(T-Wave Consulting) Final Report

T-Wave Consulting 4/27/15
T-Wave Consulting Group
Tiny Buffalo Clothing
4/27/2015
strategicmanagement@gmail.com
Tiny Buffalo: Move to Magazine
Street

1
Executive Summary
Business Description
Tiny Buffalo Clothing is a custom t-shirt
printing and design shop located in Uptown
New Orleans that was founded in 2010 by
two young graphic designers. Tiny Buffalo
is one of the only custom clothing digital
printing companies in New Orleans. The
company uses state-of-the-art digital
printing technology to print directly onto
items including t-shirts, sweatshirts, and
bags. The inkjet digital printer is able to
quickly print highly detailed designs and
graphics with multiple colors while
maintaining great quality.1
Business Problem
Tiny Buffalo wants to increase the
visibility of its t-shirt printing presence and
expand its operations into the graphic
design sphere. In its current location on
Oak Street, Tiny Buffalo Clothing has
limited exposure to its target market and
customer foot traffic. Tiny Buffalo wants to
assess the feasibility of moving its
operations from its current location on Oak
Street to a more visible and populated
location on Magazine Street.
1
http://www.tinybuffaloclothing.com/about/
Project Objectives
T-Wave Consulting Group analyzed the
feasibility of moving Tiny Buffalo’s
storefront to a new location on Magazine
Street. T-Wave Consulting weighed the
potential profits of increased foot traffic
from the new location and added graphic
design services against the additional
marketing and real estate expansion costs
to assess the feasibility of the move. Tiny
Buffalo set a $40,000 budget for the
project, which includes the cost of new real
estate, marketing initiatives, hiring two
employees, and the purchase or lease of a
new digital printer.
Research and Analysis
T-Wave Consulting Group analyzed the
feasibility of Tiny Buffalo moving its
operations to Magazine Street by
researching the additional real estate,
marketing, and printer costs associated
with the move. T-Wave Consulting used
excel to develop a scoring matrix for each
of the real estate options, marketing
channel choices, and printer models to
determine the ideal moving strategy for
Tiny Buffalo.

2
Conclusion
T-Wave Consulting used three different
rating matrices to find the ideal real estate,
marketing mix, and digital printer model
for Tiny Buffalo’s move to Magazine
Street. Throughout our research, we found
that Tiny Buffalo’s initial moving budget
of $40,000 is sufficient enough to cover the
rent of a new location on Magazine, four
promotional marketing channels, and the
price of a new printer for the first six
months following the move.
Based on the results of the excel scoring
matrices, T-Wave Consulting created a set
of recommendations for Tiny Buffalo. The
chart below summarizes T-Wave
Consulting’s ideal choices for a new real
estate location, promotional marketing
channels, and updated digital printer
model.
Recommendation
Based on our financial projections over the
next three years, T-Wave Consulting
recommends that Tiny Buffalo move its
operations to Magazine Street during the
first quarter of 2016. T-Wave Consulting
made assumptions on the added sales
revenue from the increased foot traffic of
the move to Magazine Street, and about the
additional revenue streams from new
graphic design offerings. After assessing
these revenues, and accounting for future
natural growth, T-Wave Consulting
weighed the additional moving, real estate,
marketing, and printer expenses. Overall
we found that Tiny Buffalo is in a position
to move forward with this project in the
first quarter of 2016.
However, Tiny Buffalo can also use the
scoring matrices and spreadsheet models to
adjust the assumptions and other inputs to
forecast different budget and growth
scenarios. By changing certain inputs and
adjusting the assumptions, Tiny Buffalo
can come up with its own conclusions and
recommendation for the project.
Real Estate
6117
Magazine St.
Marketing
Channels
Google Ads
Facebook Ads
Promotional
Pens
Fliers
Announcing
New Location
Digital Printer
Model
Veloci-Jet XL

3
Table of Contents
Executive Summary….....................1
Business Description…………………………………1
Business Problem …………………………………….1
Project Objectives…………………………………….1
Choosing Optimum Magazine Real
Estate……………………………………………4
Tiny Buffalo’s Real Estate Expectations…….4
Decision Criteria……………………………………….4
Potential Real Estate Locations………………..6
Real Estate Recommendations……………….10
Marketing Tiny Buffalo’s Move to
Magazine Street………………………….11
Identifying the Target Market…………………11
Identifying Optimum Channel Choices…….11
Marketing Rating Matrix…………………………12
Evaluating the Marketing
Mix……………………………………..…………….…...14
Results from the Marketing
Options.………………………………………………….14
Marketing Recommendations…………………17
Finding a New Digital Printer
Model…………………………………………18
Assessing the Digital Printer Models……….18
Digital Printer Rating Matrix……………………20
Digital Printer Recommendation…………….22
T-Wave Consulting
Recommendation……………………….23
Breakdown of Initial Budget……………………23
Financial Projections……………………………….23
Final Project Recommendation……………….27
Appendix…………………………………….28
A. Project Summary Screenshot………………28
B. Revenue and Expense Calculation
Screenshot………………………………………………29
C. Financial Projection Screenshot………….30
D. Marketing Assumptions Screenshot……31
E. Printer Speed Sensitivity Analysis
Screenshot………………………………………………32
F. Sales Assumption Explanation…………….33
G. Graphic Design Assumptions
Explanation…………………………………………….34
H. Employee Cost Assumptions
Explanation…………………………………………….34
I. Marketing Cost Assumptions
Explanation…………………………………………….35
J. Marketing Reach Assumptions
Explanation…………………………………………….37
K. Marketing Customer Reach Assumptions
Explanation…………………………………………….38
L. Printer Production Level Assumptions
Explanation…………………………………………….39
M. Digital Printer Details…………………………40
N. Client Contract……………………………………45
O. Power Point Presentation…………………..49

4
Choosing Optimum Magazine
Street Real Estate
Tiny Buffalo’s Real Estate
Expectations
Tiny Buffalo has chosen Magazine Street
in Uptown New Orleans as the new
location for its t-shirt and graphic design
studio. With this move, Tiny Buffalo hopes
to gain market exposure and increase
customer foot traffic. Tiny Buffalo’s new
storefront must be at least 1,000 square feet
and must include enough room for them to
showcase current inventory, store
merchandise, and local New Orleans
artwork in the front of the new location
with room in the back to house the digital
printer and related electronics. Tiny
Buffalo is looking for a commercial
property on Magazine Street in an area of
heavy foot traffic with rent ranging from
$2,000-$3,000 per month.
While trying to abide by the criteria listed
above, T-Wave Consulting has selected
four properties that we believe are viable
options for Tiny Buffalo’s expansion.
Decision criteria
While analyzing the four potential
properties for Tiny Buffalo, we developed
a set of criteria to properly rank each of the
four options. We graded each property
based on the price per square foot, location
and amount of foot traffic, availability for
settlement, and overall remodel time
needed to have the store up and running.
Based on these four criteria, we assigned
importance weights to the factors we
believed were most important to Tiny
Buffalo.
Below is a table showing each criterion and
the importance weight we selected. Given
Tiny Buffalo’s monetary restrictions, we
decided the price per square footage criteria
was most important, gaining an importance
weight of 55%. While discussing locations
with the store’s manager, they also
specified location and the surrounding foot
traffic were very important to them, gaining
an importance weight of 30%.
 5419 Magazine Street
Criteria Weight
Price/Square Footage .55
Location (Foot Traffic) .30
Availability (Timeline) .05
Remodel Time .10
1

5
Price/Square Foot
By breaking down each of the four
properties’ price per square foot, we were
able to develop strict number constraints
for the grading system. Of the properties
we analyzed, the lowest price per square
foot we calculated was $1.83. Using this as
the baseline, we set this as the best option,
with the grading scale of 5 falling between
$1.50 and $2.49. We then arranged the rest
of the scale to grade each property fairly.
Location (Competition & Foot Traffic)
Analyzing and setting a numerical value to
the location grading scale was very
important. By using MagazineStreet.com,
we were able to break up the street into
specific sections and see where exactly the
potential properties fall with relation to
competitors. We pulled all information on
retailers within the surrounding area who
sold similar merchandise or offered similar
services. The property with the least
amount of competition in the area only had
four surrounding stores within a ten block
Score Price/Square Foot Location (Foot traffic) Availability Remodel Time
5 Falls between $1.50
and $2.49 per square
foot.
Has 15 or more nearby
clothing, accessory, and
shoe shops
Immediately
available for
settlement
Requires no
remodeling
foot.
Has between 12 and 14
nearby clothing,
accessory, and shoe
shops.
Available to settle
within 1-2 months
Requires at least one
month idle
remodeling time
foot.
Has between 9 and 11
nearby clothing,
accessory, and shoe
shops.
Available to settle
within 3-4 months
Requires between 2
and 3 months idle
remodeling time
foot.
Has between 6 and 8
nearby clothing,
accessory, and shoe
shops.
Available to settle
within 5-6 months
Requires between 4
and 5 months idle
remodeling time
1 Is greater than $3.26
per square foot.
Has between 2 and 5
nearby clothing,
accessory, and shoe
shops.
Not available
within next 7
months
Requires more than 5
months idle
remodeling time
After developing the four main criteria and assigning each an importance weight, we created a
grading system for each of the properties. By analyzing what each of the properties have to
offer, we then graded them based on the following system:

