fashion on the go
DESCRIPTION
Sustaining Business In a New EconomyTRANSCRIPT
Fashion On-the-Go The Only Shop Truck that Goes to School Campuses
Diana Liu, Lucy Luo, Lauren Schmidtke, Bretty Krutiansky November 21st 2013
5% of Undergrads in 14 universities
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Table of Contents
Executive Summary ………………………………………………………………………….. Pages 3-4
Product Description ………...……………………………………………………………………….. 5-8
Target Market Analysis ………...………………………………………………………………….. 9-11
Industry Analysis ………...……………………………………………………………………….. 12-13
Value Proposition ………...……………………………………………………………………….. 14-16
Competitors ………...………………………………………………………….………………….. 17-18
SWOT ………...…………………………………………………………………………………… 19-20
Finance: Three-Year Projection ………...………………………………………………………. 21-25
Human Resources ………...………………………………………………………………………. 26-28
Supply Chain and Operations ..………………………………………………………………….. 29-30
Appendix
Resume ………...…………………………………………………………………… 31-35
Survey Results………...……………………………………………………………. 36-39
Calculations …..……………………………………………………………………. 40-41
PowerPoint Slides………...………………………………………………………... 42-49
Work Cited ………...……………………………………………………………………………… 50-52
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Executive Summary
What does every college student seem to not have? Time. What does every college student like
to do? Shop. What is the solution? Fashion On-the-Go. Fashion On-the-Go is a promotional service for
companies like TJX. It is essentially a mobile shop that will sell a retailer’s merchandise on college
campuses beginning in the greater Boston area. College students are highly desirable target market.
They have $284 billion of disposable income and spend approximately $13.1 billion on clothing and
shoes annually. Fashion On-the-Go’s main objective is to introduce college students to company brand
names, such as TJX, and encourage them to make purchases in the brick and mortar stores. Fashion On-
the-Go is assisting these companies gain entry into the college student market.
Not only does Fashion On-the-Go strive to introduce a company’s brand to college students, it
also works to ensure that these students will enter the brick and mortar stores and become loyal
customers. Fashion On-the-Go will offer a gift card raffle for those customers of the mobile shop who
actually enter a brick and mortar store with their receipt. This will help companies such as TJX track the
number of Fashion On-the-Go customers who actually enter their stores.
Fashion On-the-Go and pop-up stores are a relatively new trend in the United States. Both are
just starting to gain publicity as more companies start to realize the value of these methods of operation.
The “pop-up retail” trend has accounted for more than $ 8 billion of sales revenue in 2010. There are
currently five other fashion trucks in the Boston area, but Fashion On-the-Go will be the first to market
in the sense that it will be the only fashion truck to partner with a major corporation to sell their
merchandise. This will allow the customers the convenience of a mobile shop while also providing them
the reliability of a brick and mortar store.
It is estimated that even if we only capture 5% of our target market, Fashion On-the-Go will
generate $1.18 million of revenue for TJX specifically during the first year of operation. TJX will
receive all sales revenue earned from their merchandise in the Fashion On-the-Go trucks. As Fashion
On-the-Go will expand to other college outside of Massachusetts and into the New England area, it will
generate approximately $2.5 million of revenue every year for the TJX. In addition to the revenue that
TJX receives from sales, it is estimated that 6,737 college students will visit a TJX brick and mortar
store to be entered in a raffle during the first year of operation. That number will be increased to 14,243
college students during the second year. From this, TJX will gain 1,424 loyal customers, who will
potentially generate lifetime sales of $5.98 million.
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Fashion On-the-Go has a startup cost of approximately $73,000. This cost includes the cost to
purchase and renovate a 24-foot truck. Owner’s equity and a loan of $33,000 will cover the startup costs.
Fashion On-the-Go will charge companies $200,000 for the first truck as promotional fee. This money is
used to introduce a brand to 240,000 college students in the Massachusetts area, of which 11,000 are in
Boston.
Fashion On-the-Go brings the newest shopping trend onto college campus in order to enhance
college students’ shopping experiences. Fashion On-the-Go offers convenience, a variety of apparel, and
stellar service for our customers.
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Product Description
What does every college student like to do? Shop. What do colleges not like to spend a lot of?
Money. What is the one-thing a college student values most? Convenience. What does every college
student not have enough time of? Time. What is the solution to all of these problems for college
students? Fashion On-the-go. Fashion On-the-Go is a mobile fashion truck following the tendencies of a
pop-up store, operating from August to November and February to mid May, which enriches the
shopping experience for college students. It has the tendencies of a pop-up store because it will follow a
more “random schedule” then a mobile fashion truck does. Our truck will be visiting many schools so by
the time it revisits a school it would have already been two weeks giving the impression of a pop-up
store. We plan to run a promotional service for TJX that also sells TJX products. Fashion On-the-Go
will go to a different college campus in the Boston area each day during the week. This truck will act as
a mobile TJX store, selling items from the three TJX stores: Marshall’s, HomeGoods, and T.J.Maxx.
The mobile store will only carry products designed for the target market, which is the undergraduate
population in the Boston area. Fashion On-the-Go’s schedule for visiting the campuses around Boston is
not going to be standardized. After visiting six of the pre-determined universities, the management team
is going to take a day off each Sunday to restock inventory. Since we are restocking our truck every
couple days it increases the unpredictability of our inventory and enhances the treasure hunt experience
that TJX currently prides itself in its brick and mortar stores. We will charge TJX a flat fee to market
their brand name and sell their products on college campuses.
Using the management team’s experience as current undergraduate college students and their
insight as to what is popular among the college student demographic, Fashion On-the-Go’s team will
personally choose products that are of the latest trend for college students from TJX’s inventory. The
selected merchandise will then be sold on the Fashion On-the-Go truck. By doing so, it not only
increases sales for TJX, but also increases exposure of college students to the TJX brand. Although
space is a restriction that limits the amount of products that we can carry, the fashion truck model
enhances the “treasure hunt” experience. Inventory in the truck, supplied by TJX, will be expected to
turnover at least once a week, which means that there will be different products weekly. The
management team will go to TJX distribution center located in Massachusetts to pick up new inventory
at the end of the week. We will go to Worcester, MA for TJ Maxx products, Woburn, MA for Marshalls
products, and Bloomfield, CT for HomeGoods products. Since the HomeGoods distribution center is a
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bit further away, the management team will go there at the end of each month. When going to
Bloomfield, more HomeGoods products will be stocked up, since the trends are not likely to change as
much and we will not be going there as often. Just as the management team will be responsible for
driving the truck from campus to campus, and bringing inventory from the distribution centers.
