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Athletic Shoe Store Sample Business Plan

This sample business plan will provide you with the necessary guidelines for opening an athletic show store.

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Athletic Shoe Store Business Plan

Executive Summary

The Athlete’s Foot store in Pine Ridge Square will become the athletic footwear headquarters for the City of Coral Springs, Florida.

There are 29,000 school-aged children, of which over 11,000 participate in the city’s 16 structured athletic programs. There are 27 schools, with varying degrees of athletic programs, within three miles of the proposed location.

There are 57,000 adults between the ages of 20 and 54 within three miles of the center. That is the prime age of Florida’s running community. In January’s Walt Disney Marathon & 1/2 Marathon in Orlando, there were approximately 250 participants from Coral Springs, Coconut Creek, and Parkland. That is just an example of the abundance of dedicated runners in the community. There are no stores in Coral Springs which offer a collection of “serious” running shoes, or offer the novice or “less serious” runner a quality selection and education on the proper style, fit, and sizing for their needs.

The Athlete’s Foot will focus on the above two market segments. By capturing those primary customers, the balance of residents with sports shoe needs will be drawn to us, the obvious headquarters for athletic footwear.

The store will be located at the intersection of University Drive and Wiles Road. The key co-tenants are: Fresh Market, Bed Bath & Beyond, Blockbuster Video, Play It Again Sports (they do not sell athletic shoes), a 10,000 sq. ft. daycare center, a children’s and young men’s specialty clothing store, a learning center, four restaurants, and several other youth-oriented businesses. At the same intersection are: Kmart, Steinmart, Winn Dixie, McDonald’s, Wendy’s, three banks, six additional restaurants, and three gas stations. In total, there is approximately 400,000 sq ft of retail space at this intersection. University Drive is being extended north through Boca Raton. Wiles Road is being extended east, through Coconut Creek. There are approximately 55,000 cars per day traveling through the intersection.

There is minimal competition within Coral Springs. There are several “Mall” stores, which cater to a fashion athletic footwear customer. They offer limited service and virtually no technical knowledge or expertise for running shoes. As well, they make minimal effort at capturing the “sports specific” footwear, such as soccer, baseball, or football cleats, or related accessories.

The Athlete’s Foot will be a franchise of The Athlete’s Foot, Inc., recognized as the world’s leader in athletic footwear franchising. The Athlete’s Foot has over 700 company owned and franchised stores in 33 countries. By becoming an Athlete’s Foot franchise, we benefit from a comprehensive support program that includes:

  • Access to special vendor discounts including; Nike, Reebok, Fila, New Balance, Adidas, Converse, Brooks, etc.
  • Advice and assistance in real estate selection and negotiation
  • Proven store design, fixturing, and layout
  • Planned merchandising system, assortment direction, and coordinated inventory control
  • Comprehensive training in all facets of the athletic footwear business through required seminars and workshops
  • Ongoing support through video, monthly publications, regional meetings, and co-franchise networking
  • National Advertising Program and assistance with the local advertising campaign
  • The most sophisticated “Fit Technician” and Research and Development programs in the industry.

1.1 Objectives

The primary objectives of the business plan for The Athlete’s Foot are outlined below.

  • To make The Athlete’s Foot the headquarters for athletic footwear by offering knowledgeable and professional customer service. Customer service will be measured through repeat business (our goal is that 50% of our customers will return within 6 months for an additional purchase) and multiple sales (our goal is that 30% of our non-running and 60% of our running shoe sales are accompanied by an additional purchase).
  • To be an active participant and supporter of the Coral Springs Athletic Community and to develop a youth and adult running club to promote a healthy lifestyle through exercise. Our goal is to have 150 running club members by the end of the 18th month of club operation.
  • To achieve a 33% increase in sales year two and maintain a minimum annual increase of 15% thereafter.

1.2 Mission

The Athlete’s Foot is a retail store specializing in the sale of true athletic footwear for the entire family. The store will emphasis the sale of children’s athletic shoes and a full assortment of men’s, women’s, and children’s running shoes and accessories. We will provide consumers with technical knowledge on the proper fit and style of athletic footwear for their various needs. We will be the only full-service athletic footwear store with quality, knowledgeable sales help in this city of 100,000 people.

Our goal is to be the headquarters for the Coral Springs athlete. Coral Springs has one of the largest and most sophisticated community athletic programs in the United States. There are approximately 29,000 school-aged children within three miles of the planned store location.

We believe that to attain our headquarters position, we will need to become a visible member of the athletic community through sponsorship, seminars, team and league promotions and the development of a community running program.

