smart card business plan
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1
Smart Card
The Most Innovative Pre-Paid Public
Transportation Card
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Table of Contents
Executive Summary- Business Description……………………………………4- Mission Statement………………………………………5- Management & Ownership…………………………… 5-
6- Product of Service……………………………………... 7-
8- Market Overview/ Competition/ Market
Share……... 9-13- Customer Profile………………………………………. 14 -
15- Financial Summary / Sales Forecast………………….
16 - Objectives & Strategy………………………………….
17-19- Advertising & Promotion………………………………
20-23- Current & Future Outlook…………………………….24- Survey…………………………………………………...25-26
Financial Plan- Start- up Cost …………………………………………. ii- Income Statement – One year by
month……………...iii- Cash Flow Statement – One year by
month…………..iv- Balance Sheet – End of year…………………………..v
Appendix
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- Resume of all partners…………………………………33-35
- Bibliography…………………………………………….36
EXECUTIVE
SUMMARY
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Business Description
Smart Card is an innovative, convenient pre-paid public
transportation card for those who use public transportation in their daily
life. Because of Smart Card, consumers will not have to carry around
loose change in order to buy their ticket to get around. Smart Card wants
their customers to experience the new technology; they will be able to
travel around many different cities in the Bay Area without having to
worry if they have enough money or not. We carry public transportation
services with SFMTA (Muni), BART, Cal Train, AC Transit and Sam Trans in
addition, this card works within more than nine different cities and
counties. We also have a contract with BART and Cal Train parking; by
doing so, our customers can pay their parking fee without carrying
change with them. Smart Card has collaborate with Walgreens and
Starbucks, thus allowing consumers to easily get their coffee and grocery
services.
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Our Mission Statement
Management & Ownership
Designed to make your daily commute easy, convenient and secure, Smart Card can be used in all transit systems in the nine-county Bay Area. The new Smart Card allows you to take transit without worrying about having the exact change, carrying papers passes or tickets. Smart Card, designed to make life
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The top three founders will run Smart Card and financial decisions will
be made by Daniele Vuong, Jacqualine Li, and Ruchell Sosa. We are in
partnership with Bart, Muni, Cal Train, Sam Trans, AC Transit, Walgreen’s,
Starbucks, Visa and MasterCard Company. There will be 30 workers hired
part time in which they will earn $9.50 per hour. There will be five part time
and five full time hired as technicians in which they will earn $15-$18 per
hour. Advertising agency, MintSF will help Smart Card get promoted through
billboards, magazines, posters and media ads. The website management
company, Delta Decision Inc. will manage all the transactions and purchase
orders online, and will also update and maintain the Smart Card website.
Smart Card will have its own private lawyer, accountant, and banker.
Three young women decided to expand a business to better a public
service; all three have managerial experience, and graduated with
Merchandise Marketing Degree from the Fashion Institute of Design and
Merchandising. They are energetic, dedicated, hard working, and have a
willingness to learn something new. Daniele Vuong is an Assistant Manager
for Neiman Marcus; her experience with a big corporation will incorporate a
good characteristic for a start up company like Smart Card. Jacqualine Li is
currently a Merchandiser for Macy’s, she is responsible for servicing and
selling to retail accounts within an assigned territory to ensure client
standards are met and volume is increased. Her experience will benefit
Smart Card in terms of providing the best way to promote the product and
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make it well known. Ruchell Sosa is currently an Assistant Manager for
Nordstrom. Her experience as a supervisor for a well-known company will
benefit Smart Card because of her ability to train as an achiever and
maintain a high level of customer service by ensuring that service standards
are high and customer issues are quickly and efficiently resolved. Smart Card
will hire team leaders to manage and train the staff in smaller locations in
the six major cities/locations: Gilroy, Powell, Downtown Oakland, Millbrae,
and Santa Clara.
