THINK is an original business plan my team and I developed in our postgraduate Marketing Leadership Capstone course. In April 2016, my team and I received the John L. Murray Award for Excellence in Marketingfor developing THINK, a community workspace that combines digital and physical. The emphasis is on fostering creativity whilst empowering members to take control of their own education

1. Marketing Leadership Capstone: MKTG 5506 - 0LA
Business Plan
Developed by: Jag Bining, Daniella Fortino, Daniel Lew,
Chantel Petam, Daniela Quintana, & Matt Waghorn
The Humber Business School
Reviewed by: Tony Gifford
Submitted: April 8, 2016

2. 1

3. 2
Executive Summary
THINK is a community workspace that combines digital and physical. The emphasis is on
fostering creativity whilst empowering customers to take control of their own education.
Customers pay for usage of the space, giving them access to the community, supplies (such as
3D printer, high speed internet, internet resources, free coffee/tea), in-house events and
workshops.
THINK is owned and operated by its six founding partners: Jag Bining, Daniella Fortino, Daniel
Lew, Daniela Quintana, Chantel Petam and Matt Waghorn. Each partner with his/her unique
background and experience will help bring THINK closer to it’s final goal.
THINK has identified five companies in Toronto competing in the makerspace industry.
However, neither of these companies are focused on education in the broad sense. The
majority of the spaces operate on a niche crowd within a niche crowd. THINK hopes to offer
broad services to a broad crowd. Through and that is where THINK also stands to gain ground
on offering services to the casual customer as much as the full time-member; Whether bringing
a one time business meeting or continuously working on a project, there will be incentives in
place to benefit from both of those.
The design of THINK spaces both digital and physical will be of utmost importance in cultivating
a strong customer-brand relationship. Doing so will enable THINK to expand past its current
physical space and become a phenomenon, extending its reach to other partnering spaces,
other locations, and to Toronto culture.
During the months leading up to the grand opening, THINK will employ a host of strategic
marketing and promotional campaigns in an effort to generate a buzz and increase brand
awareness. Some of these include: out-of-home advertising, membership discounts, social
media push, and experiential marketing.
THINK is asking for $150,000 in the form of two payments, $100,000 for the initial startup fees
and $50,000 after 6 months to cover growth and operating costs.

4. 3
One Page BusinessPlan
Overview
What will you sell?
● Workspace usage (Hourly, monthly)
● Local made art/products
● Entrance for events
Who will buy it? Why?
● Young thinkers, taking education and work into their own hands.
● BECAUSE there is a weak ROI ($ and time) for post high school education and a hunger
for creative space for self-starters.
What’s in it for your customer?
● Access to a space and a community that will help foster connections and creativity.
Revenue
What will you charge? Why?
● $2/hour, $15/day $60/month ($32 for students), $540/year
● 10% commission from local made art/products
● Events TBD based off specific events
● BECAUSE compared to the services and prices other spaces in the same market offer,
ours is effectively priced. Also 10% commission is a lot lower than most galleries,
enticing them to use our space instead.
How will you get paid?
● Credit*, debit, cash (*Pushing for credit card on file to charge customers with less hassle
whenever they use the space)
How else can you make money?
● Advertising real estate on a podcast, in store, website, app.
● Selling branded products
● Offering professional services to members using network of existing members.
● Commission from usage of peer-to-peer education app.
● Opening up partnered spaces in existing spaces (i.e. public libraries)
Marketing
How will your sales suspects learn about your business?
● Word of mouth, social media, newsletter, advertising at relevant events
How will you get referrals?
● Incentives for bringing people in
● Being a space people want to bring business meetings to, or telling their friends about it.
Success Criteria

5. 4
How will you know you are successful?
● When growth allows for expansion
● Attaining 70+ regular members, 20+ casual guests/day
● When financial goals are met
What metrics will you use to validate your number of customers?
● Database of members sign ins/outs (as well as for one time customer)
What annual net income will you strive for in year 1, 2, and 3?
● $100 000, $200,000, $500,000 respectively.
OBSTACLES/CHALLENGES SOLUTIONS
Differentiation at the start Clear targeted marketing & vision
Growing fast enough at the start
Target influential people
Implement fun, engaging, productive
atmosphere.
Customer seeing app/website as being
beneficial
Use of A-B testing, great front-end & back-end
design
Constant user feedback loop, using information
to update tech.