Figure 1: Google Map Image of 5419 Magazine St.
6
radius. On the other hand, one potential
property had 12 surrounding similar stores.
We used these numbers as the outliers to
analyze the potential foot traffic of the area,
and set the remaining scales, as shown in
the table above.
Availability (Timeline)
When analyzing the availability of each
property, we simply took into consideration
when settlement could be reached on a
desired property. The most attractive
option would be to settle immediately,
whereas some contracts stated
settlement dates as far as five
months out. Using immediate
settlement as the top score on our
grading scale, we then set two
month increments for the
remaining scale grades.
Remodel Time
When evaluating a property, the
idle remodel time is a very large
concern. Tiny Buffalo would
want to be able to move into the property
fairly quickly and spend as little time and
money as possible on remodeling. Some of
the properties are properly set up to house
Tiny Buffalo’s new storefront, while others
may need months of renovations to be up
and running. To determine how much time
is needed to remodel the store, we looked
at the current floor plans and work
necessary to achieve retail space
qualifications. We set zero remodel time as
the best scored option and then set two
month increments to develop the remaining
scale grades.
Potential Real Estate Locations
T-Wave Consulting analyzed the four
different Magazine Street locations based
on the four different criteria discussed
above. Based on the importance weightings
assigned to each criterion, the different
Magazine Street properties received the
following scores:
5419 MAGAZINE STREET
Criteria Weight 5419
Magazine
Street
1814
Magazine
Street
4734
Magazine
Street
6117
Magazine
Street
Price/Square
Foot
0.55 1.65 1.1 2.2 2.75
Location
(foot traffic)
0.3 1.2 0.6 0.3 1.2
Availability
(timeline)
0.05 0.25 0.2 0.15 0.25
Remodel
Time
0.1 0.5 0.3 0.3 0.4
Overall
Score
3.6 2.2 2.95 4.6

7
Square Footage
At 1,486 square feet, this is the second
largest property of the four selected. The
rent for this property is $4,145 per month
making the price per square foot $2.79.
Since the price per square foot falls
between $2.76 and $3.00 per square foot,
this location merits a 3 out of 5 in terms of
price per square foot attractiveness.
Location
5419 Magazine Street is in Section 5 of
Magazine Street (Jefferson-Henry Clay).
Within this section, there are 12 nearby
clothing, accessory, and shoe shops making
this section one of the more crowded areas,
with a high level of foot traffic from
customers shopping in the related industry.
Because the new storefront falls into a
section of Magazine with 12-14 nearby
clothing, accessory, and shoe shops we
believe it merits a 4 out of 5 in terms of
location attractiveness.
Availability and Remodel Time
This location is both currently unoccupied
and available for move in as soon as the
lease is signed. This location was formerly
Blink Clothing Store, which means the
storefront is laid out to accommodate
another retail business. Because it is
available for immediate move in and there
2
http://www.rofo.com/building/LA/New-
Orleans/5419-Magazine-St-297611.html
is no downtime for remodeling or
renovations, we give both attributes a 5 out
of 5.2
Square Footage
At 1,850 square feet, this is the largest of
the four properties we are recommending.
The rent for this property is $6,000 a month
making the price per square foot $3.24.
This is the most expensive property of the
four because this location offers the largest
retail space and is newly renovated.
Criteria Weight
Matrix
Score
Weighted
Score
Price/Square
Footage
(.55) 3 1.65
Location (Foot
Traffic)
(.30) 4 1.2
Availability
(Timeline)
(.05) 5 .25
Remodel Time (.10) 5 .50
Overall Score: 3.6

8
Because the store is quite expensive at
$3.24 per square foot and falls between
$3.01 and $3.25, it merits a 2 out of 5 on
our grading scale.
Location
1814 Magazine is in section 1 of Magazine
Street (Jackson-Canal). Within this section,
there are 7 clothing, accessory, and shoe
shops. We gave this location a 2 out of 5 in
terms of location attractiveness because we
believe the Jackson-Canal section of
Magazine Street is one section which
suffers from lower foot traffic in
comparison to other parts of Magazine
Street.
This location will not be available for move
until late April, early May per the owner’s
request. Although this property is not
immediately available, we believe that the
two months before move in will give Tiny
Buffalo time to arrange final moving
details. For this reason, we give this
location a 4 out of 5 in terms of availability.
The property has recently been remodeled,
but it is not currently designed for retail
operations. The space would require new
shelving, flooring, and other design
fixtures. These modifications could take 2
to 3 months to complete. Because of the
3
http://www.loopnet.com/Listing/18387871/1814
-Magazine-St-New-Orleans-LA/
necessary remodeling, this location merits
a 3 out of 5 in terms of remodel time.3
Square Footage
This property offers 1,200 square feet of
retail space and is the third largest of the
four properties. The rent for this property is
$3,000 per month making the price per
square foot $2.50. Because the price per
Criteria Weight
Matrix
Score
Weighted
Score
Price/Square
Footage
(.55) 2 1.1
Location
(Foot
Traffic)
(.30) 2 0.6
Availability
(Timeline)
(.05) 4 0.2
Remodel
Time
(.10) 3 0.3
Overall
Score:
2.2

9
square foot falls between $2.50 and $2.75
per square foot, this location merits a 4 out
of 5 in terms of price per square foot
attractiveness.
Location
4734 Magazine Street is located between
major streets Jefferson and Napoleon.
Within this section, there are only four
nearby clothing, accessory, and shoe shops
making this section one of the least
crowded areas on Magazine Street. This
would make it hard for Tiny Buffalo to gain
customers based solely on local foot traffic.
Because this property is only surrounded
by four nearby competitors, it earns a 1 out
of 5 on our grading scale.
Although this property is currently
unoccupied, settlement on the property is
not available until June 2015. The interior
space is currently divided into several small
offices. Because of this, we estimate
anywhere from 2-3 months of remodeling
time to have it properly set up for Tiny
Buffalo’s needs. Because of the lengthy
settlement and remodeling times, this
property has gained a 3 out of 5 on the
Availability and Remodel Time scales.4
4
http://www.trulia.com/rental/3174829248-
4734-Magazine-St-New-Orleans-LA-
70115#photo-6
Square Footage
At 983 square feet, this is the smallest of
the four properties. The rent for this
property is $1,800 per month making the
price per square foot $1.83. Because the
price per square foot falls between $1.50
and $2.49 per square foot, this location
merits a 5 out of 5 in terms of price per
square foot attractiveness. This is the best
price per square foot option of the four
properties.
Criteria Weight
Matrix
Score
Weighted
Score
Price/Square
Footage
(.55) 4 2.2
Location (Foot
Traffic)
(.30) 1 0.3
Availability
(Timeline)
(.05) 3 0.15
Remodel Time (.10) 3 0.3
Overall Score: 2.95

10
Location
6117 Magazine Street is located between
Henry Clay and Jefferson Avenue. Within
the section, there are 12 nearby clothing,
accessory, and shoe shops making this
section one of the more crowded areas with
a high level of foot traffic from customers
shopping in the related industry. Because
the new storefront falls into a section of
Magazine with 12-14 nearby clothing,
accessory, and shoe shops we believe it
merits a 4 out of 5 in terms of location
attractiveness.
This location is both currently unoccupied
and available for move in as soon at the
lease is signed. The interior space is set up
ideally for a small store hair salon, so we
believe remodeling will take at least one
month. Because it is available for
immediate move in and there is only one
month downtime for remodeling or
5
https://www.magazinestreet.com/about-
magazine-street/real-estate-listings/
renovations, we have awarded a 5 out of 5
based on Availability and a 4 out of 5 based
on Remodel Time.5
Real Estate Recommendations
After careful consideration, T-Wave
Consulting has selected 6117 Magazine
Street as the best location for Tiny Buffalo
to open their new t-shirt and graphic design
studio. We believe this location will help
Tiny Buffalo attain success by positioning
itself in an area of high foot traffic leading
to a high level of market exposure and a
stronger customer base. This option also
provides the best price per square footage
option, and is a more realistic option within
their price range. 6117 Magazine achieved
a score of 4.6 on the decision criteria
matrix, making it the best choice for Tiny
Buffalo.
Criteria Weight
Matrix
Score
Weighted
Score
Price/Square
Footage
(.55) 5 2.75
Location (Foot
Traffic)
(.30) 4 1.2
Availability
(Timeline)
(.05) 5 0.25
Remodel Time (.10) 4 0.4
Overall Score: 4.6