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Product of Service
Smart Card is pre-paid transportation card that provide an easier way
for transportation and grocery every day. Smart Card is made in Black and
Gold color with the logo on the top. The card has a built-in sensor computer
chip inside to recognize each card like our Visa Card. We sell Smart Card for
$3 individually and $20 for customers who add $20 value in the card at the
first time, they will get the card for free. We also provide customized card
design in our official website for customers to differentiate their card, such as
choosing a provided pattern or adding their own photos on the card.
Smart Card carries services with SFMTA (Muni), BART, Cal Trans, AC
Transit and Sam Trans with more than nine different cities and counties;
customers may also pay for their BART and Cal Train parking. Customers
can buy grocery in Walgreens and purchase beverages with Starbucks using
our Smart Card. The wonderful thing about these cards is that each one has
a built-in sensor chip; this is convenient for the consumer so that they won’t
have to show their card every time they pass the gate. They can simply put
it in their wallets and purses, and then tag it on our Smart Card machine and
go.
For security purpose, we have a Smart Card register program which is
free for the customer to register their card online. Each card has a serial
number on the back of the card that verifies the owner therefore; the
customer can create their profile in our official website. When logged into
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their account, they can easily check their balance, add values, and sign up
for service for auto load values with their credit card when the balance has
less than $3. If the customer reports a loss of their card, our system will
block the card immediately and replace a new card for them to pick it up in
our booth locations and/or mail it directly to their home.
When customers add value to the card, they can add money from our
machines which are located in 6 main station booths, 15 other stations with
Smart Card built-in Add Value Machines, and in Walgreens. Moreover, Smart
Card service is not only for people who travel around with public
transportation, but they are to provide grocery service for our customers too.
Customers can buy grocery in Walgreens and beverages in Starbucks by
simply tagging the card on our Smart Card’s machines.
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Market Overview / Competition / Market Share
A. Industry Analysis
Nearly every company, business, government and consumer in the
world is, to some degree, dependent on the transportation industry. As
such, the shipping of supplies, products and consumer goods is essential
to the domestic and international economic system. Since 1998, the
transportation industry has accounted for 3% of the U.S. GDP each year.
The transportation industry can be broken down into three major groups
of companies: Shipping, passenger transport, and equipment
manufacturers. In some cases, particularly within shipping and passenger
transport, companies provide services in multiple areas of the industry.
Shipping companies are responsible for the transportation of supplies,
and products to businesses, governments and individual consumers and
operate on a global basis. The passenger transport segment provides
people with the means to get anywhere on the planet, whether it is by air,
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sea or land. Finally, the manufacturing segment produces the trucks,
planes, ships and railcars along with all the technology that allow
transportation to exist in its current form. These manufacturers are just as
essential to the transportation of materials and people as are the
companies that transport them.
B. Marketplace Analysis
The San Francisco Bay Area is a metropolitan region that surrounds the
San Francisco and San Pablo estuaries in Northern California. The region
encompasses large cities such as San Francisco, Oakland, and San Jose,
along with smaller urban and rural areas. Overall, the Bay Area consists of
nine counties, 101 cities, and 7,000 square miles. The nine counties are
Alameda, Contra Costa, Marin, Napa, San Francisco, San Mateo, Santa
Clara, Solano, and Sonoma The Bay Area when defined as a Combined
Statistical Area, is the sixth largest in the country, with approximately 7.4
million people. It encompasses the metropolitan areas of San Francisco
(12th largest in the country) and San Jose (31st largest in the country), as
well as four other smaller, surrounding metropolitan areas. The Bay Area
hosts many cities, towns, military bases, airports, and associated regional,
state, and national parks, connected by a massive network of roads,
highways, railroads, bridges, tunnels and commuter rail. The combined
urban area of San Francisco and San Jose is the 46th largest urban area in
the world. San Francisco is the cultural and financial center of the Bay
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Area, and has the second highest population density of any major city in