Table 1: Sample Sales Schedule for Fashion On-the-Go at the Fourteen Respective Universities for
an Entire Month in Year 1
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
Restock Inventory
+ Rest Day
2
Northeastern
12pm - 5 pm
3
Boston College
12pm - 5 pm
4
Harvard
12pm - 5 pm
5
UMass Boston
12pm - 5 pm
6
MIT
12pm - 5 pm
7
Tufts
12pm - 5
pm
8
Restock Inventory
+ Rest Day
9
Boston University
12pm - 5 pm
10
Bentley
12pm - 5 pm
11
Wentworth
12pm - 5 pm
12
Suffolk
12pm - 5 pm
13
Wellesley
12pm - 5 pm
14
Emerson
12pm - 5
pm
15
Restock Inventory
+ Rest Day
16
Bunker Hill
12pm - 5 pm
17
Berklee
12pm - 5 pm
18
Northeastern
12pm - 5 pm
19
UMass Boston
12pm - 5 pm
20
Boston
College
12pm - 5 pm
21
Harvard
12pm - 5
pm
22
Restock Inventory
+ Rest Day
23
MIT
12pm - 5 pm
24
Wentworth
12pm - 5 pm
25
Bentley
12pm - 5 pm
26
Tufts
12pm - 5 pm
27
Emerson
12pm - 5 pm
28
Boston
University
12pm - 5
pm
29
Restock Inventory
+ Rest Day
30
Suffolk
12pm - 5 pm
31
Wellesley
12pm - 5 pm
We will have 2-3 part time employees the second year when we buy a second truck and start to
expand the markets we engage in, as we will start visiting more campuses. The sales associates on the
truck will be students from the college at which Fashion On-the-Go is parked. Fashion On-the-Go will
be promoted through the sales associates from each of the different universities around the Boston area.
Fashion On-the-Go will be promoted by the age-old practice of “word of mouth” and by sales associates
telling their friends when the truck is on campus.
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After one year of business we plan on expanding our base of operations. We plan on purchasing
a second truck, which will go visit a different set of schools, all the while the first truck maintains the
same or a similar schedule.
Table 2: Sample Sales Schedule for Second Fashion On-the-Go for an Entire Month in Year 2
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1
Restock Inventory
+ Rest Day
2
Clark
12pm - 5 pm
3
Amherst
12pm - 5 pm
4
UConn
12pm - 5 pm
5
Dartmouth
12pm - 5 pm
6
Babson
12pm - 5 pm
7
Brown
12pm - 5 pm
8
Restock Inventory
+ Rest Day
9
Wesleyan
12pm - 5 pm
10
New Hampshire
12pm - 5 pm
11
UMass
Dartmouth
12pm - 5 pm
12
Rhode Island
12pm - 5 pm
13
UMass Lowell
12pm - 5 pm
14
Yale
12pm - 5 pm
15
Restock Inventory
+ Rest Day
16
Babson
12pm - 5 pm
17
Dartmouth
12pm - 5 pm
18
Clark
12pm - 5 pm
19
UConn
12pm - 5 pm
20
Brown
12pm - 5 pm
21
Amherst
12pm - 5 pm
22
Restock Inventory
+ Rest Day
23
UMass Lowell
12pm - 5 pm
24
Rhode Island
12pm - 5 pm
25
UMass
Dartmouth
12pm - 5 pm
26
Yale
12pm - 5 pm
27
Wesleyan
12pm - 5 pm
28
New
Hampshire
12pm - 5 pm29
Restock Inventory
+ Rest Day
30
UConn
12pm - 5 pm
31
Babson
12pm - 5 pm
To show TJX that the Fashion On-the-Go service does indeed build a new group of customers
from a new target market, we will have a receipt raffle at TJX stores. Customers from the truck will be
able to take their receipt to any TJX store in the Boston area and put their name in a raffle for a $200
TJX gift card. Fashion On-the-GO will be purchasing one TJX gift card and award it monthly to the
winner of the raffle draw. By looking at the numbers from the raffle, TJX will be able to see how
effective the truck campaign is. According to a survey conducted at Northeastern University, about 70%
of the students would be enticed to go to a TJX store and be entered in a raffle if the gift card is $200.
This shows that if we offer a high value gift card, many students will be willing to go to a local TJX
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store. This will increase exposure of the TJX brand name to a demographic of people that is not
influenced by current TJX marketing strategies.
Figure 1: Exterior and Interior Layout of Fashion On-the-Go
We plan on purchasing a used 24-foot truck and redesigning the outside to be an advertisement
for the three different stores; it will be colored red and blue for the three TJX companies. The inside will
be refurbished to look like a store: the sides of the truck will have the products for sale and a cash
register. We will put our truck on the prime locations of each of the college campuses once we get
approved permits. In summary, Fashion On-the-Go is a promotional truck that will sell products from all
three TJX stores; aside from this, Fashion On-the-Go truly aims to gain brand awareness in order to
open up TJX to new markets.
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Target Market Analysis
The U.S. Census Bureau estimated that there are 19.7 million college students in 2013, as
compared to the 14.4 million in 1990. The number of college students has increased by 5 million over
the past 20 years; on average, college enrollment increased by 25,000 students annually. This suggests
that college students are an emerging consumer base and are a growing market force. In addition, at least
75% of all college students have part-time jobs. Through their part-time jobs and their family’s
contributions, the monthly income of a college student is approximately $1,200. By multiplying that
number by twelve months in a year and by 19.7 million college students in the U.S., it is estimated that
college students have $284 billion1 of disposable income each year.
Boston is chosen as the location in which Fashion On-the-Go will operate because of the
numerous colleges located there. Boston has about 250,000 college students and is known as a college
town; the students there have a combined total of approximately $3.6 million2 of disposable income. For
the first year, Fashion On-the-Go is going to be focused on fourteen colleges: Boston University,
Northeastern University, Bunker Hill Community College, University of Massachusetts Boston, Boston
College, Harvard, Brandeis University, Suffolk University, Tufts, MIT, Berklee College of Music,
Bentley College, Wentworth Institute of Technology, and Wellesley University. These colleges were
selected because they have the largest undergraduate population in the Boston area. Fashion On-the-
Go’s target market mainly consists of undergraduate students because graduate students might not live
on campus and may not be as exposed to Fashion On-the-Go. There are 112,290 undergraduates in these
fourteen universities in total, which comprises of the target market of Fashion On-the-Go for the first
year.
Table 3: Undergradate Allocation Across Fourteen Targeted Universities
College Number of Undergraduate Students
Boston University 18,306
NEU 16,685
Bunker Hill Community College 12,934UMass Boston 12,124Boston College 9,110
1 $1200 x 19.7 million = $283.68 billion2 $1200 x 250,000 = $3.6 million
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Harvard 6,676Brandeis College 5,828Suffolk University 5,770Tufts 5,255MIT 4,503Berklee College of Music 4,447Bentley College 4,168Wentworth Institute of Technology 4,003Wellesley College 2,481Total 112,290
Figure 2: College Student Market Segmentation to Derive Fashion On-the-Go’s Target Market
During the second year, Fashion On-the-Go will purchase another truck, which will go to 16
other universities that are located near Massachusetts. These colleges include: Amherst College,
University of Massachusetts- Amherst, Brown University, Rhode Island School of Design, Johnson &
Wales University, University of Connecticut, Yale University, Dartmouth College, Wesleyan
University, Babson College, University of New Hampshire, Clark University, College of Holy Cross,
University of Rhode Island, University of Massachusetts- Dartmouth, and University of Massachusetts-
Lowell. These colleges have a combined population of 125,097 undergraduate students.