11
Marketing Tiny Buffalo’s Move to
Magazine Street
Identifying the Target Market
Tiny Buffalo’s target market is people
living in Uptown/Carrolton District of
New Orleans. This district includes
neighborhoods such
as Audubon,
Uptown and
Freret. Tiny
Buffalo appeals
to both male
and female
clients, and
wants to target
students and
young
professionals
between the
ages of 18-34.
Tiny Buffalo’s
target location
falls within the
Uptown district on
Magazine Street. However, the
recommended location of 6117 Magazine
Street is located in the Audubon
neighborhood.
6
http://www.datacenterresearch.org/data-
resources/neighborhood-data/district-3/
According to The Data Center of New
Orleans, 48.9% of the Audubon population
are age 18-34 and make up Audubon’s
largest age group. In the adjacent
neighborhoods, at least 33% of the
population falls into this age range.6
The
target market will also include the
undergraduate college students of Tulane
University and Loyola University. The
combined total of undergraduates of both
schools is approximately 11,500 students.7
Finding Optimum Channel Choices
T-Wave Consulting decided that it would
be in the best interest to determine the most
effective and least effective marketing
channels to advertise Tiny Buffalo’s move
to Magazine Street. Based on research, T-
Wave Consulting based these
recommendations on certain key factors
and importance weights. The key factors
that T-Wave Consulting considered are:
7
http://tulane.edu/about/facts.cfm,
http://www.loyno.edu/jump/about/loyola-at-a-
glance/demographics.php
Figure 5: Map of the Audubon,
Uptown & Freret Neighborhoods
 Overall Cost of Channel
 Cost Per Advertisement
 Percent of Market Reached
 Implementation Time
 Attractiveness to Market

12
Marketing Rating Matrix
T-Wave Consulting assigned a rating to each potential marketing channel for Tiny Buffalo.
The rating matrix measures each channel on a scale from 1-5, five being the best option
and one being the worst option. The rating matrix guidelines were used when assigning
ratings to each marketing channel. T-Wave Consulting evaluated the marketing channels
based on a six month implementation assumption. We believe that it would take Tiny
Buffalo 6 months to effectively advertise its move to a new location on Magazine Street.
The table below shows the rating scale T-Wave Consulting used to develop an optimal
marketing solution.
Rating Overall Cost
of Channel
Cost per Added
Customer
Market Reach Time of
Implementation
Attractiveness
5 $0 to $300 $0 to $5
Able to reach a
large number of
people. Very wide
reach of the market.
Takes very little time to
design and implement the
marketing channel. No
third party required for
creation.
Very engaging approach
that attracts the target
market. Does a
significant job of
maintaining the market’s
interest and announcing
location change.
4 $301 to $500 $6 to $30
Reaches a decent
number of people in
the market. Enough
access to the market
to make the channel
worthwhile.
Takes very little times to
design and implement but
involves a third party for
creation
Engaging approach to
retain the target market’s
interest and highlights
the move.
3 $501 to $700 $31 to $60
Begins to lose its
market reach
gradually.
Takes a moderate amount
of time to complete the
design and implementation.
Requires a third party for
production.
Moderately engaging
approach. Begins to lose
the interest of the target
market, but is still useful
in advertising location
change.
2
$701 to $1000 $61 to $100
Attains contact with
only a small group
of people in the
market.
Delayed implementation
due to lack of immediate
availability. Takes a long
time to produce and
involves a third party.
Slightly engaging
approach. Does not
successfully hold the
interest of the target
market, and is not geared
for highlighting location
change.
1
$1001 and
Greater
$100 and Greater
Can only reach a
minimum number
of people. Very
limited access to the
market. May not
even reach the
target market.
Takes a long time to design
and implement the
marketing channel. Third
party required for creation.
No engagement,
relevance, or
attractiveness to the
target market at all and
does not feature the
location change.

13
Channel Choice Rating Factors
T-Wave Consulting identified four
important factors that will help to
determine which marketing channels will
be the most effective for Tiny Buffalo. The
score received from the rating matrix will
be multiplied by the importance weight
factor, ultimately giving each marketing
channel an overall score. This method will
assist T-Wave Consulting to create an
optimal marketing mix for Tiny Buffalo.
Overall Cost
T-Wave Consulting began by assessing the
overall cost of each channel choice over an
initial six month period following Tiny
Buffalo’s move to Magazine Street. T-
Wave Consulting gave this criterion a 35
percent weight because it is very important
that the channel choices fall within Tiny
Buffalo’s initial moving budget of $40,000.
Cost per Added Customer
In addition to considering the overall cost
to implement each channel choice, T-Wave
Consulting looked at how much each
channel choice cost per added customer. T-
Wave Consulting estimated the potential
number of people each channel would
reach and assumed the percentage of the
audience that would convert to actual sales.
T-Wave Consulting multiplied the total
number of people the channel choice would
reach by the assumed conversion ratio to
determine the number of potentially added
customers, and divided the total channel
cost by the number of added customers.
This metric received a 25 percent weight.
Market Reach
Market reach measures the number of
people a particular channel reaches in the
market. However, the number of people is
not restricted to the target market;
therefore, market reach applies to anyone
who would see the marketing channel.
Market reach receives a 15 percent
importance weight.
Time of Implementation
Time of implementation measures the time
it takes to design and implement a specific
marketing channel. T-Wave Consulting
gave time of implementation a 5 percent
importance weight because Tiny Buffalo
needs to be able to capitalize on the selected
channels before and immediately following
their move to Magazine Street.
Attractiveness to Target Market
Attractiveness to the target market
highlights each channel’s ability to entice
and engage Tiny Buffalo’s desired market.
T-Wave Consulting analyzed each
channel’s initial appeal to potential
customers along with the level of
engagement each channel requires from its
audience. Attractiveness to target market is
important in converting the channel’s
audience into actual customers, so it
received a 20 percent weight.

Channel # Ads
Implemented
Over 6 Months
Conversion
Ratio
# Added
Customers/6 Months
Cost of
Channel/6
Months
%
Budget
Street Car - 0.010 - $0.00 0.00%
Google 701 0.024 16 $2,124.03 34.24%
Facebook 22,471 0.010 225 $2,999.88 48.36%
Pens 1,999 0.010 20 $499.75 8.06%
Fliers 1,999 0.010 20 $579.69 9.34%
Banner - 0.030 - $0.00 0.00%
Radio - 0.030 - $0.00 0.00%
Total Added
Customers
281
Total Cost $ 6,203.35
14
Sample Matrix
T-Wave Consulting multiplied the score received from the rating matrix by the importance
weight for each channel choice. Each of the four factors received a total score. All of the total
scores were added together, which resulted in an overall score for the particular marketing
channel. T-Wave Consulting determined the higher the overall score, the more effective the
channel was for Tiny Buffalo’s marketing mix. Below, is an example of the calculation for
deciding whether or not to purchase a streetcar advertisement on St. Charles Avenue.
Evaluating the Marketing Mix
T-Wave Consulting ran the marketing model in Excel Solver to determine the optimal channel
choices for Tiny Buffalo. The allocation of the marketing budget is based off the remaining
funds after accounting for the added real estate, printer, and moving costs. Based on those
estimates, marketing the move to Magazine Street received a six month budget of $6,205.
Based off of this initial budget, T-Wave Consulting determined that it would be optimal for
Tiny Buffalo to use four out of the seven channel choices proposed for this project. The model
also calculates the total number of added customers based on using this optimal marketing mix.
Tiny Buffalo can expect approximately 281 new customers after their move to Magazine Street.
Results from the Marketing Options
The chart below summarizes the results from the Excel marketing optimization:
Streetcar Advertisement
Factors Weight
(%)
Rating Matrix
Score
Total
Score
Overall Cost 35 1 .35
Cost Per Added
Customer
25 3 .75
Attractiveness 20 3 .6
Market Reach 15 5 .75
Implementation 5 4 .2
Overall Score 3.0

15
Street Car Ads
The optimal marketing solution indicated
that Tiny Buffalo should not implement a
street car advertisement along St. Charles
Avenue for this marketing campaign. In
order to be effective, T-Wave Consulting
believes that Tiny Buffalo would have to
run this advertisement on 10 streetcars for
a six month period. Running ads on this
many street cars would result in an overall
cost of $45,000.8
This high overall cost is
not appropriate for Tiny Buffalo’s
marketing budget, and therefore does not fit
in the optimal marketing mix.
Google Ads
Placing advertisements on Google is an
effective option for Tiny Buffalo. Google
ads are priced on a click-through basis. T-
Wave estimated the average number of
clicks for the retail industry.9
Based on the
retail industry average of 3.03 clicks and
the average conversion rate, T-Wave
calculated that Tiny Buffalo would need
425.53 clicks per month for this channel to
be most effective. 10
Ultimately, Tiny
Buffalo would need 2,553 clicks on its
Google ad over the six month period in
order for this channel to be successful.
8
Email from RTA
9
http://www.wordstream.com/articles/google-
earnings
10
http://www.wordstream.com/blog/ws/2014/03/
17/what-is-a-good-conversion-rate
Allocating approximately 34 percent, or
$2,124.03, of the total marketing budget to
this channel should add sixteen customers
to Tiny Buffalo’s customer base over the
six month time frame. Google ads are an
easy, inexpensive way for Tiny Buffalo to
access its target market.
Facebook Ads
Facebook ads will be another relatively
inexpensive and effective option for Tiny
Buffalo’s optimal marketing mix. T-Wave
Consulting believes that Facebook ads are
an easy way to reach the market because of
the ability to target specific customer
groups and demographics.
Similar to Google Ads, Facebook ads are
also priced based on click through rates.
The weighted average cost per click on
Facebook is $0.13, consisting of the retail
average cost and the clothing average cost.
The overall Facebook average click rate is
considered in this calculation as well11
.
The weighted average of the click through
rate on Facebook is 0.3036.12
Therefore, T-
Wave Consulting concludes that Tiny
Buffalo needs 329.38 clicks per month in
order to make Facebook Ads successful.
11
http://blog.wishpond.com/post/74072092834/fa
cebook-advertising-costs-cpc-cpm-cpa-cpl-guide
12 http://linchpinseo.com/infographic-facebook-
ad-performance-by-industry