North America after New York City. San Jose is the largest city in terms of
population, land area, and industrial development. Oakland is a major
manufacturing and distribution center, rail terminus/hub, and has the
fourth largest container shipping port in the United States. The Bay Area
is renowned for its natural beauty, liberal politics, affluence, diversity, and
new age reputation. The nine-county Bay Area region grew at a slightly
faster rate of 1.4 percent, adding 100,443 residents for a total of more
than 7.3 million people. San Francisco's population of 824,525 is the city's
biggest ever, the state figures show. San Jose, which grew by 1.8 percent
last year, now numbers just a shade under 1 million people - 989,496. The
city of Dublin's 7.7 percent growth was the highest in the Bay Area in
2007. Only three cities in the region saw their populations shrink: St.
Helena (down 0.3 percent), Yountville (0.3 percent) and Sebastopol (0.2
percent). California's overall growth means 1 in 8 Americans now lives in
the state.
C. Competition
TransLink is a new transit fare payment system being implemented in
the San Francisco Bay Area. It utilizes a reloadable card with a dual
interface, making it capable of both contact and contactless
transactions. TransLink was introduced as a pilot program in 2002 by
the Metropolitan Transportation Commission (MTC) to reduce the
number of fare systems and help integrate transit systems in the Bay
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Area. TransLink is being rolled out in phases; currently five transit
agencies, AC Transit, BART, Cal rain, Golden Gate Transit, and Muni
accept the card on all routes except for Muni's San Francisco cable
cars. TransLink is fully functional for five transit agencies:
AC Transit (including its subsidiary, Dumbarton Express) -
Starting October 1, 2009, passengers will no longer be able to
use paper 10-Ride and 31-Day Transbay tickets for rides across
the Bay. Passengers can only obtain an AC Transit Transbay pass
via TransLink, or they may pay their fares in cash. Transbay
magnetic-stripe tickets will no long be accepted throughout the
AC Transit service area, including lines operating over the
Dumbarton and San Mateo Bridge.
Golden Gate Bridge, Highway and Transportation District's
public transportation services: Golden Gate Transit & Golden
Gate Ferry.
Muni (SFMTA - San Francisco Municipal Transportation Agency) -
TransLink is accepted for payment throughout the Muni system except
for cable cars. Customers can load both e-cash and a monthly Fast
Pass onto their TransLink card. A TransLink card with a Fast Pass
loaded is also good for free trips on BART within San Francisco.
BART - BART has begun a rollout of TransLink to its customers, which
started on August 3, 2009 and will last for approximately five months.
All TransLink cardholders are now able to use their cards on BART.
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Cal Train – Cal Train has also begun use of TransLink as of August 17,
2009 with a select group of customers. While the commuter rail
agency encourages people to register to participate in surveys,
TransLink welcomes all cardholders to use the rail system.
The TransLink system's expansion will continue in 2010 to include the
VTA network, part of which participated in the pilot program, and the
SamTrans bus network, which did not participate in the pilot program
at all. Finally, WHEELS, Tri-Delta Transit, WestCAT, County Connection
and other smaller transit agencies which did not participate in the pilot
program are expected to install TransLink on their bus and ferry lines
in 2011 or later.
Important transit agencies that will not install TransLink capability
include Amtrak and the Altamont Commuter Express (ACE), both of
which provide rail links between Fremont and San Jose. Some VTA bus
lines serving this corridor, however, have been TransLink-equipped
since the start of the pilot program.
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Statistics
Approximately 182,000 cards have been distributed throughout the
region as of August 2009. The average number of weekday
transactions in that month was 31,850. AC Transit riders accounted for
about 44% of the riders using TransLink, Golden Gate Transit and Ferry
accounted for 31%, Muni riders 21%, and BART and Cal Train together
under 4% (both systems began accepting TransLink in August 2009).