Massachusetts 460,518
Boston 250,000
14 universities
112,290
5,6155% of Undergrads in 14 universities
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Table 4: Undergradate Allocation Across 16 Targeted Universities
College Number of Undergraduate StudentsAmherst College 1,821UMass Amherst 21,928Brown University 6,435Rhode Island School of Design 1,971Johnson & Wales University 9,525University of Connecticut 17,528Yale University 5,405Dartmouth College 4,193Wesleyan University 2,940Babson College 2,015University of New Hampshire 12,811Clark University 2,352College of Holy Cross 2,926University of Rhode Island 13,398UMass Dartmouth 7,562UMass Lowell 12,287Total 125,097
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Industry Analysis
College students have a purchasing power of $284 billion this year, out of which $13.1 billion is
spent on clothing and shoes and this trend has been increasing steadily over the past three years. From
2009-2012, college student spending on clothing and apparel increased by 126%. According to the
National Retail Federation’s Back-to-School Consumer Intentions and Actions Survey, on average, each
college individual plans to spend $123 on clothing and accessories, $66 on shoes, and $43 on branded
merchandise. This suggests that each individual will allocate approximately $2323 to spend during late
August and early January. For students in the fourteen universities alone, it is estimated that $26 million4
would be spent at the beginning of each calendar year. By operating Fashion-on-the-Go, we can help
TJX capture some of this spending power of this new demographic of students.
According to the OnCampus Research’s Back to School Survey, 57.2% of college students admit
to buying more branded merchandise. Also, 75.3% of all college students who took the survey said that
they compare the prices of the product before buying. Eighty-three percent of these students said that
instead of compulsive buying, they wait for sales to take place.
A survey conducted by LIM College students showed similar results. It has been shown that
most college students do not make impulse purchases. In fact, 66% of them think about the price of the
product before actually making the purchase. In addition, more than 68% of college students prefer to
shop in a brick and mortar store instead of online. This is because they would like to actually touch and
try the clothing on.
Fashion on-the-Go is an extension to the new “pop-up retail” trend that has been coined by
trendwatching.com. This trend has been very popular over the last three years. According to IBISWorld,
from 2009 to 2012 the number of pop-ups has increased by about 16%. In addition, a Specialty Retail
Report has suggested that pop-up stores accounts for $8 billion of sales revenue in 2010. It’s not just the
small businesses that are engaged in this new trend BMW’s MINI has also opened up pop-up stores; this
shows how popular “pop-up retailing” has become and how people respond to these temporary stores.
Due to popularity of this trend, shopping centers might give short-time retailers 40% discount on rent if
they sell their merchandise there. This shows how the trend is impacting the industry and how “hot”
pop-up retailing has become.
3 $123+$66+ $43= $2324 $232 x 112,290 = $26 million
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Fashion-On-the-Go will be a success on college campuses since we offer off-price branded
products provided by TJX stores that are of great quality and price. This reflects TJX’s FBQP model,
Fashion, Brand, Quality, and Price. According to the statistics above, college students place heavy
emphasis on purchasing branded merchandise and clothes in fashion and are conscious of the clothing’s
price and quality. Finally, we are building onto a trend that appears to be highly popular.
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Value Proposition- What Does TJX Gain?
Fashion On-the-Go introduces the TJX brand to a new demographic of shoppers through the
newest shopping trend: fashion trucks. Fashion trucks are considered an extension of pop-up retailers; a
term coined by trendwatching.com back in 2004. Fashion trucks builds on the existing trends of planned
spontaneity and massclusivity. According to trendwatching.com, planned spontaneity is the trend to
“make spontaneous decisions to go somewhere or to do something.” Massclusivity refers to “exclusivity
for the masses.” The number of pop-up retailers has grown from 2,043 in 2009 to 2,459 in 2013, which
indicates a 20% increase over the last four years. It is currently an $8-billion dollar industry. Moreover,
pop-up retail, according to trendwatching.com, is an emerging trend that is here to stay. In the United
States there are currently registered 58 fashion trucks and the number continues to grow, according to
the American Mobile Retail Association. Through Fashion On-the-Go promotional service, TJX will be
the first fashion truck that offers branded merchandise from a national retailer.
As seen in the industry analysis, spending on clothing and shoes by college students has
increased by 126% between 2009 and 2012 and is now valued at $13.1 billion in 2013, indicating the
size and potential of this demographic. Fifty-seven percent of college students are inclined to purchase
branded merchandise. An article published in the New York Times highlighted that campuses are now
similar to runways, emphasizing the importance of fashion to college students. Although college
students value brand and fashion, research also shows that students are more price and quality
conscious. Through the interests of college shoppers, TJX’s business model of Fashion, Brand, Price and
Quality is a perfect fit for this target market.
Fashion On-the-Go conducted a survey in October of 2013; one hundred undergraduate college
students were surveyed. Ninety-four percent indicated that they would shop at a mobile fashion truck.
Fashion On-the-Go will primarily carry TJX apparel, which, based on the research above, appeal to our
target market, college students. Fashion On-the-Go will open up TJX to this new demographic of
shoppers that share the same FBQP values. Initially, Fashion On-the-Go will target 14 colleges in the
Boston area, exposing TJX’s FBQP to 112,290 students in the first year and eventually 460,518
undergraduates in the Massachusetts area. In the second year, Fashion On-the-Go will be expanding to
16 colleges around the Massachusetts area. The total undergraduate population from these 16 colleges is
125,097; therefore, by the end of the second year over 237,387 college students who value fashion,
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brand, quality, and price will be exposed to the TJX brand. Fashion On-the-Go helps TJX reach an ideal
market with an influential purchasing power that would have been untapped.
Fashion On-the-Go also sells TJX products in addition to promoting the TJX brand name. Based
on the projection that we will capture 5% of target market (112,290) monthly and that each individual
spends $35, the clothing sold through Fashion On-the-Go initially will generate sales of $589,5755 per
season, each three month period. During the first year, Fashion On-the-Go will sell $1,179,0466 of TJX
merchandise. In addition, this $1,179,046 is coming from a new market. A very conservative estimate of
5% was used compared to the survey results, which indicated that 72% of 44 participants who answered
that they would purchase from a fashion truck. Although the average TJX shopper spends $50, Fashion
On-the-Go took the lower end and estimated that each college student shopper will only spend $35 per
visit. Moreover, in the next year, the second fashion truck will generate $656,7597 seasonally, and
therefore, $1,313,5188 annually. These numbers are based on the same projection that Fashion On-the-
Go will capture 5% of the target market (125,097) monthly and that each individual spends $35.With
two trucks operating during the second year, TJX will earn $1,246,2829 for each season and a total of
$2,492,56410 each year. Although, we acknowledge that TJX could have made these sales through their
brick and mortar stores, Fashion On-the-Go has higher inventory turnover rates compared to the actual
stores and will be selling the TJX products to new costumers base.