6. 5
Business Overview and Business Strategy
Vision
Malcolm Gladwell talks about three archetypes of people integral to change, in his book The
Tipping Point. Connectors, whose job it is to link people together, networking ideas and
knowledge. Mavens, the information bank, retaining specialized knowledge and connecting you
with the marketplace. Lastly, Salespeople, those teeming with empathy, able to persuade the
unconvinced of their ideas and mission.
Everyone is associated with one of these archetypes, with each bringing a unique ability to the
table. These work best in tandem, the three of them working together to bring about new ideas
to the world. Community, education, and empathy. These three concepts provide the framework
of the initiative. This is THINK. It’s a creative hotspot where you can build collaboratively or
individually, be a well-known face or make a casual appearance, and share your ideas with
those around you or with the world. THINK wants to empower people to take control of their own
education. It’s a place for growth. THINK will provide services on the basis of inclusivity and
respect. Race, colour, religion, sex, national origin, sexual orientation, age, disability, and
genetic information will not be an issue.
Services and Products Offered
THINK acknowledges that the working landscape is changing. This changing landscape places
THINK in an opportune position. Toronto Real Estate is on the rise, making it harder for
independent workers to find an affordable place to work. The sharing economy is becoming the
norm for services, THINK will follow in suit, acknowledging the user base as being an integral
part of learning, growth, and profit. There are a wealth of possibilities that open up once a strong
member base is achieved. So… Why choose THINK?
- Access to professional services for members:
● Using the member's knowledge, services such as programming, design,
marketing, audio/video production, writing, etc. will be provided.
- A place to showcasing your work:
● A rotating display of members’ work will be on display for people to learn more,
purchase, or collaborate.
- Access to in-house services
● Fibe speed internet
● 3D printer
● Ability to bring in own food
○ Subsidized food delivery through apps like Foodora
● Free coffee/tea
● Projectors/Screens

7. 6
● Chalkboard/Whiteboards/Office supplies
● Boardroom
● Physical resource library
● Collaborative workspace
● Access to professional databases (i.e. JSTOR, PNB, etc.)
- Ability to attend and host various workshops and events:
● To initialize THINK as a player in the Toronto creative business sector, events
such as speed dating for ideas, skill training, lecture series, potlucks, guest
speakers, book club, pitch sharing, hackathons, etc.
- Access to an app that will seamlessly integrate the community:
● The first part of the app development will be focused on creating a geo-based
community where members can post queries and observe each other's work.
There will also be messaging enabled in this.
- Access to a peer-to-peer education platform covering a wide range of topics:
● THINK will act as a launching pad for the platform. It will enable members to host
their own classes/workshops/bootcamps out of THINK and partnering spaces.
There will be a small fee to hosting your own class, as well as attendees (open to
public but cheaper for members). When your class is over, attendees rate the
class/teacher. Each consecutive class you host raises the attending cost (more
demand for the class, the higher the cost, capping at a reasonable point).
Eventually with enough momentum, the app will allow members to host out of
their own space. Similar to the AirBnB model, it will be an open sourced,
accountable, demand based economy. This will empower people to put
education back into their own hands and begin the democratization of education.
● This will become a strong revenue generator, collecting revenue from:
○ Hosting fees
○ Attendance/membership fees
○ Partnering/Sponsorships
○ Advertising