Each transit agency has conducted surveys of its customers to
determine customer satisfaction. Below are some highlights of the
findings:
AC Transit: 89.9% of customers surveyed would recommend
TransLink to a friend. (May 2008)
Golden Gate Transit: 85.5% of customers surveyed are satisfied or
very satisfied. (October 2008)
Muni: 82.9% of customers surveyed are satisfied or very satisfied,
and 92.1% would recommend TransLink to a friend. (Summer 2009)
16Customer Profile
Male/Female
Age: 18-45
Location: SF, Bay Area
Income: $25,000
Education: High school degree
Attend cultural/arts events
Owns an Apple/Mac PC
Owns an iPod
Owns a smart cellular
Running/jogging as a hobby
i) Executive Suites
Upper-Mid, Middle Age w/o Kids - Executive Suites consists of upper-
middle-class singles and couples typically living just beyond the
nation's beltways. Filled with significant numbers of Asian Americans
and college graduates--both groups are represented at more than
twice the national average--this segment is a haven for white-collar
professionals drawn to comfortable homes and apartments within a
manageable commute to downtown jobs, restaurants, and
entertainment.
ii) Money & Brains
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Upscale, Older Family Mix - The residents of Money & Brains seem to
have it all: high incomes, advanced degrees, and sophisticated tastes
to match their credentials. Many of these city dwellers are married
couples with few children who live in fashionable homes on small,
manicured lots.
iii)Young Influentials
Midscale, Younger w/o Kids - Once known as the home of the nation's
yuppies, Young Influentials reflects the fading glow of acquisitive
yuppiedom. Today, the segment is a common address for younger,
middle-class singles and couples who are more preoccupied with
balancing work and leisure pursuits. Having recently left college
dorms, they now live in apartment complexes surrounded by ball
fields, health clubs, and casual-dining restaurants.
iv)Winners Circle
Wealthy, Middle Age w/ Kids - Among the wealthy suburban lifestyles,
Winner's Circle is the youngest, a collection of mostly 35 to 54 year-old
couples with large families in new-money subdivisions. Surrounding
their homes are the signs of upscale living: recreational parks, golf
courses and upscale malls. With a median income over $100,000,
Winner's Circle residents are big spenders who like to travel, ski, go
out to eat, shop at clothing boutiques, and take in a show.
v) Suburban Pioneers
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Downscale, Middle Age Family Mix - Suburban Pioneers represents one
of the nation's eclectic lifestyles, a mix of young singles, recent
divorcees, and single parents who have moved into older, inner-ring
suburbs. They live in aging homes and garden-style apartment
buildings, where the jobs are blue collar and the money is tight.
However, what unite these residents--a diverse mix of whites, Asians,
Hispanics, and African-Americans--are a working-class sensibility and
an appreciation for their off-the-beaten-track neighborhoods.
Financial Summary / Sales Forecast
The total start-up requirement is $471,931; this will cover the initial
expenses (office supplies, rent, lawyer, banking, telephone, internet,
insurance cost, etc.) which totaled to $362,485. The monthly money reserves
consist of salary, rent, utilities, banking, etc. which totaled to $96,496; lastly,
the Smart Card inventory totaling to $12,500. When added, it is a total of
$471,931; all of these numbers is what the company needs in order to
progress. Each of the three founders, Ruchell Sosa, Jacqualine Li, and Daniele
Vuong will all put in $50,000 from their savings. The rest of the money
needed will come from a bank lender, which they will borrow $25,000, in
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return they will be able to invest in Smart Card. Payment to the bank will be
$3500 with 5.25% interest per month.
The first two months of our business will not be making profit, January
and February will spend more money on expenses than total income
because the company is just starting off. As soon as March begins, we will
slowly make more profit, almost doubling each month. Our cash flow shows
the money received from the business, coming from all the stations,
Walgreens and Starbucks included. While the cash out are all the utilities,
rent, and salaries for workers. The cash flow reveals that the company is
making 50% profits and that the net worth after all assets and liabilities will
come out to $310,281; showing that Smart Card is and will be a success.
Objectives & Strategy
A. Product Strategy
Smart Card is designed to make transportation convenient for people
who often use multiple methods to get around the Bay Area. By having a
card that can be used in multiple transportation outlets, consumers do not
have to worry about carrying other cards or change around. Smart Card
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also allows consumers to customize their cards with images of their
choice (done for free) on our website. This will let the consumer feel as if
they can interact with our company and have decisions made on their
own. Customers will choose Smart Card because it gives them variety in
many areas and convenience is an important aspect in a person’s life
when they are busy and always on the run.
