mail services) for information
about the services and results they offer for your money.
As a new business your task in determining how much to spend for advertising comes down to
the question, "How much can I afford to spend and still do the job that needs to be done?"
At this point, if you have decided to sell for cash only, or only offering acceptance of one or two
credit cards, or have chosen to not accept checks, take a second look at your decision. Don't
overlook the fact that people like to buy on credit. Often a credit card, or other system of credit,
is needed to attract and hold customers. Customers will have more buying confidence and be
more comfortable in your store if they know they can afford to buy. Credit makes this possible.
Most merchant credit card services automatically will sign you up to accept all 4 major cards. If
given a choice, choose to accept them all. These same merchant services also offer check
validation services for an extra charge.
To encourage people to buy, self-service stores rely on layout, attractive displays, signs and
clearly marked prices on the items offered for sale. Other boutique stores combine these
techniques with personal selling.
Draw several layouts of your store and attach the layout that suits you to this page.
Determine how many signs you may need for a twelve month operation and estimate that cost
also.
If your store is a combination of self-service and personal selling, how many sales persons and
cashiers will you need?
Estimate, I will need ___ sales persons at $_______ each week (include payroll benefits in this
salaries cost).
In a year salaries will cost $________.
Personal attention to customers is one strong point that a small boutique store can use as a
competitive tool. You want to emphasize in training employees that everyone has to pitch in and
get the job done. Customers are not interested in job descriptions, but they are interested in being
served promptly and courteously. Nothing is more frustrating to a customer than being ignored
by an employee. Decide what training you will give your sales people in the techniques of how
to greet customers, show merchandise, suggest other items, and handle customer needs and
complaints.
III. Buying
Some considerations when buying merchandise for resale, are questions such as:
You should establish a source of supply on acceptable terms for each line of merchandise and
estimate a plan for purchasing and reordering.
Stock Control
Often shoppers leave without buying because the store did not have the items they wanted or the
sizes and colors were wrong. Stock control, combined with suppliers whose policies on reorders
are favorable to you, provides a way to reduce "walkouts".
The type of system you use to keep informed about your stock, or inventory, depends on your
lines of merchandise and the delivery dates provided by your suppliers.
Your stock control system should enable you to determine what needs to be ordered on the basis
of:
• What is on hand.
• What is on order.
• What has been sold.
There are standard retail inventory software systems available. Check the appendix in the
Wholesale Directory for a few resources. Otherwise your accountant can set up a system that is
best for your business. Inventory control is based upon either a perpetual or a periodic method of
accounting that involves cost considerations as well as stock control. When you have decided
what system you will use to control stock, estimate its cost.
______________________________________________________________________________
You may not need an extensive (and expensive) inventory control system because you do not
need the detailed information such a system collects. The system must justify its costs or you
will just waste money and time on a useless effort.
Business Planning Workbook - 15
Stock Turn Over
When an owner-manager buys reasonably well, you can expect to turn over stock several times a
year. What is the average stock turnover per year of your line of merchandise? How many times
do you expect your stock to turn over? List the reasons for your estimate.
Behind-The-Scenes Work
In a retail store, behind-the-scenes work consists of the receiving of merchandise, preparing it for
display, maintaining display counters and shelves, and keeping the store clean and attractive to
customers. The following analytical list will help you decide what to do and the cost of those
actions.
First list the equipment (for example a marking machine for pricing, shelves, a cash register) you
will need for:
receiving merchandise
Next list the supplies you will need for a year, for example, brooms, price tags and business
forms.
Who will do the backroom work and cleaning that is needed to make a smooth operation in a
store?
If you do it yourself, how many hours a week will it take?
Will you do these chores after closing?
If you use employees, what will they cost?
On a worksheet describe how you plan to handle these tasks.
For example:
I will need _______ square feet of space for the backroom operation. This space will cost
$______ per square foot or a total of $_________ per month.
List and analyze all expense items in the same manner. Examples are utilities, office help,
insurance, telephone, postage, accountant, payroll taxes, and licenses or other local taxes. If
you plan to hire others to help you manage, analyze these salaries.