8. 7
Strategic Goals
Working with a designer, we want to create a static space with beautiful aesthetic to develop the
THINK brand. Static space in the sense that the furniture and accessories can be manipulated,
changed, and rearranged dependent on what the space is being used for, and who is occupying
it. This creates an environment that fosters creativity, think of it as rearranging your Scrabble
letters to find the hidden word you could not find before.
THINK wants to disrupt the education sector as well as acting as a supplement to the learning
done within the private education systems and on the job.
At the core, THINK is a team of marketers with a keen eye for developing the world. This puts
THINK in an excellent stance to create a strong brand for the workspace, which other
workspaces lack. The cultivation of the THINK brand will lead to opportunities including:
- Franchising:
● Creating multiple locations strengthens the brand and creates more spaces for
members to interact with each other.
- Opening specialized spaces with partners:
● Example, partnering with the Toronto Public Library, offices, agencies, and so
forth, to help turn their spaces into a place that’s more appealing for
entrepreneurs.
- Additional revenue streams with THINK branded products:
● Creating a visually appealing brand and business is important. THINK wants its
members to feel a sense of belonging attached to the brand, where they would
promote it on their own through endorsement.

9. 8
ManagementStructure
THINK will employ a unique customized management structure. THINK will operate as a
partnership between the six managing partners. The creators of THINK do not believe in a
bureaucratic and hierarchical management structure where there are managers and
subordinates, rather they believe in family. The idea is simple: unite as a family to contribute
and support each other in achieving strategic business goals. Though a simple idea of business,
meeting and exceeding customers’ needs and expectations will require a joint collaborative
effort between all members. As in every business, there are key positions that ensure business
is running smoothly, functions in place are efficient and effective, and that overall business
objectives are being met.
Roles and Responsibilities
Area Responsibility Qualification
Financial and
Administration
Manager / Director
· Monitoring progress of the business
towards achieving the objectives of
each manager.
· Coordinate the business team.
· Appointing with relevant parties,
such as shareholders, potential
immersionist, etc.
· Develop budgets.
· Performance cost reduction
research.
· Business financial planning.
· Bachelor in Business Administration
or subject related to the field.
· At least 2 years of experience in the
industry.
· Knowledge about business
operation and planning.
· Leadership.
· Excellent computer skills and
proficient in excel, word, outlook,
and access
· Excellent communication skills both
verbal and written
Operations
Manager
· Overseeing the provision of services.
· Ensure the business is running as
well as it possibly can, with a smooth
efficient service that meets the
expectations and needs of
customers and clients.
· Guarantee the provision of inventory
(paper, ink, coffee, etc)
· Schedule workshops, events, etc.
· At least 2 years’ experience in
Financial Management
· Strong background and work
experience in Finance
· Excellent computer skills and
proficient in excel, word, outlook.
· Excellent communication skills both
verbal and written
· Budget development and oversight
experience
· Delegate responsibilities effectively

10. 9
Marketing Manager
· Planning campaigns and managing
budgets
· Organizing the production of posters
and POP material
· Designing social media strategies
attending trade shows, conferences
and sales meetings
· Making sure that campaigns run to
deadline and are on budget
· Monitoring and reporting on the
effectiveness of strategies and
campaigns managing a team of
marketing executives and assistants.
· Develop customer database.
· Upload and design website.
· Bachelor in Marketing or
Advertising.
· At least 2 years’ experience.
· Strong background and work
experience on social media,
marketing strategy, customer
relationship, and promotions.
· Excellent computer skills and
proficient in excel, word, outlook,
and access.
· Excellent communication skills both
verbal and written
· Strong knowledge and manage
social media (Facebook, Twitter,
Instagram, Snapchat)
· Knowledge about websites and
database programs. .
Account Manager
·Build and maintain strong, long-
lasting customer relationships.
·Develop a trusted advisor
relationship with key accounts,
customer stakeholders and executive
sponsors.
·Ensure the timely and successful
delivery of our solutions according to
customer needs and objectives.
·Communicate clearly the progress of
monthly/quarterly initiatives to
internal and external staff.
·Forecast and track key account
metrics.
·Identify and grow opportunities within
territory and collaborate with sales
teams to ensure growth attainment.
·Bachelor degree or equivalent.
·Proven account management or
other relevant experience.
·Experience in delivering client
solutions based on customer needs.
·Proven ability to manage multiple
projects at a time while paying strict
attention to details.
·Excellent listening, negotiation and
presentation skills.
·Excellent verbal and written
communications skills.
· Lead creative sessions.
· Develop creative programs and
design concepts that meet the
business objectives of the
organization and that advance the
brand strategy.
· Supervise and inspire the creative
team of vendor partners; generate
· Undergraduate degree in Fine Arts
or related field or equivalent visual
design and management with at
least 1 of experience.
· Experience working with large-scale
web sites, e-marketing, and
advertising.