Company Summary

The Athlete’s Foot sells quality athletic footwear for the entire family, specializing in running shoes and accessories. We have selected a location in a renovated shopping center anchored by Fresh Market, Bed Bath and Beyond, Blockbuster Video, and four restaurants. The balance of tenants caters primarily to children. The quality of our customer service and the lack of competition in the city will allow us to quickly become the footwear headquarters for the local individual athlete and various teams, leagues and schools. This Athlete’s Foot store, while part of a worldwide chain, will be family owned and operated.

2.1 Start-up Summary

The start-up costs include:

  • Store build out the store and operations
  • Inventory control, (computers and cash registers)
  • The foot scanner and fixture
  • Opening inventory
  • Franchise Fee.

Start-up costs will be financed through a combination of owner investment, short-term loans and lines of credit, and long-term borrowing.

Products

The Athlete’s Foot will sell the latest and most popular name brand athletic footwear for the family. Consumers will be educated as to the proper size, style, fit, and design needed for their particular use and foot characteristics. We will offer athletic footwear and accessories for almost every sport and active use. We do not intend to initially sell golf shoes or skates.

The shoes are purchased from the top manufacturers in the world, made possible through The Athlete’s Foot Corporation’s 700-store buying power. Names such as Nike, Adidas, Puma, Converse, New Balance, Asics, Saucony and Brooks are just a few of the styles we will be stocking. Inventory is tracked through our online cash register and computerized tracking system. Each day we are aware of the style, size, and quantity of every item sold in the store. Re-orders are drop shipped by the manufacturers, or can be rush ordered directly form The Athlete’s Foot warehouse, if needed.

The opening order will be placed through The Athlete’s Foot Corporate Warehouse, with their assistance as to styles and size runs. We will also be working with several other franchisees who have family footwear and specialized running stores for their input into our merchandise assortment. Over the first year, we will eventually place orders directly with the manufacturers, always having The Athlete’s Foot as backup for stock if required, due to a run on a popular shoe.

Market Analysis Summary

There are approximately 110,000 residents living within three miles of Pine Ridge Square. Twenty-six percent, (29,000) are between the ages of five and nineteen. Fifty-two percent, (57,000) are between the ages of twenty and fifty-four. Coral Springs has one of the strongest youth athletic programs in the country. There were 11,359 children participating in the 16 various sports programs throughout the year.

In addition, through the YMCA and other non-municipal sponsored leagues and programs there is an additional 3,500 children participants. This does not include the residents of neighboring cities like Parkland and Coconut Creek, which are within the market area and have an additional 3,000 participants. The city has 47 public parks, of which the six largest are devoted solely to athletics. The three-mile radius has four high schools, four middle schools, and 14 elementary schools in the public school system. There are an additional five private schools and three new schools planned for the next 18 months. Coral Springs is a young, active community, with outdoor sports played year round. The need for cold weather boots and shoes does not exist, therefore, athletic shoes are worn year round.

The residents of Coral Springs are in the upper income brackets, with an average income of approximately $68,000 per year. Eighteen percent of the area’s population earn in excess of $100,000 per year. In the next three years, that percentage is expected to increase to 25%. This affluent, active resident is willing to buy the latest in athletic footwear, if the service and assortment are strong.

The top two ACORN Consumer Groups determined by CACI, an international information technology corporation, within three miles are: Prosperous Baby Boomers, (30.7%) and Baby Boomers with Children, (17.4%). These are our primary target markets.

While we have focused on the immediate three-mile radius of residents, the co-tenancy of Fresh Market and Bed Bath and Beyond will generate customers from a 5 – 7 mile radius. Additionally, there are two specialty retailers in the center, Widensky’s Children’s Clothing and Jonathan Reed Young Men’s Clothing, which have a customer base throughout Broward and Palm Beach Counties.

We are confident that we will capture the true athletic adult with our assortment and service. By capturing the children’s business, through the same assortment and service, we can also become the “family athletic footwear store.” While the typical “family adult” may not be as “active” as our target runner, the convenience and professional service we will provide will allow us to become “their” athletic footwear store.

To recap, our target markets are:

  • The True Athletic Adult
  • The True Athletic Participant Children.

By serving these customers well, the balance of the less active community will identify The Athlete’s Foot as the athletic footwear headquarters.

4.1 Market Segmentation

The Athlete’s Foot feels there are two types of customers the store needs to attract: the Runners and the Non-runners. These groups are subdivided in the following sections.