When analyzing the advertising campaign of major retailers, such as TJX, the advertising to sales
ratio in the retail industry is somewhere between 2% to 5%. In 2009, TJX spent 105 million dollars on
sales, making their advertising to sales ratio 1.3%. Although TJX emphasizes advertising, the company
is lean when it comes to advertising and promotional. In order to run one truck, Fashion On-the-Go will
only be charging $200,000 annually to provide the service. This fee is only 0.24% of what TJX spends
on advertising; however, this promotional fee will guarantee a new target market. In order to prove to
TJX that the fashion truck is expanding TJX’s customer base, Fashion On-the-Go is offering a monthly
receipt raffle of $200. Based on the first survey results, 77% of the 100 participants indicated interests in
shopping at a TJX store if a gift card was offered. In the first year, Fashion On-the-Go estimates that 5%
of the 112,290 students on the fourteen campuses in the Boston area will purchase from TJX. If a
conservative estimate is made that 20% of those who shop at Fashion On-the-Go enter for the TJX
5 112,290 students x 5% x $35 X 3 months = $589,523 seasonally6 $ 589, 523 x 2 seasons= $ 1,179,046 annually7 125, 097 students x 5% x $35 x 3 months = $656,759 seasonally8 $ 656, 756 x 2 seasons = 1,313,518 annually9 $589,523 + $656,759 = $1,246,282 seasonally 10 $1,246,282 x 2 seasons = $2,492,564
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raffle, then each month 112311 college students will visit a TJX brick and mortar store and 673712 college
students will visit a Marshalls, TJ Maxx or HomeGoods annually. In the second year, the receipt raffle
will be extended to local TJX stores near the respective 16 colleges that the second Fashion On-the-Go
truck will be visiting. Similarly, if 5% of the 125,097 students from this population purchase from
Fashion On-the-Go and 20% of those who purchase will enter the receipt raffle, an additional 125013
college students will be visiting a TJX store monthly. As a result, in the second year, up to 7,50614
university students will be visiting a brick and mortar store annually; therefore annually, 14,24315
college students will visit a brick and mortar store to enter in for the receipt raffle.
Fashion On-the-Go’s primary goal is to bring a new market to TJX. In the first year, even if 10%
of those who enter the TJX raffle become regular TJX customers, TJX will gain 11216 new costumers
from the college student demographic monthly. Therefore in the first year of Fashion On-the-Go’s
operations, TJX will gain 67317 loyal costumers from the 14 colleges located in the greater Boston area.
Given the condition that these 673 loyal customers will be shopping at TJX for the next 40 years, will
spending a bare minimum of $35 per visit, and will visit at least three times annually, these 336 loyal
customers will generate lifetime sales of $2,826,60018, which is a conservative estimate since a typical
TJX shopper spends an average of $50 and visits the store 4 times a year. If this trend continues in the
second year where 10% of those who enter the raffle become loyal costumers, then TJX will 142419 gain
loyal customers annually from the two Fashion On-the-Go trucks. Based on this information, if the same
conditions apply, then the 1424 new loyal customers will increase TJX sales by generate in their lifetime
by $5,980,80020. As seen, the benefits for TJX are impressive.
11 112,290 students x 5% x 10% = 562 students monthly12 562 students monthly x 6 months = 6,737 students annually13 125,097 students x 5% x 20% = 1251 students monthly14 1,251 students monthly x 6 months = 7,506 students annually15 6,737 students + 7,506 students = 14,243 students 16 112,290 students x 5% x 20% x 10% = 112 students17 112 students x 6 months = 673 students18 673 students x 3 times a year x 40 years x $35 = $2,826,600 19 14,243 students x 10% = 1424 students20 1424 students x 3 times a year x 40 years x $35 = $5,980,800
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Competition
Fashion On-the-Go’s competitors are other fashion trucks in the Boston area. Since fashion
trucks are a relatively new trend, there are only five of them in the Boston area. They are Sneakerbox,
Green Street Vault, Lola’s Urban Vintage, The Fashion Truck, and Haberdash Vintage. Some of the
merchandises on the fashion trucks are from major retailers, but they do not represent a major retailer
like Fashion On-the-Go will. Fashion On-the-Go will actually work with a major retailer to sell its
products; it will be an extension of TJX instead of just carrying its merchandise.
Sneakerbox is a fashion truck that sells sneakers, t-shirts, hats, crew necks, and jackets, or
anything that is perceived to be “urban street wear.” Sneakerbox carries sneakers from brands such as
Nike, Puma and Adidas. It sells its merchandise to young adults at college campuses, skate parks and
other venues.
Green Street Vault was one of the first fashion trucks in Boston. It is the first and only mobile
truck to market men’s clothing, more specifically toward high school and college aged men. Green
Street Vault sells local and national brand names t-shirts and sneakers to customers at the SoWa open
market and on Newbury Street in Boston.
Lola’s Urban Vintage is a fashion truck that primarily sells vintage clothes, jewelry and other
accessories to women. It originally started as a brick and mortar store and then expanded into a mobile
shop when fashion trucks first became a trend in Boston. The mobile shop parks at City Hall Plaza,
SoWa open market and Harvard Square in Boston.
The Fashion Truck is a mobile shop which sells local designer apparel and accessories to
women. All of its merchandise is under $100. The Fashion Truck parks its mobile shop in central places
around Boston such as Dewey Square, City Hall Plaza and open markets.
Haberdash Vintage was also one of the first fashion trucks in Boston, and is Fashion On-the-
Go’s biggest competitor. The strengths of Haberdash Vintage are its publicity and success. It is well
known which has allowed Haberdash Vintage to expand into several caravans and a brick and mortar
store. The advantage of having a brick and mortar store and a mobile shop gives customers the reliability
of a brick and mortar store, and the convenience of a mobile shop. One of Haberdash Vintage’s major
weaknesses is its specific target market. Haberdash Vintage only sells vintage clothing, shoes and
accessories to women. But, Haberdash Vintage does have the opportunity to expand its target market if
it desires. The threats of Haberdash Vintage are similar to the threats of other businesses: increasing
18
labor costs and competition. Labor costs have been increasing slowly due to inflation, and some of the
other fashion trucks in the Boston area focus on the same target market as Haberdash Vintage.
Fashion On-the-Go has five competitors in the fashion truck business. Each fashion truck has its
unique strengths and weaknesses. Haberdash Vintage is considered Fashion On-the-Go’s main
competitor because of its proven success. However, Fashion On-the-Go will be successful despite
having strong competition in the fashion truck industry, because of its focus on an emerging target
market.