The first question concerns the source of dollars. After your initial capital investments, your
main source of money is sales.
What sales volume do you expect to do in the first twelve months? Write your estimate here
$_______ and justify your estimate.
Cash Forecast
A budget helps you to see the dollar amount of your expected revenue and expenses each month.
Then from month to month the question is: Will sales bring in enough money to pay the store's
bills?
As the owner-manager you must prepare for the financial peaks and valleys of the business
cycle. A cash forecast is a management tool that can eliminate much of the anxiety that can
plague you if your sales go through lean months.
Use this formula and plug in your own numbers. Maybe your sales conversion
rate is much higher. Maybe your average sale is $100 instead of $55. This
formula can also be used to plan advertising and marketing goals to increase
store traffic and your average sale (like having impulse items near the checkout).
Suppose at this point that your business needs more money than can be generated by present
sales. What do you do? If your business has great potential or is in good financial condition, as
shown by its bank balance sheet, you can borrow money (from a bank most likely) to keep the
business operating during start-up and slow sales periods.
The loan can be repaid during the fat sales months when sales are greater than expenses.
Adequate working capital is needed for success and survival: but cash on hand (or the lack of it)
is not necessarily an indication that the business is in bad financial shape. A lender will look at
your balance sheet to see the your business’ net worth of which cash and cash flow are only a
part. The sample balance sheet statement format shows a business’ net worth (financial position)
at a given point in time, say as of the close of business at the end of the month or at the end of
the year.
Even if you do not need to borrow money, you may want to show your plan and balance sheet to
your banker. It is never too early to build good relations and credibility (trust) with your banker.
Let your banker know that you are a manager who knows where you want to go rather than
someone who merely hopes to succeed.
Don't wait twelve months for the score. To keep your plan on target you need readings at
frequent intervals. An income statement compiled at the end of each month or at the end of each
quarter is one type of frequent feedback.
Also you must set up management controls that help you insure that the right things are done
each day and week. Organization is needed because you as the owner-manager cannot do all the
work. You must delegate work, responsibility and authority. The record-keeping systems should
be set up before the store opens. After you're in business it is too late.
Stock Control
The purpose of controlling stock is to provide maximum service to your customers. Your aim
should be to achieve a high turnover rate on your inventory. The fewer dollars you tie up in
stock, the better. In a small store, stock control helps the owner-manager offer customers a
balanced assortment and enables you to determine what needs ordering on the basis of:
• What is on hand
• What is on order
• What has been sold
When setting up inventory controls, keep in mind that the cost of the stock is not your only cost.
There are inventory costs, such as the cost of purchasing, the cost of keeping stock control
records, and the cost of receiving and storing stock.
Sales
In a small store, sales slips and cash register tapes give the owner-manager feedback at the end of
each day. To keep on top of sales, you need answers to questions such as:
Disbursements
Your management controls should also give you information about the dollars your business
pays out. In checking on your bills, you do not want to be penny-wise and pound-foolish. You
should pay bills on time to take advantage of supplier discounts. Your review systems should
also give you the opportunity to make judgements on the use of funds. In this manner, you can be
on top of emergencies as well as routine situations. Your system should also keep you aware that
tax monies, such as payroll income tax deductions, must be set aside and paid out at the proper
time.
Profit depends on sales volume, selling price, and costs. Break-even analysis helps you to
estimate what a change in one or more of these factors will do to your profit. To figure a break-
even point, fixed costs (like rent) must be separated from variable costs (like to cost of goods
sold.) The break-even formula is:
Sample break-even calculations: Zoe Madison plans to open a small lingerie and bra fitting
studio and estimates her fixed expenses at about $14,000 the first year. She estimates variable
expenses of about $550 for every $1,000 of sales. How much must the store gross to break-even?
BE Point = $14,000 / (1 - 550 / 1,000) (one minus the total of $550 divided by $1000)
= $14,000 / (1 - .55) (one minus .55)
= $14,000 / .45
= $31,111
Take time to re-examine your plan before you back it with money. If the idea is not workable,
better to learn it now than to realize six months down the road that you are pouring money into a
losing venture.