4.1.1 Runners

  • “True Runner” – Runs between 20 – 40 miles per week. This person is generally between 30 – 45 years old, both male and female. This segment may also include high school track and cross country runners. This person wants the latest in technology, regardless of price. The True Runner would be the running circuit’s answer to the “computer freak.” You may find him/her running at 5:00 a.m. or 10:00 p.m., whenever it can be fit into his/her schedule. The True Runner frequently runs in races throughout Florida and may even travel further to combine races with social visits or vacations. Generally, the True Runner is in the upper income brackets. There are 6,000 families earning over $100,000 per year within three miles of the proposed location.
  • “Weekend Warrior” – May run up to 20 – 25 miles per week, but most of that is on Saturday and Sunday. A job or family restriction may not allow running to be scheduled during the week. This segment includes males and females between the ages of 25 – 35. This person is most frequently the parent of a young family and is looking for quality and an affordable price. The Weekend Warrior will run in local races. Typically, the Weekend Warrior is in the upper-middle income bracket: often two spouses working, with substantial disposable income. There are close to 12,000 families in this income bracket within three miles of the proposed location.
  • “Running for Attention” – People in this segment run 6 – 10 miles per week. He/she wants to look like a runner regardless of ability and will frequently go to parks, the beach, and other highly visible places to run. Most often is a single person looking to meet other singles. Interested in the latest styles, but, he/she must look good. A person who is Running for Attention purchases coordinated outfits and accessories, running bottles, and timing watches. This segment also spans both males and females between the ages of 30 – 55. A member of this segment can be seen frequently at races, but not always running. He/she also belongs to local health or tennis club. There are approximately 7,000 single households within three miles of the proposed location.
  • “Running for Need” – Two different groups within this classification.

The first is the ex-high school or college runner. He feels the need to remain active/competitive, but does not have the discipline to train alone. Will become an active runner in spurts, but not consistently because he needs motivation. Typically, the Running for Need segment is comprised of males between the ages of 18 – 30.
The second are the individuals who have been told by a doctor, spouse, or employer that they need to get into better shape … or else! This is a very enthusiastic runner initially, but, quickly realizes that this is not always fun and can become very boring. Again, not a consistent runner, but, can become one if they remain motivated. Motivation relies heavily on the support of  family and friends. While it is impossible to determine the number of people in this segment, these folks may be one of the easier to contact. Through medical journals, health food stores, and medical offices, this is a prime target for referral marketing.

“Running Fashion” – This is someone who purchases running shoes, but, is not a runner. He/she simply likes the style or the feel of a quality running shoe. Many working people on their feet for extended periods, factory workers, delivery people, airport employees, any type of outdoor work not requiring safety shoes, and students are a few examples.

4.1.2 Non-runners

  • Infants – While not a high volume, the first pair of shoes for most infants is an athletic style. The first pair of Nikes or Pumas can be a very proud moment in a young family’s development. Being able to properly measure and fit an infant’s foot is critical to developing a following in this market segment. Credibility in the sales to the parents or older sibling will determine if you receive to opportunity to serve the newest member of the family. There are approximately 6,000 children below the age of five within three miles of the proposed location.
  • Children – Possibly the most important segment other than adult running. With approximately 20,000 potential customers, this group must be a primary focus for any family business. Regardless of athletic level of participation or interest, virtually every child has at least one pair of athletic shoes. More often, children have several, depending on their preference of sports or style. The importance of capturing this business is intensified based upon the built-in obsolescence due to the growth of their feet. There are approximately 17,500 children between 5 – 12 within three miles of the proposed location.
  • Teens – This used to be the most important segment in athletic footwear. The local teen boy and girl had to have the new Michael Jordan high-tops, at $100, every eight months. Today, that need has diminished, but teens still remain a critical element to a successful athletic shoe retailer. While it may not be the “required” footwear in middle or high school, it remains a primary asset of every teen’s wardrobe. Due to their ever-present concern for being in style, most Coral Springs teens still require name brand, in-style athletic shoes in their stable of footwear. As well, every teen needs a pair for practical use. That may include participant sports, physical education class, or simply something to wear with jeans. Teens also wear a lot of sandals and athletic aqua/sandals, which are newer categories in athletic footwear stores. Coupled with their still-growing shoe size and concern for the latest style, teens remain an important focus. There are approximately 10,500 teenagers within three miles of the proposed location.
  • Adults/Non Participant – While some adults never participate in a sport, almost all own a pair of athletic shoes. The non-participant adult may be the most difficult segment to capture. The upper income adult will still want name brand newer styles. The middle and lower income adults will look to the discount department stores and “discount shoe warehouse” concepts for practical athletic footwear. This customer is also less concerned about customer service and the proper fit, since they are not as hard on their athletic shoes and buy less frequently.
  • Active Young Adult – Twenty to twenty-four years old. This is a small segment, approximately 5,500 people, but these individuals tend to be very active. Participating in sports is still a social activity for this primarily single group. Baseball, Basketball, Softball, Soccer, and Flag Football leagues are popular with this age.
  • Adults/Participant – Twenty-five years old and above. This segment can be divided best by income level.
  • An active, upper income participant will look for quality, name-brand footwear based upon the sport that requires the purchase. These adults are willing to pay a higher price for a new style or features they deem are important.
  • The active middle income participant will again look for a quality shoe at a competitive price. This group may not require the newest style, but still wants good quality with basic features for the sport they participate in.