19
SWOT For Fashion On-the-Go
Strengths Weaknesses
• Low operating cost• Convenience• Introducing the TJX brand
• Limited products• Confined space
Opportunities Threats
• Expanding into a new target market• Fashion trucks are a new trend
• Weather• Regulations: permits and taxes
One strength of Fashion On-the-Go’s business model is that it has low operating costs. Fashion
On-the-Go will only charge companies $200,000 for services. Fashion On-the-Go is convenient for both
the customer and the company using our services. It is convenient for customers because the mobile
shop will go to them. It is convenient for companies using the product since the Fashion On-the-Go
management team will buy the truck, renovate it and work on it. The only thing the companies using the
product will have to do is provide inventory; Fashion On-the-Go will handle everything else. The
management team will also do the market research since we know the preferences of college students
and will not only help companies sell their products, but will also serve as a form of advertisement.
Since the Fashion On-the-Go truck will visit major college campuses in the city of Boston, it will
introduce the company’s brand that uses our services to hundreds of thousands of potential customers
Fashion On-the-Go’s weaknesses include limited products and confined spaces. Since Fashion
On-the-Go is operating a truck, the space will be smaller than actual TJX stores and therefore, the
products will be limited. Fashion On-the-Go’s trucks will include goods from all 3 TJX stores:
Marshalls, HomeGoods, and TJ Maxx; thus, it will only be able to have a few things from each store.
But, if there is something that customers want that is not available in the truck, the management team
will redirect them to a local TJX store. So, college students will be motivated to go visit TJX and shop
there.
Fashion On-the-Go opens up new opportunities for TJX and exposes TJX to a new group of
potential customers that has not been reached by their current business model. This group has potentially
$2.84 millions of disposable income. Also, teenagers will be long-lasting customers; they are the ones
who will regularly shop with a certain company for the next 10 or 20 years. They are also the customer
base who are well accustomed to social media and will attract more customers from around the world to
come and shop. Young adults are the generation who uses Facebook, Twitter, and Pinterest, and the
20
future customer base that everyone is striving to reach. Fashion On-the-Go can help a company reach
them now. Another opportunity for Fashion On-the-Go is that mobile shops are an emerging trend in
shopping. More companies are starting to realize the value of having a shop that can travel to the target
market.
Fashion On-the-Go might be affected by external issues that are not within its control. These
include the weather, regulations from schools and the Boston area, and politics in general. Since the
mobile shop will drive to different campus, the weather will have a huge impact on sales. On days when
the weather is bad, Fashion On-the-Go’s truck might not operate. Also, if the schools change their rules
and regulations for parking, it might make it easier or harder for the company to offer its services,
depending on the new legislation.
Three-Year Financials
21
Fashion On-the-Go created a Pro-Forma Cash Budget to predict its three year financials. Fashion
On-the-Go will have a loss for the first year since its startup costs will be greater than its revenue. The
major startup costs include $15,000 for a used 24 foot truck and $50,500 for the renovation of the truck,
inside and out. Fashion On-the-Go estimate the cost to renovate the truck by researching the costs to
renovate a food truck and estimating from there. The major equipment costs are $500 for a cash register,
$400 for a company iPad, $500 for shelves and hooks, and $500 for dressing room materials such as a
curtain. Fashion On-the-Go will also need $1,000 for a generator and $500 for general office supplies.
The equipment costs are approximately $4,000. A $2,500 professional/consulting fee is also
incorporated into the startup costs to provide expertise and suggestions for Fashion On-the-Go since we
will not have as much experience. This creates a total cost of $72,499 before opening the business.
In addition to startup costs, Fashion On-the-Go has expenses that accumulate during the first
year of operation. The biggest expense is salaries. The management team will receive each a salary of
$25,000 for the first year for a combined total of $100,000. The second year, the management team will
receive a salary of $30,000 each for a combined total of $120,000. The third year, the salaries of the
management team will increase again to $35,000 each. Fashion On-the-Go will not hire any part time
workers for the operation of the first truck but will hire three in the second year when an additional truck
is purchased. The truck is operation 35 hours a week for six months of the year and the part time
employees will be paid $10 an hour. There will be two part time employees working at a time so the
combined wages of the part time employees will be $15,600 per year.
Other major expenses are the cost to rent office space in Brighton, Massachusetts which total
$39,600 for a year and $15,000 to do repairs and maintenance on the truck. It will also cost $6,500 for
insurance. Fashion On-the-Go estimates that it will need approximately $2,200 in fuel for the first year.
The management team determined how many miles per month that the truck would have to drive by
calculating the distance from the warehouse/office to each of the college campuses and the distribution
centers. The miles per month for the first truck will be approximately 970 miles. The second truck will
drive approximately 4,230 miles per month. The cost of fuel in Massachusetts as of November 2, 2013
was used to calculate the amount of money that will be spent in a year on fuel. This number is a rough
estimate since the price of fuel will fluctuate depending on the time of year and other external factors
that cannot be predicted. $5,000 is reserved for miscellaneous items that may have been overlooked
when listing the expenses. The total expenses for the first year, after the startup costs, are approximately
$150,660.
22
Fashion On-the-Go does not have advertising costs listed in the expenses since we are trying to
stay true to the idea of a pop-up store. A pop-up store would not advertise when and where it would be,
since it seems to just “pop up.” So, Fashion On-the-Go will minimal, if any, advertising costs.
Fashion On-the-Go will charge TJX a fee of $200,000, which is less than one percent of the total
amount of money that TJX spends annually on advertising and promotion. A loan will need to be taken
out for the first year to cover the startup costs from the first year. The total expenses for the first year is
$233,159 and the ending cash position will be $38,182. Owner’s equity of $40,000 covers some of the
expenses for the first year but, Fashion On-the-Go will have to take out a loan of $32,499. The loan and
owner’s equity will cover the startup costs for Fashion On-the-Go. This loan will be repaid in the second
year of operation.
Fashion On-the-Go will expand during its second year of operations causing many of the
expenses from the first year to double. Fashion On-the-Go will buy and renovate a second truck with all
of the equipment needed in the first year. Repairs and maintenance will double from $15,000 to $30,000.
Costs of fuel will increase from $2,200 to $6,500. As mentioned previously, the salaries of the
management team will increase due to an increase in profit. The expenses that will remain fixed from
the first year are the cost to rent a warehouse for office space and storage, and miscellaneous costs.
Fashion On-the-Go will charge TJX an extra $200,000 for the second truck, making the revenue
for Fashion On-the-Go for each the second and third year $400,000. The reason that Fashion On-the-Go
will charge an additional $200,000 for the second truck is because the second truck will go to the same
amount of schools as the first truck. Also, Fashion On-the-Go will reach a wider customer base with the
second truck because it will be expanding all over Massachusetts and the surrounding states so the extra
$200,000 is earned.
Since Fashion On-the-Go will increase the charge to TJX for services for the second truck, we
will make a profit during the second and third year. The second year, Fashion On-the-Go will have an
ending cash position of $106,373. The third year will result in a greater ending cash position since
Fashion On-the-Go will not need to pay for a truck or equipment. The cash ending balance of the third
year of operation will be $164,515.