11. 10
Creative Director
multiple concepts for a campaign or
Project.
· Work with the account team and
marketing team to develop concepts
and present to management.
· Provide quality control over
concepts and projects.
· Must possess a thorough
understanding of interactive
communications and delivery
systems, processes, and user
interface design as well as industry
best practices.
· A strong working knowledge of
experience design, brand
development, interactive commerce
and creative process.
· Print and web design capabilities.
· Experience with software such as
Photoshop, Illustrator, InDesign &
Flash
· Experience with Adobe AfterEffects
& video editing..
· Excellent communication skills both
verbal and written
Management Profiles
Jagraj Bining is an Economics graduate from McMaster University with a passion for business,
music, nutrition, and fitness. After serving and working odd jobs, Jagraj decided to pursue a
postgraduate certificate in Marketing from Humber as he believes the program suits his
strengths.
Daniella Fortino completed her Undergraduate Degree in Sociology at Queens University.
Feeling like she needed some more creativity in her future career she decided to attend Humber
College's Marketing Management program where she was able to tie her interest in social
behavior with figuring out ways to market and advertise to different target markets. Daniella’s
passion for health and wellness led her to be a fitness instructor where she motivated others to
reach their personal goals and feel good about themselves. She believes that creativity is
intelligence having fun!
Daniel Lew has been a connector at heart for years. In his university years he built a following
of individuals by hosting arts and music events out of his house. The events showcased local
artists and musicians work, bringing together community and innovation. Daniel took
Psychology and Sexuality in his undergrad at the University of Waterloo, and is currently
finishing up a post-graduate degree in Marketing Management through Humber College. Daniel
has been entrenched in the educational system for years and understands what students and
budding thinkers are hungry for. Daniel has worked in the hospitality sector in various
restaurants (small and large) and hotels, understanding customer service to be integral in
creating happy communities. With a thirst for knowledge, he is constantly synthesizing new

12. 11
media information, staying on top of budding trends in technology, education, journalism, and
arts.
Daniela Quintana is from Venezuela and has a Bachelor of Arts in Communications where she
developed her skills in marketing, advertising, journalism, design, and audio-visual. She has
over 4 years of experience in different areas of communication such as radio production,
design, customer relations, advertising, promotions and marketing. She has acquired skills in
different areas such as social media, creative designs, agency-client relations, brand campaigns
for Coca-Cola Venezuela and Venezuelan company, Mustela. Last spring, she challenged
herself and moved to Canada to complete her postgraduate studies in Marketing Management
at Humber College. Daniela also has professional communication skills including fluency in
English and Spanish.
Chantel Petam is a generator of creative content. Chantel graduated from the University of
Toronto with an Honours Bachelor of Arts in Economics and Human Resources. Combining her
business background and passion for strategic creativity, Chantel decided to pursue a career in
marketing! She is currently completing her postgraduate studies in Marketing Management at
Humber College where she hopes to cultivate a career in brand management and strategy.
Chantel strives to uncover real consumer insight that will connect with real people. She is a
proven sense-maker with the ability to thoughtfully connect consumer trends, insight, and brand
strategy. Chantel is naturally curious, usually reading, and always hungry.
Matt Waghorn comes from a background of music, photography, media, and marketing. He
previously worked professionally as a manager in student housing, where he mentored and
supervised staff teams in implementing and assessing needs-based community development
practices, and in applying student development theory. Matt is an active member of the music
and photography communities, and enjoys collaborating with others to address the disconnect
between society’s expectations, perceptions, and valuations of the arts and the creative. Matt
works to create powerful brands by incorporating market research, consumer analytics, and
impactful storytelling.