4.2 Target Market Segment Strategy

We will focus on two primary market segments:

  1. The “Active Family” – The Active Family will be the focus of our non-running marketing effort. They give us the largest target, most opportunity for multiple sales, and allow us to gain further access into the community’s numerous leagues. A typical active family would be described as parents in their late 30’s and early 40’s with two children. If the children each play two sports, that would require a minimum of two pair of shoes per year, for each. If the parents are also active, that could amount to an additional two pair per year. With the need to purchase six pair of shoes per year, we expect this family to make shoe purchases anywhere from three to six times during the year. They may visit the store an additional three to four times for accessories or simply to browse while in the center. For example, there are 13,000 participants in the Coral Springs Youth Soccer Program. Every one of them needs a new pair of soccer cleats every year. Currently, they need to leave Coral Springs to get a good selection of styles. This is a volume customer, but our goal is that the entire family comes along for the ride, and through service and knowledgeable sales help, an additional sale is consummated. This average sale will be approximately $40.
  2. The “True Runner/Weekend Warrior” – The next most important segments will be the participant runner. The average sale for this customer will be between $70 – $90. This customer should always make an additional purchase when visiting. Running socks, running apparel, running accessories, or supplements should be added to this ticket. By capturing the True Runner, the less serious runner will be attracted to the store to be able to associate with their more serious counterpart.

We anticipate that 70% of our annual volume will come from these two classifications. The balance will be sport-specific buyers and non-family participants.

4.3 Industry Analysis

The retail athletic footwear business has been tarnished in the past two years due in part to the failure of several highly visible large store formats. Most recently, Just For Feet filed Chapter 11 and is currently liquidating the entire company stock. In addition, several large general sporting goods retailers have either closed entirely or reduced the number of stores in the chain. There are a number of reasons for this demise, the lack of demand for high-priced basketball shoes being a primary reason.

For the general sporting goods chains, the drop in basketball shoe sales as well as the drop in popularity of NBA/Logo clothing has taken it’s toll. The “superstore” concept in the sale of athletic shoes has proven to be unsuccessful. You can sell as many shoes in 2,000 sq. ft. as they were selling in 15,000 sq. ft. Neither of those concepts provided competent customer service in the purchase of a pair of participant shoes. Too many styles causing broken size ranges and constant clearance sales educated the consumer to not rush out to buy a new offering. Anyone looking for technical information when purchasing a pair of running shoes was simply unable to find it.

Successful athletic shoe stores are offering quality customer service and a strong assortment of the new style of shoes. They must also offer shoes in all price ranges, to assure that the entire family can be satisfied.

Our aggressive sales and marketing approach, while slightly reducing the gross margin, will allow for anticipate significant increases in volume (33% year two), to offset any reduction in net profits.

4.3.1 Competition and Buying Patterns

When purchasing athletic footwear, customers need a knowledgeable sales person to guide them to the proper shoe. By offering our exclusive Athlete’s Foot Computerized Scanner, as well as extensively trained associates, called Fit Technicians, we will provide the most sophisticated service in the market.

The competition within Coral Springs consists primarily of the regional mall athletic footwear stores. There are three stores in Coral Square Mall, all company owned. These stores cater to the “fashion athletic” customer. Coral Square Mall is a “B” mall, and has a reputation within the community of being a “hangout” for teenagers and gangs. The true participants generally have to leave Coral Springs for Boca Raton or East Ft. Lauderdale to shop in specialty running or sporting goods stores. Our advantage over these mall stores will be superior customer service and technical knowledge, and a more convenient atmosphere, which the mall stores cannot reproduce.

There are three children’s specialty stores that carry infant and children’s athletic footwear in Coral Springs. One is well entrenched in the community and will be a difficult competitor. Our advantage over these stores will be our larger assortment, specialty sport shoes (which these stores do not carry, ex; soccer and baseball cleats), and the ability to serve the entire family’s athletic footwear needs. Our challenge will be their ability to provide non-athletic shoes for the youth customer.

The other competition will come from discount department stores (Wal-Mart, Kmart, Target), and discount “rack” shoe stores (Payless, Rack Room, Famous Footwear). These stores will serve the non-participant athletic shoe customer, which is not a primary customer of ours. We will carry an assortment of discontinued and clearance shoes, which should help us to be competitive with these stores.

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Sports, Outdoors & Fitness

Lawn And Garden Service Business Plan Sample

This sample will provide you with some of the elements that should be included in your lawn and garden service business plan.

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This sample will provide you with some of the elements that should be included in your lawn and garden service business plan. Use this example to compile your own.

1. Executive Summary

Fescue & Sons Yard Care is a residential lawn care service targeting rural middle-class homes with large yards which the owners cannot care for well on their own. Over the last three years, the prices for homes in the nearby urban area have skyrocketed.