23
Fashion On-the-Go
24
Pro Forma Cash BudgetYear Ended December 31, 2014
Year Ended December 31, 2015
---------- Year 1 ----------- Year 2 Year 3Three-Year
Pre opening Post opening
Period
Cash, Beginning Balance $0 $0 $10,733 $14,816
CASH RECEIPTS:
Promotional Fee $250,000 $450,000 $450,000 $1,150,000
TOTAL CASH AVAILABLE
Total Cash Available $250,000 $460,733 $464,816 $1,175,549
CASH PAYMENTS:
Purchase: Used Truck $15,000 $15,000 $30,000
Rent: Office Space + Storage $39,600 $39,600 $39,600 $118,800
Renovation:
Truck $45,000 $45,000 $90,000
Office Space $0 $0 $0Painting/ Truck Wrap $5,500 $5,500 $11,000
Equipment Purchase
Cash Register System for Ipad $500 $500 $1,000
Register Counter $200 $200 $400
Company Ipad $400 $400 $800Racks/Shelves/Hooks $500 $500 $1,000
Curtain $500 $500 $1,000
Display table $250 $250 $500
Mirror $70 $70 $140
Lights $80 $80 $160
25
Office Equipment $500 $500 $1,000
Generator $1,000 $1,000 $2,000
Salaries
Manager (4) $80,000 $120,000 $140,000 $340,000Part-time employee $15,600 $15,600 $31,200
Supplies
Light Bulbs $60 $120 $120 $300Cleaning Utensils* $100 $200 $200 $500
OtherTJX Gift Cards $1,200 $2,400 $2,400 $6,000Vehicle inspection $300 $600 $600 $1,500Fuel $2,200 $12,000 $12,000 $26,200Professional/ Consulting Fee $2,500 $2,500
Legal $400 $800 $800 $2,000
Insurance $6,500 $13,000 $13,000 $32,500Repairs/Maintenance $7,000 $14,000 $14,000 $35,000
Permit $300 $300 $300 $900
Miscellaneous $5,000 $5,000 $5,000 $15,000
Interest Expense $3,200 $0 $3,200
TOTAL CASH PAYMENTS: $72,000 $142,660 $296,320 $243,620 $754,600
Excess/(Deficit)$(72,00
0) $107,340 $164,413 $221,196 $420,949
Cash, Ending Balance required $0 $10,733 $14,816 $12,181 $37,730
Ending Cash Position $96,607 $149,597 $209,015 $383,219
FINANCINGNeed incremental funding? Yes No No No
Repay Loan? Yes
26
EquityInitial
Funding
Founders Equity $40,000
Total Equity Sources $40,000 $0 $0
DebtTotal Cash Requirements for Period $72,000 $0 $0less: Total Equity Sources $40,000 $0 $0 $0Other Sources of Cash Required for Period $32,000 0 0
Begin. Loan Bal $32,000 $32,000 $32,000 $0plus: Additional Loan Borrowing $0 $0 $0 $0less: Loan Repayments $0 $0 $32,000 $0Loan Balance at end of period $32,000 $32,000 $0 $0
Profit $24,607 $117,597 $209,015
Human Resources-Management Team
27
Fashion On-the-Go is a young company with a young management team ready to bring the
company from the planning stages to the real world business stage. Since we are a new company we
don’t have a rigid company structure that could be found in larger companies. Rather, we have a
management team where each member brings a unique skill set to the company.
Brett Krutiansky is currently a freshman at Northeastern University. He is majoring in both
Computer Science and Business Administration. One of Brett’s first jobs was as an intern in
government, in the scheduling department of the Manhattan Borough President’s office. He worked with
other departments organizing events for the Borough President. He also helped make the day-to-day
schedule of the Borough President. Here he learnt how to work with others in a large organization and
how to work to deadlines. He also became the Manhattan Chapter President for the youth organization
NCSY. He was in charge of making events and expanding the base of members who come to weekly
meetings. When he started there was only a handful coming to the event, and by the end of his term
there were three weekly meetings across the city. It was here that he learnt that hard work and
determination make success. He used what he learnt to good use during his senior year in his high
school where as Captain of both his high school’s tennis team and model UN team, he lead them to the
most successful seasons at his high school. Last summer he built databases for an accountant and
maintained her online filing to ensure organization of files for efficiency, which will help when he takes
care of all the companies computer work. Now he is actively engaged on campus trying to make
Northeastern University a better place, through volunteering, working, and doing research projects all on
campus.
Diana Liu is currently a freshman at Northeastern University, with a double concentration in
finance and business management. She is well acquainted with inventory management and data entry
and has worked as an intern in a gift shop called “The Personal Touch”. During her internship, she had
worked as a cashier and handled money transaction, as well as the exchanges of goods. She also
managed the inventory and developed strong communication skills. Diana has past experience regarding
selling goods to customers and working in a start-up company. Also, she worked as a secretary in the
Social Studies department at Stuyvesant High School and is currently a law circulation assistant at the
Northeastern Law Library. Through these jobs she has learnt how to manage the workspace and handle
equipment. Like her co-founder Brett, she is an active member of the Northeastern University and
Boston communities through extracurricular activities such as Entrepreneurship Club, Econ Society,
Finance & Investment Club, and Peace through Play.
28
Lauren Schmidtke is a freshman at Northeastern University in Boston, Massachusetts. She has
very useful organizational skills as in high school she was treasurer of her school’s National Honor
Society and helped organize a fundraiser for the American Heart Association where she helped raise
over $2500. She developed interpersonal skills working at a local assisted living home as lead server and
coaching youth hockey for several years. Like her co-founder Diana, she is also involved with Peace
through Play, utilizing her ‘people’ skills teaching one child at a time.
Lucy Luo is a first-year student majoring in Business Administration and Economics. Prior to
coming to Northeastern, Lucy founded a non-profit initiative called “Wallet Farm”, which sold
handcrafted wallets in the shape of animals, and the profits were used to purchase livestock for
developing communities. She will bring her innovation skills she honed at “Wallet Farm” to Fashion
On-the-Go. She will also be bringing leadership skills, as she was the President for the Junior
Achievement Club at her local chapter. The club enabled students to start their own business from
scratch and work through the business cycle, giving her the experience she needs to make Fashion On-
the-Go a success. Through these projects, Lucy developed strong marketing skills and effective methods
of communication. Lucy has a passion for the arts and has taken art classes since elementary school. Her
skills include creating posters, designing prototypes, and crafting short animations. Currently, she is
taking a web development course. Lucy is proficient with Microsoft Word, Excel, and PowerPoint. She
has experience working with iMovie, Garage Band, and Adobe Photoshop. During her high school
career, she volunteered to help hospital patients as well as children through St. John's Rehabilitation
Hospital and Ontario Early Years Centre respectively, where she developed an impressive set of social
skills.
When we start to expand during our second year and need new employees we will follow a very
simple three-step model. Our first step is how we will be getting the new employees. For each new job
we will advertise by having a ‘Help Wanted’ sign on the bus, and a bin on the bus to accept resumes.