Figure 7: Sample Promotional Flier
Figure 6: Promotional Pen Design
16
Overall, Facebook ads are allocated
$2,999.88, or 48.36 percent of the total
marketing budget. Over the six month time
period, Tiny Buffalo would implement
22,471 Facebook ads and should receive
the benefit of 225 customers due to this
marketing channel.
Pens
T-Wave Consulting considered pens as a
potential marketing option within the store
and at trade shows should Tiny Buffalo
become involved. The marketing model
suggested that Tiny Buffalo use pens as a
marketing strategy for their company.
Simply handing out pens at trade shows can
easily spread Tiny Buffalo’s name through
word of mouth marketing.
The pens will be a simple white body, click
style pen with colored accents13
. Each pen
will have Tiny Buffalo’s company logo in
orange. In Figure 6 below, T-Wave
Consulting depicts a sample image of the
pen to be used by Tiny Buffalo for
marketing purposes.
13
http://www.discountmugs.com/product/bp5387
-custom-imprinted-plastic-black-ink-pens/
Purchasing approximately 2000 pens will
cost Tiny Buffalo approximately $500,
only 8 percent of the total marketing
budget. Assuming a one percent
conversion rate, using pens as a marketing
channel would potentially add 20 new
customers to Tiny Buffalo’s customer base
during the six month period.
Fliers
Allocating 9.34 percent, or $579.69, to
fliers is the last optimal marketing channel
for Tiny Buffalo 14
. At this cost, Tiny
Buffalo can obtain 1,999 fliers to deliver to
its target market in the surrounding area of
the new Magazine Street shop.
T-Wave Consulting believes that Tiny
Buffalo should split the total amount of
fliers in half, using one half approximately
one month before the store opens on
Magazine Street to announce their arrival,
and the second half a couple months after
14
http://www.fedex.com/us/office/flyer-
printing.html

17
opening to reconnect with the target
market. Assuming a one percent customer
conversion rate, pursuing the fliers as a
marketing channel will provide Tiny
Buffalo with 20 additional customers over
the initial six month period.
Banners
T-Wave Consulting thought it may be a
good idea to put one banner on the old store
to announce the move and one banner on
the new shop to announce the grand
opening. However, after T-Wave ran the
marketing matrix, we found out that the
banners were not an ideal channel to be in
the marketing mix. At a price of $75.68 per
banner, the total cost for Tiny Buffalo
would have been $151.35 for two
banners15
. Overall, Tiny Buffalo excluded
the banners from the marketing mix since
the model ruled it ineffective.
Radio
In order to capture its target market, Tiny
Buffalo would have to run a radio
advertisement on a station that is popular
among listeners from the target market.
For a thirty second ad on a radio station,
Tiny Buffalo’s cost would be around $70
with some price fluctuation based on
station, time of day, and frequency.16
15
http://www.vistaprint.com/lpt/banners-cat-
resp-marquee-sizes-1.aspx?mk=custom+ban
T-Wave Consulting believes that the
advertisement would have to air at least
once a day for four weeks throughout the
six months in order to be successful. This
would leave Tiny Buffalo with a total cost
of $11,760, which is not ideal for the
budget constraint. Because of this high
overall cost, the marketing model
determined that a radio ad was not an
optimal marketing channel for Tiny
Buffalo to pursue in its marketing mix.
Marketing Recommendations
In order for Tiny Buffalo to have a
successful move from Oak Street to
Magazine Street, the company needs to
consider a marketing plan with an optimal
marketing mix that meets the budget
constraints. With such a low marketing
budget, it can be hard for companies to find
channels that reach its target market;
however, T-Wave Consulting rated each
marketing channel on a series of factors,
one being market reach and another being
attractiveness to target market. The
marketing mix created by T-Wave
Consulting and a marketing matrix and
model came under budget at $6,203.35.
Overall, T-Wave Consulting believes that
the optimal marketing mix for Tiny Buffalo
should consist of Google Ads, Facebook
16
http://www.gaebler.com/WEZB-FM-LA-
Radio-Advertising-Costs++20222

18
Ads, pens for the store and possibly trade
shows, and fliers for the neighborhood. We
also forecast that implementing this
marketing mix will result in $16,267.32 of
additional revenues. The chart explaining
the marketing revenue increases is shown
in Appendix B.
Finding a New Digital Printer
Model
Tiny Buffalo wants to find a more efficient
digital printer model to enhance in-store
efficiency. Tiny Buffalo set a $13,000
budget for the new printer, and was open to
exploring leasing and purchasing options
for payment. T-Wave Consulting
developed a rating matrix, as explained
below, to assess five different digital
printer models which are described in the
following section and in Appendix M.
Assessing the Digital Printer Models
In the sections below, T-Wave Consulting
gives a brief overview of each of the
models’ critical features and functions. The
graphics below highlight the key digital
printer features across the selected printer
models, and the final chart offers a side-by-
side comparison of T-Wave’s rating
metrics.
http://www.brother-usa.com/lp/garmentprinters/#.VS6s4dN_mUk
 Brother GT3-Series Printer
 Anajet Sprint
 Veloci-jet XL DTG Printer
 DTG Viper
 M&R M-Link
Brother GT3-Series Printer
The Brother GT3-Series Printer comes in three
different models including an entry (GT-341), mid
(GT-361), and high (GT-381) level printing
models. The chart below summarizes the main
characteristics of this printer line:
20% Lower Ink
Cartridge Costs
Lower Costs per
Garment Print
White Ink
Agitation
Feature
Up to 60%
Reduction in
White Ink Waste
Improved
Maintenance
Process
Reduces
Downtime
Enlarged Print
Area
Greater Print
Versatility
LAN/Ethernet
Connectivity
Faster Data
Download
Speeds
Interchangeable
Platens
Print on Multiple
Garment Types
Two Year
Warranty
Security for the
Purchase

http://www.mrprint.com/en/Textile%20Screen%20Printing%20Equipment/
Direct%20to%20Garment%20T-
Shirt%20Printing/Digital%20Direct%20to%20Garment%20Printers/M-
LINK%20Direct-to-Garment%20Digital%20Printer/features
http://www.equipmentzone.com/veloci-jet/features
http://anajet.com/products/sprint-printer
Veloci-Jet XL DTG Printer
The Veloci-Jet is a “Direct-to-Garment” digital printer
sold exclusively by a company called Equipment Zone
located in the United States. The Veloci-Jet includes the
following features:
Teflon Flo Print
Head
All-New Printhead
Offers Better White
Ink Coverage
Heavy Duty
Construction
Linear Guide Rails and
Solid Metal Base
Make a Perfect
Platform
Fastest Printing
& Extra-Long
Prints
Can Print Garments
Up To 13" x 24" in 1
to 2 Minutes
Powerful EZ RIP
Software
Makes Getting
Customers' Artwork
from Setup to Print
Easier
M&R M-Link
M&R’s direct-to-garment printers are designed
specifically for printing T-Shirts, sweatshirts, cut
piece substrates, and flat smooth fabric surfaces.
M&R printers can print on light and dark
surfaces, and include the following features:
Absolute
Position
Technology
Uses a High
Resolution Server
Encoder Can Print
Multiple Layers of
Ink
One Pass
Express
Printing
Can Print White and
Colored Ink in a
Single Pass
Included
Computer
Monitor
Users don't have to
Load or Configure
System Software
Leading to Less
Conflicts
Mobile
Pallet
System
Easy to Move
Substrates Between
Screen Printing
Presses and DTG
Printers
M-RIP
Software
Converts Digital Art
Files into Printed
Images with
Maximum Sharpness
19
http://www.dtgdigital.com/products/viper-garment-printer/
Anajet Sprint Printer
The Anajet Sprint printer model is an entry-level printer
that is great for designers looking to print vibrant graphics
on light and dark garments. The chart below highlights
the important features of the Anajet Sprint digital printer:
CMYK &
White Ink
Versatility
Can Permanently
Print on a Variety
of Materials and
Fabric Blends
Closed-Loop
Ink Delivery
Reduces the
Likelihood of
White Ink
Clogging
Low Cost per
Print
Results in High
Return on
Investment
Quick & Easy
Printing
Process
Total Print Time
of 60-90 Seconds
Compact Size
(Only 3 sqft)
Very Portable and
Mobile
DTG Viper
The DTG Viper is engineered and built for
durability and consistent print accuracy, vibrancy
and reliability. DTG Viper’s unique features are:
Easy to
Navigate
Controls
Simplifies and
Quickens the
Printing Process
White Ink
Management
System
Delivers Superior
Detail Without
Excessive Waste
Removeable
Platen System
Unique Conveyor
Drive System
Increases
Productivity
Servo Driven
Precision
Leads to Quality
Prints with
Vibrant Detail