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Many families in our targeted income bracket have chosen to buy larger parcels in the nearby countryside, rather than spending huge amounts on small lots in the city. However, many of them are unprepared for the level of care such large lawns require, and end up with small gardens near the house, and overgrown acreage further away.

Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue. For the last five years, Red has worked as head landscaper at ABC Landscaping. He now has the design and lawn-care expertise, as well as the management experience, to begin his own business. Kikuyu is a graphic designer and master gardener.

Her skills will be extremely useful in creating the look of our marketing materials, from brochures to business cards to newspaper ads. She will continue to work in her current job while Red manages the day-to-day details of the company.

Over the first summer, Red will be the primary employee, with some part-time help from his son, Rye. Rye has worked with Red at ABC landscaping and will continue to help out at Fescue & Sons in the summers.

In the coming spring, we will hire an additional landscaper for seasonal work, and may hire another if demand warrants. In mid-summer of Year 2 we will purchase additional equipment, including a second trailer or used truck.

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As a business with largely seasonal profits, we will use the high summer revenues to support the business through the winter’s leaner months. We will have a modest profit in the first year, but expect profits over $8,000 in the second fiscal year and over $10,000 in the third year.

1.1 Objectives

Our objectives for the first three years of operation are to:

  • Create a service-based company whose primary goal is to exceed customers’ expectations.
  • Obtain contracts for yard service in at least 30 different residential homes.
  • Increase our number of clients served by 3% per year.
  • Develop a sustainable home business, being maintained by its own cash flow.

1.2 Mission

The mission of Fescue & Sons Yard Care is to provide top-quality residential and commercial yard care service. We will strive to attract and maintain customers by providing services in the most timely manner to provide 100% customer satisfaction. Our services will exceed the expectations of our customers.

1.3 Keys to Success

  • Experienced landscaper with excellent customer-service skills
  • Commitment to high quality and professionalism in every task and encounter
  • Small size, allowing direct management oversight of every project and employee

2. Company Summary

lawn-and-garden-service-company-summary

Fescue & Sons Yard Care will offer residential and commercial lawn care service, including lawn cutting, trimming, edging, and removal of the clippings.

Most of our customers will use our services once every week or every two weeks, depending on the amount of rain we get.

In this area, lawn care needs vary greatly depending on the weather, and while this year is likely to be dry, future years will probably see a return to normal rain levels, meaning faster-growing grass and weeds and more frequent lawn care.

2.1 Company Ownership

Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue.

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As the business grows, the owners will consider re-registering as a limited liability company or as a corporation, whichever will better suit the future business needs.

2.2 Start-up Summary

Fescue & Sons Yard Care’s start-up costs include:

  • Home office equipment: file cabinet, computer system (including printer, scanner, and fax software)

Long-term assets:

  • Vehicle: The owners are contributing a 1998 Toyota pickup to the business

Short-term assets

  • Two commercial mowers
  • Trimmer: used to reach grass around trees and other hard to reach areas
  • Edger: cuts grass that grows over the border of the lawn and driveway
  • Blowers: blasts stray clippings that litter the sidewalk and driveway
  • Hedge trimming equipment
  • Two rakes
  • Two shovels
  • Two pruners
  • Two loppers
  • Safety equipment, including steel toed shoes, goggles, gloves
  • Standard tool box with tools for simple repairs.

3. Services

lawn-and-garden-service

Fescue & Sons Yard Care will provide residential lawn care service which includes lawn cutting, edging and trimming. Optional services will be available upon customers’ requests.

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The service is typically offered once a week in season, but we can create a custom schedule for clients if they have beginning of the season projects, or if the weather changes their lawn care needs.


4. Market Analysis Summary

garden-market-analysis-summary

Fescue & Sons Yard Care will target rural middle-class families with larger lawns or parcels of property. This population is the most likely to use a lawn care service such as ours, since they often have more acreage than they can easily care for.

Red will be canvassing neighbourhoods and posting flyers to develop a clientele. We will also place advertisements in the local rural newspaper to develop visibility for Fescue & Sons Yard Care.

In the second year, Red will expand service beyond the small rural town to the urban area located 15 miles east.

4.1 Market Segmentation

Fescue & Sons Yard Care will be targeting families with annual income over $50,000. The median income of $50,000 and above is targeted because they tend to have more disposable income for the care of their lawn, whereas lower income families will tend to provide their own lawn care.

Related: Free Sample Marketing Plan Template

Over the last three years, the prices for homes in the nearby urban place advertisements have skyrocketed. Many families in our targeted income bracket have chosen to buy larger parcels in the nearby countryside, rather than spending huge amounts on small lots in the city. However, many of them are unprepared for the level of care such large lawns require, and end up with small gardens near the house, and overgrown acreage further away.