Since we only want enthusiastic local students working for us, we will be trying to get workers through
our customer base. Once we find the person who fits the criteria, we will then see how the applicant
handles customers (unruly and difficult ones alike). After we find the person who fits the criteria and is a
good fit with the company we will move on to step-two. The second step will consist of “engaging” the
employee in various ways. We want the employee to be just as involved in the company. To do this we
will include the new employee in the creative process by having them give us ideas on what clothing to
sell on the truck, and new ways to decorate the truck when the season changes, or when a holiday is
coming up. Step-three will be the rewards we offer for our employees. The more an employee works
29
with us the more responsibilities they will be given and the more their opinions are weighted when
making business decisions. Step-four will be how we are trying to keep the employees for our company.
We will be a clean and transparent company that plans on running a tight lean ship just like TJX.
Supply Chain and Operations
30
Figure 3: Fashion On-the-Go’s Supply Chain
Fashion On-the-Go’s supplies are the TJX Maxx, HomeGoods, and Marshalls. The management
team will be driving the truck to the three respective distribution centers to stock up on inventory. The
TJ Maxx’s closest distribution center is located at 135 Goddard Memorial Dr, Worcester, MA, while the
distribution centers for Marshalls and HomeGoods are at 83 Commerce Way, Woburn, MA and 1415
Blue Hills Avenue, Bloomfield, CT, respectively. Prior to making a trip down to the distribution centers,
the management team will decide on the quantity and type of merchandise they want to pick up based on
recent fashion trends as well as the customer’s demand. Each of the three distribution centers would
have already attached labels and barcodes on their products. The management team will input barcodes
into the Fashion On-the-Go’s database during the commute.
Fashion On-the-Go will be visiting the TJ Maxx and Marshalls distribution centers on Sunday
each well. The round trip to the distribution centers is 2 hours and 21 minutes; however a 30-minute
leeway will be allotted, making the trip 2 hours and 51 minutes by truck. At each distribution center, the
management team will spend two hours finding the merchandise that corresponds to their requirements
and one hour loading the stock onto the truck. Hence, the total time required to restock TJ Maxx and
Marshals merchandise will be nine hours. The management team will depart at 10 am and return by 6
pm.
31
Fashion On-the-Go will be visiting the TJ Maxx and HomeGoods merchandise monthly. Since
Fashion On-the-Go’s main focus is apparel, home décor merchandise is only a secondary product.
Therefore a monthly visit will ensure that the appropriate quantity of home décor inventory is restocked.
In addition, according to a survey conducted at Northeastern University, the target market has less
appeal towards home décor merchandise. Only 30% indicated interested in these products. The
management team will also restock TJ Maxx inventory on that day to ensure that apparel merchandise is
still available. The round trip to the two distribution centers will be 3 hours and 55 minutes and a 30-
minute leeway will be allotted, making the trip 4 hours and 25 minutes. At each distribution center, two
hours will be spent selecting the inventory and one hour will be spent loading the truck. Therefore, the
total time required restocking TJ Maxx and HomeGoods products would be 10 hours and 30 minutes.
On these days, the management team will depart at 10 am and return by 7:30 pm.
32
Appendix A. Resume
Brett Krutiansky2373 Broadway Apt. 1701, New York, New York 10024 - [email protected] - (917) 583-1549
EducationNortheastern University - University Scholars Program Boston, MABachelor of Science in Computer Science and Business Administration Expected May 2017Majors: Computer Science and Business Administration
Center For Kosher Culinary Arts Brooklyn, NYCertificate in Baking and Pastry Arts July 2013 – August 2013
High School of American Studies at Lehman College Bronx, NY New York State Regents with Honors Advanced Designation Diploma Sept. 2009 – June 2013GPA: 3.7/ 4.0
Colegio Tarbut Buenos Aires, ArgentinaImmersion Program in Argentina June 2012 – August 2012
Professional ExperienceOffice of the Manhattan Borough President: Scott Stringer New York, NYIntern in Scheduling Department July 2010 – February 2011
Used Microsoft Excel and outlook to prepare the Borough President’s calendar month to month. Went through Borough President’s daily mail and filled invitations to events by date and
importance. Coordinated with organizations and other employees to create Borough President’s daily
schedule.
Carol L. Buchman C.P.A. Financial Advisor New York, NYFinancial Executive Assistant June 2013 – August 2013
Created databases that could efficiently locate all of a client’s data and what forms the clients needed.
Maintained online filing to ensure organization of files for efficiency. Administrative duties like filing, filling out paperwork and calling clients.
Private Tutor New York, NYTutor in various subjects June 2010 - Present
Taught children in a variety of topics ranging from the humanities to math and science. Created science experiments and lesson plans to teach scientific concepts to children in a fun and
interactive way. After finishing the year’s curriculum with the kids we would progress onto more advanced topics
for example after finishing long multiplication with a child we would move on to basic combinatorics.
Leadership Experience
33
Varsity High School Tennis Team in PSAL A Division Bronx, NY Captain September 2009 – June 2013
Held tryouts to create a team. Coordinated with school’s athletic director to design and obtain jerseys for the team. Mentally and physically prepared the team to compete in the hardest tennis division in New York
City’s Public School Athletic League. Led the team to the quarterfinals, the farthest the team has ever gone in the playoffs at the A
level.
Model United Nations Team Bronx, NY Captain September 2009 – June 2013
Helped the faculty advisor choose which competitions to sign up for and then helped him sign up for that competition.
Created and prepared a team that won at the regional level and could competitively compete at the international level.
Won awards at the hardest competitions on both the regional and international level.
Student Government Bronx, NY Senior Representative September 2012 – June 2013
Organized events with other members of student government such as the first color war field day Motivated seniors to participate in school sponsored events.
Skills Proficient with Microsoft Word, Excel, PowerPoint, Access, and Outlook. Proficient in Python and learning Java and C++. Fluent in Spanish and Proficient in Hebrew. Excellent communication, interpersonal and team working skills.