13. 12
Strategic Marketing Plan
Current Market and Competitive Situation
A new era of entrepreneurship is emerging, moving from a global economy to once again, a
local one. Nowadays, many people are steering clear of the four-walled cubicle, rolling up their
sleeves and creating their own business. This new era of entrepreneurship has emerged largely
in part as a result of the digital era, but also the employment market saturation of overqualified
workers via the underperformance of the post-secondary education system, and as a result of
the post-secondary education system’s inability to develop practical robust leadership skills. In
advent of the digital era, consumers, institutions and companies have taken notice and adapted
accordingly. Many business-client functions are supported and/or handled remotely via the
Internet, smartphone applications, digital platforms, social media etc. As a result, consumers are
eager to learn more. They are looking for places that can help them learn about the latest
technological advances and trends, develop practical technological skills, provide access to the
latest technological tools and gadgets, and ultimately meet and interact with like-minded
individuals within the community.
Most of the competition in Toronto’s workspace industry are located in downtown Toronto. They
serve their client base via a subscription based membership model where members have
access to freelancers and individuals in the startup community looking to share ideas,
knowledge, and skills. Also, they provide access to expensive equipment such as 3D printers,
laser cutters, etc. In addition the majority of the places offer 24/7 access
Company Description Main Features Location
Center for Social
Innovation
The Centre for Social
Innovation is a co-working
space, community and
launchpad for people who are
changing the world, with three
locations in Toronto and New
York
Target:Freelancer's, leisure,
startups and small businesses,
students.
● USP:
o24/7 access to office space
oHigh-speed internet
oMeeting rooms
oEvent spaces
oLounges
oPhotocopy and fax machines
oCommunity kitchens
oAudio-visual equipment
Mail boxes
215 Spadina
Avenue.
720 Bathurst
Street
585 Dundas
Street East
Toronto Tool Library has an
inventory with more than 5,000
tools available for loan. From
● Membership is $100/month
plus a one-time registration
fee of $200, for the set-up
1803 Danforth
Ave (East of
Toronto)

14. 13
Toronto Tool
Library
home repair to gardening &
bicycle repair to high-tech.
Members get access to the
inventory at both locations but
must return items to the same
Tool Library where they
borrowed
Target:Freelancer's, leisure,
startups and small businesses,
students.
and continued running of the
space.
● Only members can take
advantage of free skills
training with our in-house
experts on all Makerspace
equipment.
● 24/7 access to the space.
● USPs:
o More than 3,000 tools
o 3D Printers
o Open-Source Laser-Cutter
o Community of makers able to
network with like-minded
individuals
Hacklab
HackLab.TO is a not-for-profit
community space with a
diverse membership, including
artists, computer
programmers, web designers,
and hardware hackers. It is
inspired by the philosophies of
the global hackerspaces
movement which encourages
people to socialize, share
knowledge, and work together
on their projects.
Target:Freelancer's, leisure,
startups and small businesses.
● Member Benefits:
o 24/7 access
o Option to organize events
and bring guests
o Bin to store personal ítems
o Full use of Hacklab
resources
● USPs:
o Different type of tools for
oculus rift virtual reality,
electronics, biology,
amateur radio tools, crafts,
multimedia, safety and
security, computer gear,
photography, food and
cooking
o Tools for many different
crafts
o Community of makers to
network and share ideas
with from different fields
1266 Queen St
W (west of
Downtown
Toronto)
Site 3
Site 3 is dedicated to making,
teaching, learning and thinking
about the intersection
between art and technology.
This place also makes
amazing things, and we teach
others to make amazing
things, too.
Target:Freelancer's, leisure,
● USPs:
o Classes to learn hands on
specialized skills
o Electronic and woodworking
projects
o A rotating selection of
classes, including
lampworking and metal
milling.
718R Ossington
(northwest of
Downtown
Toronto)