By targeting customers with large lawns and parcels of property, we will fill the niche created by urban flight, as well as keep our margins higher than we could with small lawns. Transportation time and costs for all the equipment make it more profitable to do a few large lawns than many smaller ones.

By doing a superb job on these rural lawns in the first year, we hope to build a positive reputation which will carry over with recommendations to co-workers and friends in our customers’ former urban neighbourhoods. Since we want to maximise lawn size cared for in both settings, our eventual outreach to urban dwellings will focus on high-end houses and lawns on large, often older, lots.

4.2 Target Market Segment Strategy

Initially, we will canvass nearby homes in our rural town. Red will be basing the business out of our home, very close to the target market. Red will start by speaking with his own neighbours.

Although some people are put off by solicitors, Red is their neighbour, so they will be more comfortable with him and he will be able to make his sales pitch. We will also put some small signs on our own lawn advertising our service.

Once Red has built up a steady list of customers he will begin to run advertisements in the local paper to gain access in different neighbourhoods. In the second year, we will continue running ads and begin outreach to the more affluent city customers with large lawns.

4.3 Service Business Analysis

Fescue & Sons Yard Care will be working in the lawn care industry. The industry includes both residential areas (individual homes) and commercial areas (apartment complexes, business parks, schools, etc.).

The commercial side is generally serviced by larger landscaping services. The residential side is serviced by both landscaping companies and basic lawn care service companies.

The lawn care business is made up of many small companies. This occurs because of the high labor intensity and low start-up costs of the industry. The industry is vulnerable to recession, as lawn care is a luxury.

Lastly, the lawn care industry is seasonal, with the high season being spring through fall. There is usually little activity in the winter, but some can be achieved by acquiring a clientele that will utilise monthly maintenance through the winter months.

4.3.1 Competition and Buying Patterns

The lawn care business can be divided into two types, residential and commercial. As a start up or one person business, it is much easier to enter into the residential market compared with the commercial market. The commercial market is dominated by larger, established companies.

Related: The Ultimate Marketing Tool Library for Entrepreneurs

Within the residential market, there are two competitors: full-scale landscaping companies and basic lawn care services. The full-scale landscaping companies will generally be handling jobs outside of Fescue & Sons’ range. They are servicing even larger homes that require other landscaping activities that need more equipment and multiple employees.

The margins are therefore larger for the full-scale companies because they can charge more for the higher-skilled work. The other competitor is the basic lawn care services, not unlike Fescue & Sons Yard Care. In the residential market, the current competition is underwhelming and often lacks basic quality and professionalism.

The trend with the residential customers is that they are making their purchasing decisions based on referrals and perceived professionalism and quality of service.

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Sports, Outdoors & Fitness

Sports Memorabilia Business Plan

Turn your passion for sports into a successful venture but first you will need a business plan such as this one.

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Sports Memorabilia Business Plan

Executive Summary

Jerseys R Us (Jerseys) is a Massachusetts-based collectible sports jersey store. Jerseys focuses on offering famous player baseball, football and cycling jerseys. Jerseys is an existing business that is being purchased by Phil Garment. Jerseys will reach profitability by the end of year one and will modestly generate profits for future years.

The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults. In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in all three.

Jerseys R Us has recognized three keys to success that will be instrumental. The first is having a comprehensive inventory. This will serve as an attraction to get many people browsing the store for what is for sale. The second key is to listen to customers. Having an active feedback loop will be essential for Jerseys to exceed customer expectations. The last key to success will be to implement and adhere to strict financial controls.

Jerseys’ competitive edge of inventory will be leveraged to quickly grow sales. The inventory is an advantage for two reasons. First, it is very comprehensive, much more so than its competitors. Second, having a constant turnover of inventory will also be effective in increasing the times that an individual customer will come back to Jerseys to check up on any new products.

Jerseys R Us is owned and led by Phil Garment. Phil is a lifelong sports fanatic. He is passionate about sports which is clear just from speaking with him. After receiving his undergrad degree, Phil went to work for a leading sports marketing firm where he developed an incredible web of networking contacts. These contacts are instrumental in getting access to rare, hard to find jerseys. Phil also received great project management skills from the experience. To bolster this work experience, Phil studied for an MBA, providing him with the requisite skills for running a business.

1.1 Mission

It is Jerseys R Us’ mission to be the premier jersey collectible store. This will be accomplished by offering a wide selection of fair-priced jerseys and ensuring complete customer satisfaction.

1.2 Keys to Success

  • Having a comprehensive, worthwhile inventory.
  • Listening to customer feedback.
  • Follow strict financial controls.

1.3 Objectives

  • To be the premier sports jersey collectible store in the Mappleton area.
  • Have constant turnover of inventory encouraging customers to come in often.
  • Be known for excellent customer service.