In reviewing your plan, look at the cost figures you drew up when you broke down your
expenses for the year (operating ratios on the income statement). If any of your cost items are too
high or too low, change them. You can write your changes above or below your original entries
on the worksheet. When you finish making your adjustments, you will have a REVISED
projected statement of sales and expenses.
Keep in mind that action is the difference between a plan and a dream. If a plan is not acted
upon, it is of no more value than a wishful dream.
A successful owner-manager does not stop after gathering information and drawing up a
business plan, as you have done in working through this booklet. USE the plan. Use it to guide
you.
At this point, look back over your plan. Look for things that must be done to put your plan into
action. What needs to be done will depend on your situation and goals. Have you more money
to put into this business? Have you less than you need? Can you borrow from friends and
relatives? From your bank? From your suppliers (through credit terms)? If you are starting a
new business, one action may be to get a loan for fixtures, stock, employee salaries, and other
expenses. Another action will be to find and to hire capable employees.
Now make a list of things that must be done to put your plan into action. Give each item a date
so that it can be done at the appropriate time.
Do (action) by (date)
In order to adjust your plan to account for such changes, you, the owner-manager, must:
Be alert to the changes that come about in your line of business, in your market and in your
customers.
Check your plan against these changes.
Determine what revisions, if any, are needed in the business plan.
The method you use to keep your plan current so that your business can weather the changing
forces of the market place is up to you. Read the trade and business papers and magazines and
review your plan periodically. (See appendix in your lingerie directory for list of trade sites and
magazines.)
Once each month or every other month, go over your plan to see whether or not it needs
adjusting. Make revisions and put them into action. You must be constantly updating and
improving. A good business plan must evolve from experience and the best current information.
7. What TV and radio stations do your prospects watch and listen to?
Business Planning Workbook - 25
Startup Costs Worksheet
The following two work sheets will help you to compute your initial cash requirements for your
business. They list the things you need to consider when determining your startup costs and
include both the one-time initial costs needed to open your doors, and the ongoing costs you'll
face each month for the first 90 days.
*Include the first three months’ cash needs unless otherwise noted.
**Include amount required for inventory expansion. If inventory is to be replaced from cash sales, do not include here. Assume
sales will generate enough cash for replacements.
What are our strengths, weaknesses, opportunities and threats?
Considering the above, along with our expertise and resources, what business should we be in?
What is important to us? What do we stand for?
Now that you’ve answered those questions, you are ready to write your own mission statement here:
Business License
You need a business license to operate legally almost everywhere. If your business will be
located within incorporated city limits, a license must be obtained from the city, if the outside the
city limits, then from the county. For more information contact the county or city office in your
area.
Certificate of Occupancy
If you are planning on leasing space for your business, you may have to apply for a Certificate of
Occupancy from a city or county zoning department. For more information contact the county or
city office in your area.
Business Organization
There are many forms of legal structure you may choose for your business. The most common
structures are Sole Proprietorship, General and Limited Partnership, a Limited Liability
Company and C and S Corporations. Each legal structure offers organizational options which are
appropriate for different personal situations and which affect tax and liability issues. I suggest
you research each legal structure thoroughly and consult a tax accountant and/or attorney prior to
making your decision.
Note: If you are establishing an office in your home, it is a good idea to contact your
homeowner’s insurance company to update your policy to include coverage for office and
business equipment. This coverage is not automatically included in a standard homeowner’s
policy.
Leasing Checklist
In many states, commercial leases are not covered under consumer protection laws that normally
safeguard tenant rights. It is assumed that commercial leases are contracts between
knowledgeable business people, and therefore less government regulation is needed than in
residential leases. Thus it is essential to scrutinize every aspect of the lease and renegotiate
unfavorable terms before signing.
Non-Compete Clause
Whenever you run a retail establishment, it’s wise to insist upon a provision that prohibits the
landlord from renting space in or near the same retail center to a competitor.
Dispute Resolution
If there is a dispute involving you and the leaser, by what method will it be resolved?
Negotiating for mediation or arbitration rather than regular court is usually advantageous.