15. 14
startups and small businesses. o 24/7 access for members.
Makeworks
MakeWorks is a coworking
studio with an on-site
prototyping lab, where
members work alongside a
diverse community of creative
professionals, increasing
productivity and decreasing
costs.
Target:Freelancer's, leisure,
startups and small businesses.
● Subscription based for
freelance and startups
● USPs:
o Prototyping
o Laser cutting
o 3D printers
o CNC cutting
o Open to public
o Discounts for members
1139 College St
(West of
Downtown)
.

16. 15
Opportunities and Threats
Opportunities:
● Introduce as a new concept of workplace/workspace
● Entrepreneur Era
● New Information Era (Digital industry and market)
● Fill in the gap that exists between students and traditional post-secondary education
systems
● Lack of technological learning tools, equipment and gadgets
● Innovative learning method
● Develop strategic alliance with local institutions: The Toronto Public Library, high
schools, companies etc.
● People participating in multi “careers”, wearing multiple hats
● Automation is taking skilled jobs, putting creativity in demand
● Most jobs of the future don’t exist yet, need to create a culture of exploration
● Rise of Sharing Economy
Threats:
● Strong competitors in the same industry (libraries, maker spaces in the market)
● Preference to no payment workplace, such as libraries
● Misunderstood and/or misinterpreted concept
● Expectation does not align with actual business
● Little to no revenue stream starting out
● Revenue based on assumptions
● Ambiguous future workforce
● Replication of company vision
Objective and Key Issues
Objective:
● Develop and grow as a reputable, accessible and reliable workspace in the Greater
Toronto Area
● To position THINK as a unique, interactive, innovative and resourceful workspace
● To achieve a 70% awareness level in our target market
● Be regarded as an alternative education facility
Key Issues:
● Growing and developing a community
● To achieve a 70% awareness level in our target market
● Penetrating a large audience with the proprietary app.
● Lack of understanding what the business concept is
● Not meet customers’ expectations

17. 16
Marketing Strategy
Target Market
● Age: 18 to 40 years old
● Gender: Male and Female
● Education: college diploma or university degree; some college or university
○ High school students taking some time off after secondary school
● Income: $0-$25 000, $25 000+
● Characteristics:
○ Freelancer, small business owner
○ Entrepreneurs, students engaged in creative process unsatisfied with education
system
○ Lifestyle: Innovators, Thinkers, Experiencers, Strivers, Makers
○ Personality: Liberal, adventurous, outgoing, health and fitness conscious,
knowledge seekers, trendy, self-discovery, enthusiastic
○ Social Class: Upper class, middle class, working class
Pricing Strategy
● $2/hour
● $8 Half-Day Rate (5 hours)
● $15 Daily Rate (max. 10 hours)
● $8 Student Daily Rate (max. 10 hours)
● $60 Monthly Membership
● Student Membership Rates, Preferred Membership Rates
● For a detailed breakdown of prices and membership rates, see Appendices 7 & 8
Promotional Campaigns
Social Media
Free monthly membership giveaway if you follow THINK on Twitter, Instagram, Facebook,
and/or Snapchat. Tweet a photo during your stay at THINK, and the picture can be chosen and
displayed on Monitor in store front, THINKPAD newsletter, THINK website.
Promotional
Customers who purchase monthly or yearly memberships in the first week of opening will
receive an early bird discount of 15% off their membership. Once a month, members are
permitted to bring one non-member for free for one day. This will allow for continued growth and
awareness, allowing those who may be curious about THINK to try out the services before
committing. Another promotional tactic that will be employed is a partnership with the
professional networking company, ‘10,000 Coffees’. Individuals who have met over ‘10,000
Coffees’, can choose to physically meet in person at THINK for free. As well as having the
ability to use Foodora for a reduced food delivery price if you order in to our location.