Company Summary

Jerseys is an existing business that is being purchased by Phil Garment. The business will be a sole proprietorship. The business is being sold because the previous owner is ready to retire. For a lump sum, the lease will be transferred and Phil will receive the current inventory as well as the good will of the business. The name will remain the same and the inventory will also be similar, however, in addition to baseball and football jerseys, Phil will stock cycling jerseys as well.

2.1 Company History

The business began as Jerseys R Us back in 1980 by Chuck Jack. Chuck is ready to retire and was looking to get a bit of cash from his business, recognizing that a large portion of his retirement account will be supplied by his wife’s pension.

2.2 Company Ownership

Phil Garment is the sole proprietor.

Products

Jerseys R Us sells famous players’ collectible sport jerseys, typically from baseball, football, and cycling. There is a huge market for famous player jerseys, especially in Massachusetts which has rabid sport fans. The products will be procured through two sources, the first is personal networking, the second is eBay. While some customers might actually wear these previously worn jerseys, most are purchasing them as a collectible that they will put on display.

Market Analysis Summary

The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults. In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in the cycling jerseys.

Jerseys will employ different strategies to market itself to the two different market segments. While Jerseys will use an active marketing strategy, they will also rely on walk-by traffic as an excellent source of walk-in customers.

4.1 Market Segmentation

Jerseys will be targeting two distinct types of customers. Each one has its own distinct demographics.

  1. Children: these are kids typically ages seven to 15. They often participate in sports but are also caught up in viewing/following of professional sports and enjoy collecting memorabilia. While this group does not have significant amounts of discretionary income, a function of their age, they typically do get an allowance and save their money for purchases relating to sports.
  2. Adults: this market segment is typically very active in sports, they either play sports or follow it religiously. To them, nothing would be better than to stay in front of a TV for the entire Saturday or Sunday watching all the different games that day. Sixty-five percent of the adults that collect memorabilia began as a child and have continued into adulthood. The average income of this group $45,000. Fifty-five percent have at least some college education. This group enjoys to watch sports, while most of the observations occur with the TV, this group views live sports at least 10 times a year.

4.2 Target Market Segment Strategy

Jerseys recognizes the need to try to communicate to both segments of the market and that a campaign must be developed separately for each group. Of the advertising that Jerseys will be undertaking, some will be utilizing magazines with primary child readership demographics for the child market, and adult publications for the adult segment. To attract additional child attention, Jerseys will also sponsor a few little leagues to ensure a presence among the children. The walk-in traffic of the store will be primarily adults as the store is located in a busy commercial retail area of the city and while some children do walk through the city browsing, the walk-in traffic will be primarily adult.

4.3 Industry Analysis

The sport collectibles market is made up primarily of mom and pop stores. There are very few larger stores or chains. This is the case to a large degree due to the fact that the products are used, one of a kind items. They are often hard to come by, thereby limiting the ability of a larger store to buy larger quantities, leveraging scales of economy.

The popularity of eBay has significantly increased the quantity of trades in the U.S., opening up the market for a much larger audience. While the market has opened up significantly, prices have seemed to rise. It can be speculated that the prices have risen due to the phenomenon of a bidding frenzy where people get all worked up about winning the auction and bid irrationally, relying on emotion to guide them through the auction. Because Jerseys has inside market knowledge, it is able to avoid the auctions that are unreasonably high and concentrate on the auctions that have gone unnoticed and are soliciting low bids. The high bid phenomenon of eBay therefore supplies a steady stream of customers to Jerseys because the customers are looking for reasonable prices, as well as the ability to touch ad feel before they purchase.

4.3.1 Competition and Buying Patterns

Jerseys R Us faces two sources of competition:

  1. Local sports collectible retail stores. There are two other retail stores in the city, however they tend to concentrate more on equipment than clothing.
  2. eBay. This is a good source for the same products that Jerseys’ sells, however, prices are not always reasonable.

The buying habits of customers depends to a large degree on age and amount of knowledge they have regarding the market. The younger the customer, the more likely they will want to touch and feel what they are buying. The older the customer, the more they are willing to rely on a description of the item for their purchase as opposed to needing to see it in person. Additionally, the more information they have about the market, the more confident they are about bidding or buying something somewhat unknown since they can speculate its worth.

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Sports, Outdoors & Fitness

Indoor Soccer Facility Sample Business Plan

Start up your indoor soccer facility with the help of this sample business plan.

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Indoor Soccer Facility Business Plan

Executive Summary

Dribbling Indoor Soccer is the only indoor soccer facility in the Wingback County area.  The population of Wingback County is 240,000 residents.  Dribbling Indoor Soccer has two professional-style, lighted fields, (73′ x 140′) featuring Field Turf®, for fast-action, fun soccer.  No matter what the weather conditions are, day or night, soccer players will find a safe, clean, and friendly atmosphere for soccer enjoyment.