20
The chart below gives a side-by-side comparison of the different printer metrics upon which
T-Wave Consulting based its analysis.
Digital Printer Rating Matrix
To assess the five digital printer models, Tiny Buffalo created a rating system in order to
understand, on a basis of 9 factors, which printer will be best for the client. Each factor was
assigned a weighting based on the importance of each criterion, and a score from 0 to 5, with
5 being the best. After analyzing all of the models, T-Wave Consulting recommended the
printer model with the highest overall score. The following chart illustrates the criteria T-Wave
Consulting used to conduct its analysis.
Cost of Unit
Tiny Buffalo requested a printer with a cost
under $13,000. We gave this criteria the
highest weighting, 50 percent of the
factors. Research found printers ranging
Factors Brother 341 Anajet Veloci-Jet DTG Viper M&R M-
Link
Cost of Unit $22,995 $18,450 $12,995 $20,495 $39,995
Cost per print $1.64 $2.00 $1.50 $1.60 $2.00
Production
Speed
8 min 90 secs 5 min 90 secs 80 secs
White/Dark
Shirts
both Both both both both
Garment
Materials
both Both both both both
Print Quality 1200 1440 1440 1400 1440
RIP Software built in built in built in built in built in
Warranty
2 year limted 1 year warranty
18 months
limited
3 years
1 year
limited
Maintenance daily and weekly daily (auto) daily and weekly weekly daily
Factors 5 4 3 2 1
Cost of Unit
<13,000 13,000-15,000 15,000-
17,000
17,000-
19,000
>19,000
Cost Per Print >1.00 1.00-1.25 1.25-1.5 1.5-1.75 >1.75
Production Speed >2 min 2-3 min 3-4 min 4-5 min > 5 min
White/Dark Shirts? both white only - - -
Garment Materials both cotton only - - -
Print Quality
>1400 dpi 1200-1400 dpi 1000-1200
dpi
<1000 dpi -
RIP Software
built in required not
compatible
- -
Warranty >24 months 24-18 months 18-12 months <12 months -
Maintenance monthly weekly daily - -

21
Cost of Unit
Tiny Buffalo requested a printer with a cost
under $13,000. We gave this criteria the
highest weighting, 50 percent of the
factors. Research found printers ranging
anywhere from $13,000 to $40,000.
Veloci-Jet was the least expensive printer,
with a cost slightly below $13,000.
Cost per Print
Cost per Print is determined by how much
ink each machine uses for a single print. All
five printers assessed have the capability to
print white ink on dark garments. Due to
this capability, these machines require
much more ink for each print than some of
the older and less sophisticated printers.
However, research shows costs per print to
average around $1.5. We gave this criterion
a 20 percent weighting, as cost of goods
sold should be at its minimum.
Production Speed
Production speed tracks how long it takes
to print a design on a shirt. Printing on
white shirts is significantly faster than
printing on dark shirts. We found printers
that can print in less than a minute and a
half, and printers that take up to 8 minutes
to print. Using a printer with a higher print
speed will allow the client to print more
shirts per hour. This will in turn correspond
to a higher sales revenue. With aims to
maximize sales revenue, we gave this
criterion a 10 percent weighting.
White or Dark Shirt Printing
In early digital printing stages, few models
had the capability to print quality images on
both light and dark garments. Today, many
digital printers have the capability of
printing on light and dark garments, but
customers must compare printers to ensure
they choose a model with high print quality
on all garment hues. We gave this criterion
a 10 percent weighting.
Garment Materials
The ability of a printer to produce on 100%
cotton materials and 100% polyester
materials is another very important
consideration. Every printer does not have
this capability, as the inks for the different
materials must be changed before the job
begins. Now, some models offer
computerized material checks, which are
done before beginning a print. This
prevents store owners from having to
manually switch the ink cartridges in
between orders of different garment
materials. We gave this criterion a 10
percent weighting.
Print Quality
The printers range in quality on a scale
based on dots per inch. This is a
measurement scale that is used for judging
print and ink quality. This rating scale is
similar to how pixel count is used to
measure resolution. The higher the
resolution, the higher the image quality on

Factors Weight
(%)
Rating Matrix Score Total Score
Cost Of Unit 50 1 .5
Cost Per Print 20 1 .2
Production Speed 10 0 0
White/Dark Shirt Print 10 3 .15
Garment Materials 10 3 .15
Print Quality 5 2 .06
RIP Software 3 3 .09
Warranty 2 3 .06
Maintenance 2 1 .02
Overall Score 1.23
22
a shirt. Higher image quality leads to more
quality products for the customers. Four out
of five of our printers are in the same 1440
dpi range. We gave this criterion a
weighting of 5 percent.
RIP Software
RIP (Raster Image Processor) is a software
in most large printers in order to convert
image file data into a form the printer can
understand for optimal quality. We gave
this criterion a low 3 percent weighting
because most DTG printers have this
feature. This measurement, therefore, does
not prove to be much of a differentiator.
The added features vary with each RIP
software, however the five printers we are
analyzing are rated the same in this
category.
Warranty
Each warranty for the printers varied in
terms of length covered under warranty
and/or added support in case of printer
malfunctions. The warranties had a low
rating at 2 percent because the printers do
not break often, and often do not require
support beyond initial training with the
printer.
Maintenance
Maintenance includes actions such as
cleaning the print head to avoid ink
clogging in the short term. Long-term
maintenance can include oiling the printer
rails. This was weighted at 2 percent
because these actions are most likely
mandatory if you want your printer to
perform at a high level.
Sample Rating Matrix
The chart below is a sample rating matrix that T-Wave Consulting used to rank the Brother
GT3-Series Printer.

23
Digital Printer Recommendation
Through these 9 factors, our matrix was
able to identify a clear printer choice for our
client. With a score of 4.12 out of 5.00, we
recommend the Veloci-Jet XL printer. The
Veloci-Jet printer scored 3’s in almost all
categories, including printer cost, shirt
color, garment material, print quality, and
RIP software. Veloci-Jet’s only downside
is the slower than average printing speed.
We can assume that the printer will be able
to produce 12 shirts an hour.
If Tiny Buffalo records a profit of, on
average, $18.75 a shirt, the client can
assume the following profits and sales
levels:
T-Wave Consulting
Recommendation
After completing all research and analysis
T-Wave Consulting developed an ideal
recommendation for a new real estate
location on Magazine Street, a promotional
marketing mix, and an updated digital
printer. Based on this recommendation, T-
Wave Consulting made assumptions to
project Tiny Buffalo’s financial
performance throughout fiscal year 2019 to
determine whether Tiny Buffalo should
move its operations during the first quarter
of 2016.
Breakdown of Initial Budget
T-Wave Consulting began allocating the
initial project budget by assessing available
retail locations on Magazine Street and
researching printer models. Once T-Wave
Consulting established the costs of these
two factors, we then set a conservative
moving cost to estimate the marketing
budget.
The table below illustrates how T-Wave
Consulting allocated Tiny
Buffalo’s $40,000 budget:
Financial
Projections
After breaking down the budget for Tiny
Buffalo, T-Wave Consulting used several
assumptions about the client’s sales, the
addition of graphic design services to the
company’s business model, the added
revenue from marketing initiatives, and the
hiring of a new employee.
Cost for 6 Months
Real Estate $10,800.00
Marketing $6,205.00
Printer $12,995.00
Moving $10,000.00
Total $40,000.00

24
Below are Tiny Buffalo’s financial projections for fiscal years 2015 through 2019 if the
company decides to move its operations. Tiny Buffalo confirmed that it operates at industry
average margins ranging from 75%-85%. To determine the
annual sales growth, T-Wave Consulting considered the
projected industry average of 4.9%17
, but felt that Tiny
Buffalo could expect more rapid growth due to the more
desirable location, and increased foot traffic. We believe
that after three years of operations, Tiny Buffalo can
expect its sales to grow around 3% annually as the digital
printing industry continues to gain traction.
17
http://clients1.ibisworld.com/reports/us/industry/ataglance.aspx?entid=5754
TINY BUFFALO FY 2015 FY 2016 FY 2017 FY 2018 FY 2019
REVENUE
Gross Product Sales 286,968.75 344,362.50 413,235.00 425,632.05 438,401.01
COGS Garments (25%) 71,742.19 86,090.63 103,308.75 106,408.01 109,600.25
Gross Product Sales 215,226.56 258,271.88 309,926.25 319,224.04 328,800.76
EXPENSES
Rent 36,000.00 57,600.00 57,600.00 57,600.00 57,600.00
Oak St. 36,000.00 36,000.00 36,000.00 36,000.00 36,000.00
Magazine Street - 21,600.00 21,600.00 21,600.00 21,600.00
Marketing - 11,327.26 10,247.82 10,247.82 10,247.82
New Printer - 12,995.00 - - -
Moving Costs - 10,000.00 - - -
Wages - 5,760.00 23,040.00 23,040.00 23,040.00
Total Expenses 72,000.00 172,562.26 148,487.82 148,487.82 148,487.82
NET OPERATING
INCOME
143,226.56 85,709.62 161,438.43 170,736.22 180,312.94
OTHER INCOME
Graphic Design Revenue - 7,200.00 9,360.00 12,168.00 15,818.40
Add. Rev. from
Marketing
- 30,221.51 27,908.38 27,908.38 27,908.38
Total Other Income - 37,421.51 37,268.38 40,076.38 43,726.78
NET INCOME 143,226.56 123,131.12 198,706.81 210,812.60 224,039.72
Taxes 50,129.30 43,095.89 69,547.38 73,784.41 78,413.90
NET INCOME AFTER TAX 93,097.27 80,035.23 129,159.43 137,028.19 145,625.82
Sales Assumptions
COGS 25%
Tax Rate 35%
Annual Sales Growth
3-Year 20%
Long-Term 3%