Spatial Specifications
Exactly how much space is being rented, and which areas are included? It is wise to take a tape
measure and confirm the leaser's measurements, as they are often exaggerated. Finding a
discrepancy in reported space and actual space is a valuable bargaining tool. Do you have the
right to move to another space in the complex if you need more room to expand?
Pets
Rent
Prices are always negotiable in commercial leases, and may depend greatly on concessions made
with regard to other aspects of the lease as well as general market conditions. If options to renew
are considered, what rent increases are allowable, and how are they calculated?
Additional Costs
The cost of utilities, taxes, and maintenance are often passed on to the tenant. If you agree to pay
them, make certain that your portion is in line with the percentage of the building that you
occupy.
Buildouts
Improvements, modifications, and fixtures added to a rental space are called buildouts.
Negotiation should include whether these are allowed, which party will pay for them, and who
owns them after the lease ends.
Sublease
The term "sublease" refers to a transfer of less than the entire term of the lease. Under a sublease,
the subtenant is not directly responsible to the leaser, whose recourse against the subtenant is
only through the original tenant. If your business fails or the location doesn't match your needs,
do you have the leaser's permission to sublet the space to another party?
Term Options
Many new businesses negotiate a short initial lease with one or more options to renew. Options
give you the right to stay by notifying your landlord in writing a certain number of days or
months before the lease expires. Landlords may want a higher rent for the renewal period as well
as an extra fee in exchange for the option.
Secondly, accurate, up-to-date records is necessary to provide you with income tax information
that can be easily retrieved and verified come tax time.
Even if you delegate this responsibility to someone else or hire an accountant, you should be
personally involved in the process. Even so, in the initial stages of your business, you should
keep your own books. It will make you doubly aware of what is going on in your business and
save you money that could be used to benefit your business in other areas.
Your business starts as soon as you start to work on your ideas. You don’t even have to wait
until you have your business license to start with record keeping. The purchase of this ebook is
one of your “expenses” that can be recorded right now. (did you print out your receipt?)
The first step in making wise purchasing decisions is knowing your target market. Keeping your
target customer in mind can help guide your early buying decisions.
Your first orders (preferably at a trade show) should be broad and shallow, which means you will
probably be purchasing a sampling of a wide variety of merchandise without stocking a large
quantity of each item. Of course you need to order enough merchandise to do an inviting display
of each line you plan to carry, but not so much that you will have “deep” back stock if it doesn’t
sell well. Also, it is important that your initial merchandise assortment features a variety of price
points. Once your store opens, sales will show you what price range your customers are most
comfortable with.
Over time you will learn what items your customers expect to see in your store. Watch for any
trends that emerge in what your customers are looking for. You can’t be all things to all people,
but you should respond to customers’ requests that are within the focus of your range and shop.
The ability to find out what your customers want and get it for them quickly can be one of your
strengths. This is what sets a specialty lingerie shop apart from the department stores.
Secondly, the main types of merchandise that you decide to carry will dictate the related products
that your customers will expect you to stock. If you plan for your store to be a “lifestyle” store
Did you know bra sales account for more than half the sales (and
sometimes up to 80% of the sales) in lingerie boutiques?
Come with the proper business identification for getting into the show (check with show
organizers ahead of time), or your show badge and i.d. if you have pre registered.
Allow enough room in your suitcase(s) for bringing back more than you take. This includes
literature, freebies, and product samples.
Go early.
Some exhibitors provide bags, but come prepared by bringing a comfortable carryall for all that
literature.
Wear comfortable shoes and dress for success. Remember you are a representative of your
shop.
Have a goal of what you want to accomplish, such as which vendors to visit, what items you
need to purchase, what workshops to attend and which new product lines you'd like to see.
Be prepared with your credit references (if needed, to establish term accounts), pens, business
cards, a calculator, a note book, and a folder for copies of purchase orders.
Know your inventory needs before the show. More efficient purchasing will save you money by
grouping your orders to take advantage of discounts and special offers, as well as keeping you
within budget.