DIANA [email protected]
52-30 39 Dr. Apt 3A Woodside, NY 11377
34
(347) 702-3465EDUCATIONNORTHEASTERN UNIVERSITY, Boston, MAFinance and Business ManagementAwards and Activities: University Honors Program, World Scholars Program, Finance & Investment Club, Economics Society, Peace through Play, Entrepreneurship Club
STUYVESANT HIGH SCHOOL, New York, NYDiplomaAwards and Activities: Science Olympiad, Chinese Modern Culture Club, Volunteer at the College Office, American Red Cross
May, 2017
June, 2013
EXPERIENCE:Law Circulation Assistant September, 2013 - PresentLaw Library, Northeastern University, Boston, MAOversee the circulation desk; answer all questions and field phone calls from library visitorsOrganize and reshelf books; process book returns and checkouts in library databaseEnsure all printers were functioning properly and complete administrative tasks as assigned
Secretary September, 2010 – June 2013Social Studies Department, Stuyvesant High School, NY, NYActed as a liaison between assistant principle and teachers by informing teachers of department
changes and schedule changesManaged office equipment and office space including tracking and lending out projectors and
laptopsPrepared and organized paperwork and other teaching materials for substitute teachers including
worksheets and videosInput student grades into database and calculated student & test averages for teacher
Intern July, 2012 – August 2012The Personal Touch, NY, NYOversee the front desk and cash register and handle returns and exchanges of goods; administer the payment
process for credit cards and other types of transactions.Managed supply of merchandise and kept concise inventory of products.Interact constantly with both customers and suppliers and promote the sale of products within the storeEnsure that the products are in their respective position and that no products were missing; Restock products
on shelves and racks when they run out
SKILLS/ INTERESTS:Computer Skills: Microsoft Office, Photoshop, Social MediaLanguages: Mandarin, EnglishInterests: Reading, community service, Chinese history
References Available Upon RequestLucy (Zhao) Luo
[email protected] Snowcrest Avenue, Toronto, Ontario, M2K 2K9
(617) 617-7112
35
EducationNortheastern University Boston, MA Candidate for Bachelor of Science Degree in Business Administration May 2017 Awards and Activities: University Honors Program, University Scholars Program, Finance and Investment Club, Economics Society, Student Council for D’Amore McKim School of Business Havergal College Toronto, ONAwards and Activities: Honors and Distinction, Student Innovation June 2012Award (Wallet Farm), Fencing under 17 and under 20 bronze medalist in Provincials, Model United Nations, Debate, Junior Achievement of Central Ontario: VP of Finance Award, 6th place in DECA Provincials for Finance, Shad Valley.
ExperienceWallet Farm Toronto, ON Co-Founder and Chief Finance Officer August 2011-Present
Generated over $3 000 in revenue, which was used to purchase farm animals for impoverished communities.
Managed cash flow and budget. Conducted lessons for elementary and middle school students regarding microenterprises.
Toronto Fencing Club Toronto, ON Community Coach March 2012-January 2013
Certified Community Fencing Instructor in 2012. Coaching beginner fencers and planning lessons/activities Communicating and interacting with parents and the head coach.
Volunteer Community ExperienceSt. John’s Rehabilitation Hospital Toronto, ON Unit Assistant September 2010- July 2013
Interacted with patients, nurses, and doctors by delivering and collecting meal trays. Updating patient health profiles and preparing new profiles for incoming patients.
Research ExperienceHaley House and Reweave Boston, MA Marketing researcher September 2013-Present
Collaborating with Boston Brewin and The Haley House to create promotional videos. Organizing a t-shirt designing contest to educate Roxbury residents about the Haley House. Research the importance and impact of grassroots enterprises.
Skills/InterestsComputer Skills: Microsoft Office Programs: Word, Excel, and Powerpoint. Garageband and IMovie.Languages: Mandarin, French, and English. Interests: Social entrepreneurship, youth empowerment, the arts, innovation.
References Available Upon RequestLauren Schmidtke
[email protected] 9012 Telford Crossing, Brooklyn Park, MN 55443
(763) 607-7826
36
EducationNortheastern University Boston, MAAwards and Activities: May 2018 University Honors Program Peace through Play
Champlin Park High School Champlin, MN Awards and Activities: June, 2013 Graduated with Highest Honors National Honor Society Officer - Treasurer/Fundraiser Organized a fundraiser for the American Heart Association Link Crew for incoming high school freshman Varsity Letters – Tennis & Lacrosse
ExperienceTradition Independent and Assisted Living Brooklyn Park, MN Food Service Server July 2012-February 2013
Served meals to elderly residents Lead Server February 2013-August 2013
Managed and set an example for other Servers
Personal Tennis Coach Brooklyn Park, MN Coached beginners aged 6-9 June 2013-August 2013 Planned lesson plans and drills
Volunteer Community ExperienceNorth Metro Youth Hockey Association Brooklyn Park, MN Youth Hockey Coach October 2010-March 2013
Coached beginners aged 4-8
Skills/InterestsComputer Skills: Microsoft Word and PowerPointInterests: Travel, volunteering, camping, reading
References Available Upon Request
B. Survey Results
i.
37
ii.
38
iii.
39
iv.
40
v.
vi.
41
C. Calculations
i. Fuel Calculation
*Warehouse Address: 84 Lincoln Street, Brighton, MA, Brighton, MA 02135
Fuel CalculationsWarehouse* to… MilesNortheastern University 8.5Harvard University 4.4
Umass Boston 16.3Total Distance (annually) 1658.4
Boston University 6.2 Warehouse to DC MilesTotal in a month
Total DC Annually
Boston College 4.7Marshalls and TJ Maxx 119 476 2856
MIT 6.7TJ Maxx and HomeGoods 216 216 1296
Tufts University 9.2Bunker Hill Community College 15.3
1st year total distance: 5810.4
Suffolk University 10.6
Berklee College of Music 7.1
Fuel Cost per Gallon: Nov 2nd 2013 3.952
Bentley University 12.3Straight trucks fuel economy (mpg) 11
Wentworth Institute of Technology 9.2 1st Year Cost: $2,088Wellesley College 27.7Total Distance (month) 276.4Total Distance (annually) 1658.4
16 Other College Near MA
Total Distance to Colleges(Annually) 21865.2
Brown/RISD/Johnson 108 Total DC Annually 4152UMass Amherst/ Amherst 180 Total Distance 26017.2
UConn 161Additional 2nd Year Cost:
9347.2704
Yale University 267 2nd Year Cost: $11,435
42
Dartmouth 262Holy Cross/ Clark 87.1UMass Dartmouth 127UMass Lowell 70.6University of Rhode Island 167University of New Hampshire 141Wesleyan University 225Babson College 26Total Distance (Monthly) 3644.2Total Distance (Annually)
21865.2
ii. Salary Calculation
Hours Wage for two employeesMonday 12-5pm 100Tuesday 12-5pm 100Wednesday 12-5pm 100Thursday 12-5pm 100Friday 12-5pm 100Saturday 12am-5pm 100Sunday Restock 0Mon-Sun 30 hours 6006 months 780 hours 15600
43
44
45
46
47
48
49
50
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Works Cited
"6 Benefits of Pop-Up Shops." Trendreports.com. TREND HUNTER Inc, n.d. Web. 09 Nov. 2013.
"American Mobile Retail Association: West Coast/SoCal." American Mobile Retail Association. N.p., n.d. Web. 11 Nov. 2013.
"Best Colleges." US News & World Report. N.p., n.d. Web. 09 Oct. 2013.
"Beyond Halloween: Pop-Up Stores Now Popping Up Year-Round." KMBZ. N.p., n.d. Web. 11 Nov. 2013.
"Big Future - College Search - Find Colleges and Universities by Major, Location, Type, More." Big Future – College Search - Find Colleges and Universities by Major, Location, Type, More. The College Board, n.d. Web. 10 Oct. 2013.
"Boston Colleges and Universities." StudyBoston.com. N.p., n.d. Web. 09 Oct. 2013.
Burkitt, Laurie. "TJ Maxx Hopes A New Ad Shop Will Help Ring Up Sales." Forbes. Forbes Magazine, 22 May 2009. Web. 10 Oct. 2013.
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