25
Assumptions
In order to accurately assess the feasibility
of Tiny Buffalo moving its operation to
Magazine Street, T-Wave Consulting had
to make several assumptions in order to
project the company’s financial situation.
Tiny Buffalo Garment Sales
The client provided T-Wave Consulting
with its average number of orders per
month, and the typical size of the orders.
Tiny Buffalo generally has orders ranging
from Small Bulk Orders, Large Bulk
Orders, and Individual/Custom T-Shirts. T-
Wave Consulting took the average number
of T-Shirts in each order category and the
average of each order frequency to
calculate Tiny Buffalo’s monthly sales.
The chart below summarizes the average
size and frequency of these order
categories.
T-Wave Consulting also made the
following assumptions on the breakdown
of each particular type of T-Shirt. T-Wave
Consulting assumed that most of the bulk
orders consisted of “All Shirts” and
“Children’s Shirts” where much of the
walk-in sales would be driven by more
custom items. The chart below shows the
percentages applied to each style of T-
Shirt.
Additional Graphic Design Revenue
In addition to increasing its T-Shirt sales
revenue, Tiny Buffalo plans to use the
move to Magazine Street as a catalyst for
its graphic design services.
To forecast the additional revenues
generated from graphic design services, T-
Wave Consulting looked at a company that
offers graphic design services to small and
medium size companies. We used the
prices off of Inkzoo’s website to set target
Monthly Average Sales
Small Bulk Order (5-20 Shirts) 12.5
Number of Orders 57.5
Large Bulk Orders (50-150 Shirts) 100
Number of Orders 3
Walk In Orders (1-5 Shirts) 3
Number of Orders 5
Sales Breakdown
Small Bulk Order
All Shirts 80%
Children’s Shirts 10%
Own Shirt 5%
Large Bulk Order
All Shirts 100%
Walk In
Custom 85%
Second Prints 5%
Featured Artist 5%
Tote 5%

26
prices for Tiny Buffalo. 18
Tiny Buffalo
might want to adjust these prices based on
demand in the Uptown New Orleans
market. The table below is a breakdown of
expected graphic design revenues.
T-Wave Consulting believes that, due to
the owners’ backgrounds in graphic design,
there will not be significant additional costs
associated with implementing the
additional services. Tiny Buffalo already
has the computers, printers, and software
necessary to offer these services.
We also assumed that during the first three
years of offering the services, Tiny Buffalo
will experience very rapid growth as the
brand increases its presence and builds its
reputation. After the third year however, T-
Wave Consulting believes that the growth
18
http://www.inkzoo.com/mainindex/allproducts/
?prod=all
will slow due to the limited size of the
Uptown market.
Additional Marketing Revenue
As discussed earlier in the report, T-Wave
Consulting believes that the new marketing
initiatives tied to the move to Magazine
Street will lead to an increase in Tiny
Buffalo’s sales and revenue figures.
We based these assumptions off of the
number of additional customers each
channel is projected to attract over the six
month period, and multiplied that with the
average number of walk-in sales. T-Wave
Product/Service Price Sales (Units) Gross Sales
($)
Net Sales ($)
Website Design 500.00 3.00 1,500.00 1,500.00
Web Ad 30.00 10.00 300.00 300.00
Logo Design 100.00 15.00 1,500.00 1,500.00
Print Ad 40.00 25.00 1,000.00 1,000.00
Banner 150.00 5.00 750.00 750.00
Newsletter 100.00 10.00 1,000.00 1,000.00
Business Card 50.00 15.00 750.00 750.00
Design Package 200.00 2.00 400.00 400.00
Total 7,200.00 7,200.00
Graphic Design Assumptions
Annual Sales Growth
3-Year 30%
Long-Term 2%

27
Consulting believes that most of the
additional customers from the marketing
initiatives will be walk-in customers, as
opposed to groups looking to place bulk
orders because of the reach of the channel
choices.
Hiring New Employees
Lastly, Tiny Buffalo wants to hire one or
two employees to work in the store, so that
the owners can focus on the graphic design
component of the business. T-Wave
Consulting included the additional cost of
hiring one employee based on the
following assumptions.
Final Project Recommendation
After assessing the financial impacts of
moving Tiny Buffalo’s operations from its
current location on Oak Street to a new
location on Magazine Street, T-Wave
Consulting believes that moving Tiny
Buffalo’s storefront is a profitable option
for the company.
Because of the increased revenue streams
generated from the new storefront, T-Wave
Consulting recommends that Tiny Buffalo
move its operations to 6117 Magazine
Street, invest in Google advertisements,
Facebook advertisements, pens and fliers,
and to purchase a new Veloci-Jet XL
Printer.
T-Wave Consulting believes that the
additional store capacity, visibility, and
foot traffic will generate enough additional
revenues to offset the moving and printer
expenses within the first year of the move.
After the first year of operation in the new
location, T-Wave Consulting predicts that
Tiny Buffalo will continue to see the
positive revenue trends while experiencing
low additional expenses. The chart below
summarizes T-Wave Consulting’s final
recommendation for Tiny Buffalo.
Monthly Cost of Employees
Number of Employees 1
Number of Hours/Day 8
Number of Days/Week 6
Number of
Weeks/Month
4
Employee Hourly Wage 10
Employee Expense $ 1,920 Real Estate
6117
Magazine St.
Marketing
Channels
Google Ads
Facebook Ads
Promotional
Pens
Fliers
Announcing
New Location
Digital Printer
Model
Veloci-Jet XL

28
Appendix
A. Project Summary Screenshot

29
B. Revenue and Expense Calculation Screenshot

30
C. Financial Projections Screenshot

31
D. Marketing Assumptions Screenshot

32
E. Printer Speed Sensitivity Analysis Screenshot

33
F. Sales Assumptions Explanation
Sales Assumptions Excel Tab/Cell Reference Description
Cost of Goods Sold Financial Projections
Assumptions (C3)
Tiny Buffalo indicated
they have between 75%-
85% gross margins
75% - chose the low end
for margins
25% Cost of Goods Sold
rate
Price Financial Projections
Assumptions (C12-C18)
Price of items sold found
on Tiny Buffalo’s website
Sales Units for All Shirts Financial Projections
Assumptions (D12)
Assumed that about 80%
of the small bulk order t-
shirts were regularly
stocked t-shirts with other
10% being children’s t-
shirts and 5% being use
your own shirt
Sales Units for Custom
Design
Financial Projections
Assumptions (D18)
Assumed that 85% of the
walk in orders are custom
design shirts with 5%
second prints, 5% featured
artist and 5% tote bags
Small Bulk Order Monthly
Average Sales
Assumptions (J6-J7)
J6 – an average of order
size provided by Tiny
Buffalo
J7 – an average of small
bulk orders received in a
month
Large Bulk Orders
Monthly Average Sales
Assumptions (J8-J9)
J8 - an average of order
size provided by Tiny
Buffalo
J9 - an average of large
bulk orders received in a
month

34
G. Graphic Design Assumptions Explanation
Graphic Design
Assumptions
Excel Tab/Cell Reference Description
Graphic Design Revenue Financial Projections
Assumptions (C35-C42)
Used prices from the
website of a small business
that provides graphic
design services to small to
medium businesses
H. Employee Cost Assumptions Explanation
Monthly Cost of
Employees
Number of Employees Financial Projections
Assumptions (I35)
Currently have no
employees
Assessing feasibility of
adding one additional
employee
Number of Hours per Day Financial Projections
Assumptions (I36)
Assuming the employee
works 8 hour days
Number of Days per Week Financial Projections
Assumptions (I37)
works 6 days a week
Number of Weeks per
Month
Assumptions (I38)
works 4 weeks per month
Employee Salary Financial Projections
Assumptions (I39)
Assuming a pay of $10 per
hour

35
I. Marketing Cost Assumptions Explanation
Cost/Ad (Six Month
Period)
Streetcar Advertisement Marketing Details (F4)
Cost for six months -
$750*60
750 – cost for one panel
advertisement on one
streetcar
60 – advertisement on ten
of twenty-one streetcars for
six months
Google Advertisement Marketing Details (F5)
$3.03*2,553
$3.03 – retail average of
cost per click
2,553 – number of
necessary clicks per month
for six months
Facebook Advertisement Marketing Details (F6)
$0.13*1,976
$0.13 – weighted average
of retail and clothing
industry cost per click.
1,976 - number of
for six months
Pens Marketing Details (F7)
$0.25*1,000
$0.25 – cost per pen from
Discount Mugs
1,000 – set quantity of pens
to order. 44% savings if
order at this quantity level.
Fliers Marketing Details (F8)
$0.29*1000