Take advantage of show specials, discounts and sales where they are truly bargains and needed
in your store. Check freight costs and delivery dates. Vendors use show specials to encourage
orders, but don’t feel pressured to order a line that you’re not quite sure about.
One piece of advice by Carol Schroeder, author of Special Shop Retailing – How to Run Your
Own Store is “bring along a sheet of stickers with your store’s name, address and phone number
on them to put on the “sold to” and “ship to” sections on purchase orders. Harried sales people
seem to appreciate this time saver, and you can be sure that your name and address will be
legible.”
Try to attend shows on the weekdays instead of the more crowded weekends if you can. You
will more likely have the undivided attention of the sales representatives.
If you’re a novice, don’t be afraid to tell this to the vendor. Ask for their help. Their
experienced guidance can help you to select the merchandise that will most likely sell well for
your shop or target market.
Stay long enough to visit some of the retail stores in the area. New York especially is rich in
trendy lingerie shops.
Many small businesses begin at home. If you have sufficient space, a part of your house can be
converted into an office, showroom and/or boutique. Working at home in the beginning can
keep your overhead low and can be ideal if you have little capital. You can always rent space as
your business expands and more space is needed.
One major consideration is as a home business, how will you get customers?
With a mail order/web lingerie business there will be little direct contact with your customers.
You will not be able to easily communicate and see those purchasing from you. This can make
targeting your marketing a little more difficult and challenging, but logistically starting a web
business can make more sense if your goal is to work from home or you have a smaller
investment to work with. The potential of a web business is tremendous with the right
development. You can market nationally and globally without regard to your location. You can
operate from practically anywhere in the world. You will still have inventory costs and space
costs (if you have to warehouse inventory), web development costs and monthly fees, credit card
and bank fees, mailing and shipping supplies and printing costs (for marketing materials, post
cards, etc.), equipment costs, etc.
In spite of its potential, a web business offers no success guarantees. The mere act of putting up
a website will not guarantee you traffic or sales. And visitors won’t necessarily guarantee sales
without some sort of motivating factor built into your sales and marketing plan. Marketing on
the internet can be tricky. And you still must have your own well defined market and niche to
truly capitalize off of any long term success with online lingerie sales.
In spite of the mass potential of the web, you still must build a brand, an image and offer
excellent customer service in order to be and remain competitive.
There are many lingerie boutiques online, how will you distinguish yourself from the rest?
Your web image will be crucial and no costs should be spared in the quality and design of your
web presence and even just as important the packaging of your shipments.
Do your local zoning laws allow you to operate a business from home?
Is it necessary to apply for extra insurance coverage? Check your homeowner’s policy and talk
with your insurance broker.
If you plan to operate a home studio, what experience will you create when customers/clients
enter your home? Will they consider it professional?
Consider having a web cart with inventory control/counts, so that you don’t oversell a product
and have to disappoint a customer when you are out of stock on something pictured.
Optimizing keywords on your web site can be an inexpensive (practically free if you know a
little about web design) way to build traffic to your site. If you specialize in “vintage lingerie”
and someone searches for “vintage lingerie” online, will they find you? Vintage lingerie should
be prominent on your site as well as rich in your descriptions.
Consider starting a blog. A web blog is an inexpensive innovative way to build awareness and
potential clients among your readership. Most blogs, because they are text rich, have the
potential to generate more search engine traffic than the average product-rich web store. Write
about new products, new styles, new seasonal colors. Use your keywords (i.e. “vintage
lingerie,” “plus size lingerie,” “custom corsetry,” etc. throughout your text copy.) Links can be
added to pictures in your blog and potential clients can be lead directly to your store.
For more web business resources and pre-designed lingerie business website templates, see
“Web Business” resources in the back of your wholesale Lingerie Directory.
Reference Sources
Entrepreneur Magazine
How to Open and Run a Successful Retail Store, Mercedez Gonzales, The Global Purchasing Group, Inc.
Saskatchewan Regional Economic and Co-operative Development
Specialty Shop Retailing – How to Run Your Own Store by Carol L. Schroeder (John Wiley & Sons Publishing)
U.S. Small Business Administration