B. Place/Distribution Strategy
Smart Card will be sold in all Walgreens location found in the Bay Area,
on our online site, 15 stations, and 6 booths. Booths will be set up at
participating locations: Powell, Millbrae, Santa Clara, Downtown Oakland
and Gilroy. These locations are specifically tailored to meet the needs of
our consumers as they are strategically placed in all areas of the Bay
Area. Consumer will have a variety of places they can buy the Smart Card
in case they are not in close proximity to another location.
C. Price Strategy
Our pricing will be to either buy at Walgreens $3 per card (with zero
amount) or $20 per card (with $20 to spend). Either of these cards can be
constantly refilled with money by doing so at the booths or online. The
better deal is the $20 card and ultimately that is our strategy at getting
more consumers to buy those cards. The $3 cards are for those who are
trying to test out Smart Card and putting in $10 just for a trial. The
maximum anyone can put into a car will be $300 and these Smart Cards
will never expire.
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D. Sales Strategy
Most of our sales will done through Walgreens stores and booths
located in certain places of the Bay Area, and online through our website.
We will have part time workers that will be available at the stations to
help customers if they have any questions on how to buy a ticket at the
booth. As said before, because most of our sales do not need workers
unless someone has an issue/question on how to purchase a card through
a machine. Therefore, we do not need to hire a full staff that is part time
(only technicians – in the case of technical difficulties). In order to support
the sales effort, management will check up on how sales are doing and
think of promotions to draw in more consumers.
E. Operations Strategy
We are using our workers as the main way to add value for customers
for they will be available to help when/if consumers have questions on
how to operate the machine. Machines will be clearly labeled for
assistance and will be easier for the customers to understand. Smart
Cards will be manufactured in China and be shipped overseas two times a
week in order to supply enough cards to consumers. The quality of the
cards is considered low quality because it is made of plastic; as long as it
functions through the machines, then that is all that matters. Much stress
will be emphasized on giving assistance to those who need help or
assistance with the new machines. We want the customers to feel
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comfortable asking us for help if they do not understand how to work the
machines.
F. Development Strategy
In order to get the business running, signing of many contracts with
various companies need to take place. In order for each company to get
profit from this, an agreement needs to be signed in order for Smart Card
to work with Bart/Muni/Cal Train/Sam Trans/AC Transit. To make this
concept work and come together, the amount of money available is
crucial therefore, we need to have loans in order before having the ability
to get the business going. Risks involved are whether there will be
enough money loaned to the company and whether profits will be gained
in the end. The strongest competitor for Smart Card is TransLink; in order
for the company to grow, it must always be aware of its competitor’s
actions and be ready to upgrade and improve business. There must
always be a new and fresh idea out there that will draw customers toward
Smart Card’s direction.
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Advertising & Promotion
Advertisements will be put on billboard throughout downtown San
Francisco, in all the BART/MUNI locations, buses and bus stops. We are
relying heavily on word of mouth as we will give out cards to 50 lucky
winners (for them to use the card) and they will give their opinions to the
public in order to get this card rolling out smoothly. Smart Card will also be
featured in the newspapers such as the San Francisco Chronicle and San Jose
Mercury News as well as a Facebook page dedicated to informing the public
upcoming promotions we will have. Signs will also be included in Walgreens
stores to bring out more awareness to our customers. Senior discounts will
be given to those who are 65 and over; they will receive a 20% discount to
any amount they load into the card.