36
$0.29 – cost for a half
page, double sided flier
from FedEx
1000 – quantity for one
order
Banner Marketing Details (F9)
$75.68*2
$75.68 – cost for one
outdoor vinyl banner with
metal grommets from
VistaPrint
2 – two would be needed
for the marketing
campaign. One for the old
shop and one for the new
shop.
Radio Advertisement Marketing Details (F10)
$70*168
$70 – cost for a thirty
second ad on 97.1 in New
Orleans
168 – one radio ad per day
and four weeks per month
for six months

37
J. Marketing Reach Assumptions Explanation
Persons Reached/Six
Months
Excel Tab/Cell
Reference
Description
Streetcar Advertisement Marketing Details (G4)
Persons reached –
(37,440*(10/21))*6
37,440 – average number of
passengers per month
10/21 – advertisement on
ten out of twenty-one
streetcars
6 – six month period of time
Google Advertisements Marketing Details (G5)
Persons reached - 429.53*6
429.53 – number of
Facebook Advertisements Marketing Details (G6)
Persons reached – 329.38*6
329.38 – number of
Pens Marketing Details (G7)
Persons reached – 1,000
1,000 – assuming that 1,000
different individuals take a
pen
Fliers Marketing Details (G8)
1,000 – assuming that all
1,000 fliers are distributed
Banner Marketing Details (G9)
7,690 – total uptown
population multiplied by
target demographic
percentages and multiplied
by six

38
Radio Advertisement Marketing Details (G10)
7,152 – target demographic
from Uptown New Orleans
multiplied by the percentage
of people who listen to
AM/FM radio multiplied by
six
K. Marketing Customer Reach Assumptions Explanation
Number of Added
Customers/Six Months
Streetcar Advertisement Marketing Details (I4)
Assume that 1% of the
people reached convert into
customers over six months.
Google Advertisements Marketing Details (I5)
Assume that 2.4% of
people reached will
become a customer over
six months.
Facebook Advertisements Marketing Details (I6)
Assume that 1% of people
who clicked through the
site would make a purchase
within six months.
Pens Marketing Details (I7)
who see a Tiny Buffalo pen
will become a customer
within six months.
Fliers Marketing Details (I8)
who receive a flier will
become a customer within
six months.
Banner Marketing Details (I9)
who see one of the banners
at either store will become
a customer within six
months.
Radio Advertisement Marketing Details (I10)
who hear the advertisement
on the radio will become a
customer within six
months.

39
L. Printer Production Level Assumptions Explanation
Printer Production
Levels
Brother Production Speeds (C4-
D4)
C4 – assume the printer
can print one shirt in eight
minutes.
D4 – printer can print eight
shirts in one hour.
Anajet Production Speeds (C5-
D5)
can print one shirt in one
and a half minutes.
D5 – printer can print forty
shirts in one hour.
Veloci-Jet Production Speeds (C6-
D6)
can print one shirt in five
minutes.
D6 – printer can print
twelve shirts in one hour.
DTG Production Speeds (C7-
D7)
can print one shirt in one
and a half minutes.
shirts in one hour.
M&R Production Speeds (C8-
D8)
can print one shirt in 1.33
minutes.
five shirts in one hour.

40
M. Digital Printer Details
Assessing the Digital Printer Models
In the sections below, T-Wave Consulting gives a brief overview of each of the models’ critical
features and functions.
Brother is considered to be one of the best DTG printer companies in the industry. Known for
quality, reliability, and service, Brother has continued to be a go to printer for t-shirt companies.
In recent years, Brother’s GT-541 and GT-782 models were revered, but flawed. GT-541 was
economical, but could only be used to print on white shirts. While the more expensive GT-782
could handle dark t-shirts, it was large and bulky. Competing products could print on dark
shirts at far less expensive costs. 19
However, Brother’s new GT3-series called GraffiTee has revolutionized the DTG printing
industry. Brother has created a printer that introduces a new technology, in which white and
colored ink are printed onto a shirt in what is called a single pass. Competing products print
ink in multiple passes, where white ink is laid on first, followed by the dark ink. Brothers’
single pass technology, built into the GT3-series, gives it the fastest printing times in the
industry.
19 http://t-shirt-business.com/new-brother-dtg-printers.htm

41
The GT-341 can print on white shirts only, while the GT-361 and GT-381 can print on
white and dark shirts. GT-361 has 2 white ink heads and GT-381 has 4 white ink heads,
allowing it to print in half the time as the GT-361. These printers offer competitive prices
for extremely high-tech and high productivity machines. The prices are $19,995 for the
GT-341, $22,995 for the GT-361, and $25,995 for the GT-381.20
Tiny Buffalo may be able
to purchase the machine at a discount by attending a trade show, as sometimes distributors
are likely to have “trade show discounts.” However, exact details of this discount are
undisclosed.
All three models can print on 100% cotton and 50/50 cotton/polyester blends. Printer users
must note that the machines require regular daily and weekly maintenance to keep the
machine operational, however these routines are rather quick and easy to do. Users can
also expect an ink cost per print of $.24 for the GT-341 and an ink cost per print of $1.64
for both the GT-361 and GT-381 model.
Anajet Sprint
Anajet provides specially formulated, high quality textile inks for their sprint model. Anajet
claims that their inks have been carefully calibrated and rigorously tested to work with their
patented closed-loop ink delivery system.21
The Anajet Sprint includes RIP software and on-
board firmware for the highest level of graphic quality and consistent ink flow performance.
The Anajet Sprint receives great user feedback in terms of reliability, quality, and usability.
The Anajet Sprint generally can print on both light and dark cotton as well as spandex, nylon,
and polyester. It has the ability to adjust its table height for the thicker materials while
maintaining its efficiency and quality. The price is listed at $18,450 (approx. $1,537/mo. for
12 months).22
A critical differentiator of the Sprint model is its printing speed listed at 90
seconds which is among the fastest of DTG printers, which decreases the overall cost per print.
The cost per print for light shirts is at $.25 and $2.00 for dark shirts for this model. On a yearly
20 http://www.silkscreeningsupplies.com/brother-dtg-printer
21
http://t-shirt-business.com/best-digital-direct-to-garment-dtg-printers.htm
22
http://www.virtuallyanything.com/dtgshopper/anajet.html

42
basis, this printer falls outside of Tiny Buffalo’s budget however, various trade shows offer
discounts on printers, shirts, etc. It would be an arbitrary search though, since it is unlikely to
easily find an Anajet Sprint on discount.
The figure below highlights the Anajet Sprint’s unique features and capabilities:
Anajet offers a limited one year warranty for all of their models including lifetime customer’s
support. The downside to their
support is that they do not have
service technicians throughout
the company to repair broken
machines. Anajet provides a
one day training course as well
as DVDs and webinars.
Maintenance requires daily
cleaning to prevent ink
clogging in the printer head. 23
Veloci-Jet XL ® DTG Printer
The Veloci-Jet XL is a powerful yet easy to use digital direct to garment printer available from
Equipment Zone. It is made out of solid steel and aluminum with the intent on perfect prints
on a consistent basis. Designed for heavy-duty operation, it can handle orders to support a large
group of people. We see this DTG printer fitting in the business model for Tiny Buffalo because
of price and the operational uses that Tiny Buffalo wants to accomplish in the future.
The Veloci-Jet XL’s competitive advantage is that it can print on light and dark material on a
13”x 24” area, a full front of a medium sized t-shirt. They also use bulk ink and offer an optional
sealed bag system. Cost per print is listed at $.18 per milliliter, which we calculated on our
scale to equal $1.50, still among the lowest of our five printers and 60% less than any other
printer. The cost for this DTG printer just recently fell to $12,995 (approx. $1082/mo. for 12
23
http://anajet.com/products/sprint-printer#ROI

43
http://www.dtgprintermachine.com/dtg-
printers/viper-dtg-printer
months).24
This price falls within Tiny Buffalo’s budget of $13,000 for a printer which was
their top priority in a DTG printer.
Like most of the models we have researched the Veloci-Jet XL supports a 1440 dpi for super
fine printing quality. It’s included RIP software does tremendous amounts of work calculating
ink costs taxes, and labor costs that is exported to excel as well as printing from applications
such as Corel draw, Adobe Illustrator, or Adobe Photoshop. It positions your artwork and sends
it to print. It also creates a white ink under-base if you are printing on a dark shirt.25
Equipment Zone offers an 18 month limited warranty and 18 months free support on the
Veloci-Jet XL. After 18 months, support plans are available at extra cost. A big advantage is
that the company has service technicians who travel and repair broken machines throughout
the country. They offer training seminars at the New Jersey location for approximately five
hours. Maintenance is daily, cleaning the digital printer to prevent clogging. Clean the encoder
strip on a weekly basis and oil the digital printer rails once a month.26
DTG Viper
DTG Brand printers by Col Desi is one of the first companies to bring direct to garment printing
to North America. DTG brand printers are very easy to use and are great for screen printers
looking to make smaller runs or new entrepreneurs.
The Viper has the functionality making digital printing more efficient. The Viper introduced
DTG’s 4-2-1 platen design which allows customers to print four smaller images, two medium
images, or one oversized image. This design comes with the Viper that keeps customers from
buying extra plates, limiting their workspace, and they can print more than one shirt at a time.
The MSRP of the Viper is $20,495 or the printer can be
leased at $435 a month. The Viper is available in the
Western hemisphere through Impressions Technology, and
the Eastern hemisphere through ColdDesi Ink. The value of
the DTG Viper can be shown through DTG’s patent pending
White Ink Management System (WIMS) which allows
24
25
26
“The DTG Viper is one of the
most well-known, respected and
reliable t-shirt printing machines
on the market today, and may be
the best DTG printer for your
custom apparel business or custom
t-shirt printing shop.”