Several divisions for youth, men, women, and coed provide all players–from beginners to highly skilled–the right environment for recreational yet competitive soccer.  League play is continuous year round.  All league participants are required to become members of Dribbling Indoor Soccer.  The annual fee is $40.  Team registration per session is $700.  Each session has 10 games with championship awards being given to the first place team.

In addition, skills clinics are available for beginning adults and those wishing to polish their skills.  The two fields can also be rented for practices, birthday parties, corporate events, preseason and post-season team parties, camps, clinics, school grad nights, fund raising tournaments, organized lacrosse and field hockey leagues and more.  A soccer store is on site to provide leading soccer brands to players, teams, leagues and schools.  The facility will also have a small cafe that will serve drinks, sandwiches, and pastry.

Dribbling Indoor Soccer projects that the center will have more than 1,000 members, 30 adult teams and 30 youth teams by the end of year one.

1.1 Objectives

The objectives for Dribbling Indoor Soccer are the following:

  1. Build facility membership to more than 800.
  2. Register 30 adult and 25 youth teams by the end of first year of operation.
  3. Develop facility potential to be rented for special events.

1.2 Mission

The mission of Dribbling Indoor Soccer is to provide Wingback County residents with a state-of-the-art soccer facility that will enable both youth and adults to enjoy the sport of soccer year round.

Company Summary

Les Klew has been a fixture of the county’s soccer community for the past twenty years.  Over the years he has coached hundreds of children.  Many of his first players now have children of their own.  Currently, he is the supervisor of soccer officials for Wingback County area.  His level of expertise in soccer has made him an important contributor to the development of the sport in Wingback County.  He has instant credibility with players and coaches.

Like Les, his wife Noh has been an important booster of soccer in Wingback County, especially women’s soccer.  Noh has coached numerous girls teams and has served as the chairperson of the Wingback County Soccer Association.

The opening of Dribbling Indoor Soccer is a natural next step for this couple that has been so important to the growth and love of soccer in the county.

Both will actively use their contacts to promote the facility to players and coaches.

2.1 Company Ownership

Dribbling Indoor Soccer is owned by Lester (Les) and Naomi (Noh) Klew.  The business will maintain a sole proprietorship status for at least the first two years of operation.  The business projects that the Ouisterfield facility will be so popular that a second indoor operation will be established in the nearby city of Midfield.  At that time the business will reorganize to become an S Corporation.

2.2 Start-up Summary

The start-up cost of Dribbling Indoor soccer is focused primarily on the field installation and the setup of the soccer store.  The Les and Noh Klew will invest in the business, and, addition, the Klews will obtain a long-term loan.

2.3 Company Locations and Facilities

Dribbling Indoor Soccer is located on West 18th Street in the city of Ouisterfield.  The 30,000 square foot facility is a former warehouse that will be converted into a playing facility.  The location is easily accessible to all city residents.  It is nearby Southtowne Park with is the largest and most popular city park.  This unique location is perfect.  In addition, the facility has ample off-street parking.

Products and Services

Dribbling Indoor Soccer is an indoor soccer facility that offers league play, soccer training and a soccer shop.  The facility is also available to be rented out for special events.

The following is the fee schedule:

  • Annual Facility Membership: $40
  • Team Registration per Session: $700
  • Facility Rental Fee: Member $55 – 65/hr, Non-Member $80/hr
  • Skill Clinic Fees: Range from $80 (per week) for children, to $400 for groups

They are led by soccer skill instructors with “A” Level Coaching Certification.  The skill clinics are geared toward the novice who wants to improve their soccer skills.

The facility also has a soccer shop that sells the very best in soccer gear, indoor and outdoor.  The shop has the best selection of turf shoes available in the city.

Market Analysis Summary

Soccer is a popular sport in Wingback County.  Currently there are 6,000 children participating in the youth soccer leagues, and 3,000 adults participating in the adult league.  The number of players are growing dramatically.  There are two factors that are impacting the popularity of soccer.

The first is the large number of children in the county under the age of 12.  There are approximately 30,000 children in the county under the age of 12.  The projection is that the percentage of children under the age of 12 will continue to grow for the next five years.  The most popular sport with this age group is soccer.

The second factor is the growing number of young people between the ages of 24 – 35 that are participating in team sports.  Participation in coed softball has increased by 20% each year for the past three years.  The demand for fields has led to the county building four new playing fields this year.  Adult outdoor soccer league has grown by 50% over the past two years.  Currently, there are 24 adult league teams participating in the outdoor city soccer league.

4.1 Market Segmentation

Dribbling Indoor soccer will focus on the following target customers:

  • Youths, ages 6-14 years of age.
  • Adults, ages 24-35 years of age.

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