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Advertisement
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Promotion
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Current & Future Outlook
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Smart Card wants to expand the business approximately in the next
three years depending on how the business is going. We will expand the
business to more grocery stores such as Safeway, CVS, and Rite Aid because
they are the most popular convenience store that people go to buy quick
items. We put forth into contracting with more cafés and shopping mall food
courts; by doing so, our customers can purchase food and drinks with our
Smart Card and will not need to carry their money with them. Furthermore,
we want to collaborate with the State Highway Transportation Agency. This
will allow consumers to use Smart Card to pay for the toll fee at seven main
bridges we have in Bay Area (Golden Gate Bridge, Bay Bridge, San Mateo
Bridge, Vallejo Bridge, etc). By doing so, our customers can have the card to
pay for tolls without worrying about not having enough cash on hand. To
benefit the agency, they can reduce the number of workers they have for
each bridge, and as a result, lower their expenses. In addition, we would like
to do business with the Yellow Cab Taxi Company in Bay Area. Plans in doing
business outside of the Bay Area, we want to introduce our system and
service to Los Angeles and also New York because those two places have a
large amount of people taking public transportation every day. We would like
to make their travel easier and experience our service.
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Survey (25 People)
Great Idea97%
Bed Idea3%
What you think of Smart card
Yes98%
No2%
Do you Currently Use Some sort of Transportation Method?
Would you use Smart Card?
YesNo
What would you expcet to pay for Smart Card?
$5 $10 $20+
Able to use on more than 1 transportaion
Able to use for other purchase besides transportation
All of those
0 20 40 60 80
What features interst you the most about Smart Card?
What features interst you the most about Smart Card?
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Yes90%
No10%
Would You recommend Smart Card to Friends?
96%
4%
How Unique would you say Smart Card is compared to other transportation cards in the mar-
ket?Very UniqueNot at all
How believable are the claims made by Smart Card?
Very Much Be-lievableNot Believable at all
Overall, How much do you like this new product?
Love itHate itNo Opinion
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Financial
Plan
32
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Start- Up Cost
Initial ExpensesLegal (Lawyer, Accountant, Banker) $7,500Office Supplies $1,000Office Equipment $3,000Brochures/Design/Letterhead, Business Card $1,000Web Site Development $1,500Utility Deposits and Installation $15,000Rent Deposits $12,000Licenses $4,585Telephone & Internet (Comcast) $500Banking Set-Up fees $100Computer (12 Dell Computer Desktop) $5,000Software (Smart Card Operation Program) $3,500Insurance $5,000Construction Costs $15,000Other 15 Smart Machine (Wall Built-In) $67,500
100 Smart Tag Machine (Store) $40,000400 Smart Tag machine (Bus & Station)
$180,000
Visa Card Company $300
Total Initial Expenses $362,485
Monthly Money Reserves
Salary of Manager (2) $5,000Part Time Workers (5 Part Time + 30 Seasonal)
$54,720
Full Time Workers (11) $20,826Rent $12,000Advertising/Promotion $250Utilities $200Operation Supplies $500Telephone/ Internet $250Insurance $2,500Maintenance and Repairs $500Banking Charges/ Visa Card Company $200
Total Monthly Expenses $96,946
Start-Up Inventory
Signage $1,500Fixtures $1,000Equipments $5,000Other 10000 Smart Card $5,000
Total Start-Up Cost $12,500
Total Start-Up Requirements
$471,931
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Balance SheetAsset LiabilitiesCurrent Assets Current Liabilites
Cash $ 88,281 Accounts Payable $ 10,000
Accounts Receivable $ - Accured Expenses $ 35,000
Inventory $ 4,500 Total Current Liabilities $ 45,000
Total Current Assets $ 92,781
Long-Term Liabilities
Fixed Assets Commerical Bank Loan $ 25,000
15 Smart Machine (Wall Built-In) $ 67,500
100 Smart Tag Machine (Store) $ 40,000 Total Liabilities
$ 25,000
400 Smart Tag machine (Bus & Station) $ 180,000
Total Fixed Assets $ 287,500 Total Liabilities and Equity
$ 70,000
Total Assets $ 380,281
Net Worth $ 310,281
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Appendix
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Ruchell Sosa15310 Ultio St.
San Leandro, CA. 94578(510) 512-4746
Objective: To obtain a meaningful and challenging position that enables me to learn the management field and allows for advancement.