44
customers to print white ink on dark shirts. WIMS circulates, pressurizes, and filters the white
ink during the printing process to limit costly white ink waste. This feature allows the Viper to
print excellent white ink on 100% cotton and 50/50 shirts of light or dark colors.
The Viper saves money by having a low $1.60 cost per print and a 3 year warranty from the
manufacturer. Purchasers of the Viper are encouraged to attend live weblogs monthly to learn
how to gain the most from their direct to garment printer.27
M&R M Link
The M&R Companies specializes in printing machines of all types including newspapers,
textiles, and commercial t-shirt printing machines. The last direct to garment printer that M&R
released was their i-Dot series which has not been updated and sold since 2011. The M-Link
is set to premiere this year as M&R is excited to gain their old market share in the direct to
garment printer market.
The M-Link will still feature a lot of M&R premier direct to garment printing technology such
as its Absolute Position Technology (APT), and built-in M-RIP software. M&R describes its
technology as, “M&R’s exclusive servo driven APT gives M-Link a level of repeat registration
not found in any other digital textile printer. While most printers rely on low-resolution
encoders or low cost stepper motors, APT uses M&R's proprietary high-resolution servo
encoder.”28
M&R has to continually provide quality products to justify the price.
M-Link includes a computer in its startup package to avoid integration issues. The t-shirt
printing software comes pre-installed, which allows the customer to immediately begin
printing and to quickly integrate images. Customers receive a flight to take part in a two day
training held at their closest M&R office within the continental US to demonstrate how to get
the most from their device. The starting package for the new M-Link printer will be $39,995
and increases with add-ons.29
27
http://www.dtgdigital.com/products/viper-garment-printer
28
http://www.mrprint.com/en/Textile%20Screen%20Printing%20Equipment/Direct%20to%20Garment%2
0T-Shirt%20Printing/Digital%20Direct%20to%20Garment%20Printers/M-LINK%20Direct-to-
Garment%20Digital%20Printer/features
29
http://www.mrprint.com/uploaded/pdf/M-Link_Direct-to-Garment_Digital_Printer_EN_20150210.pdf

45
N. Client Contract
Project Charter
Contact Information
Group Contact (T-Wave Consulting Group)
Name Phone Number Email Address
Madison Batchelor 517-449-4458 mbatchel@tulane.edu
Thomas Paine 214-682-8230 tpaine@tulane.edu
Devin Boutte 337-658-1622 dboutte@tulane.edu
Aaron Bryant 832-274-9272 abryant1@tulane.edu
Rebecca Dugan 610-761-0980 rdugan@tulane.edu
Blair Hoeffner 504-452-7073 bhoeffne@tulane.edu
Alex Massey 225-328-4154 amassey3@tulane.edu
Nick Montana 925-348-1121 nmontana@tulane.edu
Lambert Odeh 504-908-2733 lodeh@tulane.edu
Eric Perlman 631-235-0196 eperlman@tulane.edu
Jessica Stricklin 618-499-5963 jstrick2@tulane.edu
Client Contact (Tiny Buffalo Clothing)
Name Phone Number Email Address
Armando Jaimes 504-267-4182 info@tinybuffaloclothing.com
Dana Jaimes 504-267-4182 info@tinybuffaloclothing.com
Project Description
Client Business Description
Tiny Buffalo Clothing is a boutique t-shirt parlor located in Uptown New Orleans that was
founded in 2010 by two young graphic designers. Tiny Buffalo is one of the only custom
clothing digital printing companies in New Orleans. The company uses state-of-the-art digital
printing technology to print directly onto items including t-shirts, sweatshirts, and bags. The

46
inkjet digital printer is able to quickly print highly detailed designs and graphics with multiple
colors while maintaining great quality.30
Client Project Mission and Goals
Tiny Buffalo Clothing is currently looking to expand its graphic t-shirt business by moving
from its current location on Oak Street, to a busier, more populated area on Magazine Street in
the Uptown New Orleans area. The company would like to use the move as a way to increase
its exposure to help build its store presence and brand loyalty.
Tiny Buffalo’s ultimate goal of the move is to capitalize on Magazine Street’s foot traffic to
increase their custom t-shirt sales. Tiny Buffalo also wants to use the new location as a way to
build connections with local New Orleans artists to display their artwork, and have it printed
directly on Tiny Buffalo merchandise for a percentage of the profits. Finally, with this move,
the owners hope to hire two new employees in order to allow Armando to focus more on the
graphic design elements of the company.
Project Definition
In its current location on Oak Street, Tiny Buffalo Clothing has limited exposure to its target
market, and customer foot traffic. T-Wave Consulting Group will analyze the feasibility of
moving Tiny Buffalo’s storefront to a new location on Magazine Street. T-Wave Consulting
will weigh the potential profits of increased foot traffic from the new location against the
additional marketing and real estate expansion costs to assess the feasibility of the move. Tiny
Buffalo has set a $40,000 budget for the project. This budget includes the cost of new real
estate, marketing initiatives, hiring two employees, and the purchase or lease of a new digital
printer.
The company’s current customer base consists of individuals and small groups looking for
custom t-shirt designs, and who wish to produce 200 garments or less. However, with the move,
Tiny Buffalo wants to target groups involved in the art culture of New Orleans to capitalize on
their graphic design specialties. T-Wave Consulting will offer marketing recommendations in
order to ensure that Tiny Buffalo is effectively reaching this additional demographic. T-Wave
30
http://www.tinybuffaloclothing.com/about/

47
Consulting will base its marketing recommendations on suitable measures that T-Wave
Consulting finds applicable during the course of the analysis.
Finally, T-Wave consulting will work with Tiny Buffalo’s real estate budget to find a profit
maximizing location for their new storefront. The new storefront must be at least 1,000 square
feet and enable them to expand on inventory and store merchandise. The owners would also
like enough retail space to feature local New Orleanian artwork on its walls, and incorporate
this artwork into its graphic designs. Tiny Buffalo is looking for a commercial property in an
area with heavy foot traffic, and with rent ranging from $2,000-3,000 per month.
Client Project Objectives
Tiny Buffalo expects T-Wave Consulting Group to:
 Find a profitable new store location on Magazine Street with at least 1,000 square feet
of storefront and rent ranging from $2,000-3,000 per month.
 Research potential marketing channels to publicize new Magazine Street location and
reach target art culture of New Orleans.
 Develop an implementation strategy for effective marketing campaign that is within
the $40,000 project budget.
Client Requirements
Throughout the project, Tiny Buffalo must:
 Respond to inquiries from T-Wave Consulting regarding the project.
 Provide necessary industry and company analysis, within reason.
 Attend the final presentation to hear group recommendations on Monday, April 27,
2015 at 6:30pm.
Project Constraints
T-Wave Consulting Group’s recommendations will be bounded by the following constraints:
 Limited knowledge of graphic design and custom clothing industries.
 Lack of data on niche digital printing industry.
Excluded Work
T-Wave Consulting group will not make any recommendations based on unreliable sources,
and will not conduct any primary research of its own. The group will not disclose any
confidential business information, and use it only to aid in the completion of the project.

48
Cost-Benefit Estimate
Tiny Buffalo can evaluate T-Wave Consulting Group’s recommendations, and decide whether
or not to implement the suggested strategies. Since T-Wave Consulting is offering their
services for free, there is little risk with a lot of potential reward for the client.
Key Stakeholders
Tiny Buffalo Clothing Company (Client)
Tiny Buffalo has two primary concerns regarding the project. First, the client is concerned
about sharing its confidential business information with a student group, and allowing the
group to publish a report based on that information. Secondly, Tiny Buffalo is relying on T-
Wave Consulting Group to provide a quality report with valid suggestions, as they have worked
with students in the past that did not meet Tiny Buffalo’s expectations.
T-Wave Consulting Group (Students)
T-Wave Consulting Group’s main concern is being able to maintain consistent contact with the
client and fellow team members in order to avoid confusion about project goals and deadlines.
The group is also concerned about being able to find enough industry and market information
to complete high-level analysis.

49
O. Power Point Presentation
O. Power Point Slides

1
54

(T-Wave Consulting) Final Report

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