Related Skills
Providing Customer Service Motivated team player with dedicated talent for deploying research
and organizational skills toward analyzing and upgrading Enthusiastic self- starter who can boost productivity, cut cost, foster
efficiency, and ensure profitability Goal-driven achiever with strong organization skills, detail orientation.
EducationFashion Institute of Design and Merchandising Fall 2007-PresentSan Francisco, CaliforniaGraduation Date: December 2009Major: Merchandise Marketing
Experience
Manager NordstromJune 2007-Present San Francisco, CA
Over three years of management experience Managed inventory
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Excellent Customer Service
Assistant Manager Coach Feb 2006- June 2007 Emeryville, CA
Excellent Customer Service Skilled in problem solutions and customer relations Adept at training, motivating and managing personnel
Daniele Vuong1582 Steven Creeks Blvd
San Jose, CA 95128(408) 852-8758
Objective: Marketing position that utilizes my writing skills and enables me to make a positive contribution to the organization.
Related Skills
Motivated team player with dedicated talent for deploying research and organizational skills toward analyzing and upgrading
Analyze regular corporate retail sales reports and tailor each local marketing profit-plan with retail leadership.
Managed payroll, scheduling, reports, email, inventory, and maintained clientele book and records
Education
Fashion Institute of Design and Merchandising Summer 2008-Present San Francisco, CaliforniaGraduation Date: December 2009Major: Merchandise Marketing
Experience
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Assistant Manager Neiman Marcus July 2007 – Present Santa Clara, CA
Merchandised designer women's wear Set-up trunk shows and attended clinics for new incoming fashion lines Worked with tailors and seamstresses for fittings Scheduled private shopping appointments with high-end customers
Jacqualine Li156 Powell St.
San Francisco, Ca 94132(415) 852-2452
Objective: Sales management where my experience can be effectively utilized to increase product sales volume by developing a dynamic team.
Education
Fashion Institute of Design and Merchandising Spring 2008-Present San Francisco, CaliforniaGraduation Date: December 2009Major: Merchandise Marketing
Experience
Merchandiser Macy’sJanuary 2007 – Present San Francisco, CA
Increased sales volume by 150% in less than three years
Designed more attractive merchandise presentation strategies and special marketing campaigns; resulting in increased store traffic and profits
Hired and trained sales staff
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Increased store inventory and expanded merchandise purchases Purchasing, merchandising, customer service Performing all facets of running a department store
Department Manager BloomingdalesDecember 2005 – December 2006 San Francisco, CA
Promoted from hourly position Responsible for increased sales through use of aggressive city-wide
marketing campaign and more attractive department layout Daily operations included cash deposits and inventory control
Works Cited
AC Transit. Web. 16 Nov. 2009. <http://www.actransit.org/main.wu?r=n>.
"Bay Area Population May Reach 9 Million In 2035." CBS 5. 14 Dec. 2006.
Web. 3 Nov. 2009.
<http://cbs5.com/local/population.bay.area.2.450413.html?
detectflash=false>.
Bay Area Rapid Transit. Web. 16 Oct. 2009. <http://www.bart.gov/>.
"Consumer Spending." Demo Dirt. 10 July 2009. Web. 10 Nov. 2009.
<http://www.demodirt.com/index.php/us-demographic-data/consumer-
spending>.
43
SamTrans. Web. 15 Nov. 2009. <http://www.samtrans.com/>.
SFMTA Municipal Transportation Agency. Web. 15 Nov. 2009.
<http://www.sfmta.com/cms/home/sfmta.php>.
TransLink. Web. 12 Nov. 2009.
<https://www.translink.org/TranslinkWeb/index.do;jsessionid=6E8BD9
445C79EED7ACE3AF6EC9DCB58B>.
Yi, Matthew. SF Gate. Bay Area population now more than 7.3 million, 2 May
2008. Web. 3 Nov. 2009. <http://www.sfgate.com/cgi-bin/article.cgi?
f=/c/a/2008/05/02/BABH10FC3H.DTL>.
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