18. 17
Experimental Art Displays
Interactive in storefront design by local artists, showcasing their work and promoting our space.
Possible solution is to broker agreement with OCAD/Schools for discount, potentially offer free
trial to students.
Campaign Goal
THINK campaigns will emphasize community. Ultimately, THINK would like to achieve
community engagement by sponsoring a charity event whereby different groups of students are
free to join. This would result in building brand awareness among our target market, partners
and the overall community.
● Focus on community building and engagement
○ Implement business practices involving Community Development theory,
commonly practiced in Higher Education: Needs Assessment, Needs-based
programming, Community Assessment, Community Management, etc...
○ Community events (movies, poems, local artist showcases, etc…)
Promotional Trials at Tech Industry Events
Provide free trial offers and ‘bring a friend’ promotional discounts to influential prospects in the
tech industry by setting up booths at tech industry events such as Full Stack Toronto,
AndroidTO, Toronto Tech Summit, etc
Targeting innovators is essential to building a community. According to the diffusion of
innovation model, innovators help influence early adopters, who in turn assist in spreading word
around about your product or service.
This is also in harmony with the Pareto Law or the 80/20 law, which states that 80% of your
output comes from 20% of your inputs. This would manifest in business as approximately 80%
of your business would come from 20% of your customers. Concentrating on individuals at tech
and entrepreneurial events is an effective strategy rather than focus on diversifying.

19. 18
Key Action Programs and Schedule
Date Strategic Actions Anticipated Outcomes
May
(year 1, month 1)
● Soft marketing – create title
page for website and launch
social media (Snapchat,
Twitter, Facebook,
Instagram)
● “THINK outside the box.”,
“What do you THINK?”
displays placed around
Toronto
● Generate
awareness, buzz
attract and entice
potential
customers
August
(month 4)
● Unveil website, interactive
store-front advertisements,
and develop stronger social
media push
● Promotions for early bird
signups:
○ 15% off membership
○ First 25 signups
receive a free surprise
● Digital interactive storefront
display will be up and
running with the help of local
artist
● Develop online
presence that
reaches
innovators and
early adopters
September
(month 5)
● Grand opening event
○ Arrange speakers
from the community,
musicians,
comedians, and
artists to host the
event. Sell tickets
ahead of time to
guarantee entrance to
the show
● Host a rotating series of
events bi-weekly on Friday
● Hard Launch:
THINK
● Introduce
scheduled events
● Launch of
members app &
members private
web access –
provides value for
becoming a
THINK member

20. 19
nights, with expansion to a
more regular event schedule
if events are doing well
● Some examples include:
○ Speed Think
Speed dating meets
hackathon. Sign up and
solve a problem/issue with
your partner in 10 minutes or
less. Upon successful
completion, rotate onto the
next person and so forth
○ The Pitch Sitch
Sign up to pitch your ideas to
others to receive feedback,
investment, or to collaborate
○ Book club/Pod club
Discuss relevant books or
podcasts in an open forum
○ Potluck meet and
greet
Members bring in meals,
chat and come together
under a no pressure
environment
● Skill Training
● Lectures/guest speakers
● Launch members app and
members private web
access
● Focus on getting the
connectors and salespeople
to spread the idea through
word of mouth. Provide
incentives for early adopters
into the space
January
(month 9)
● Launch of regular digital
newsletter, THINKPAD
● Launch of digital
newsletter, and
podcast will

21. 20
○ The newsletter will be
free and available to
members and
individuals who
subscribe in store or
via the THINK
website. The
newsletter will profile
local industry
personnel, up-and-
coming and existing
business ventures,
upcoming THINK
events, workshops,
Pitch Sitch events etc.
● Industry competitions
○ Different sectors face
off against each other
(i.e. startups,
universities, agencies,
bands, art collectives,
etc.) solving different
issues. A selected
panel of judges will
determine who wins,
prizes follow (pride
included)
● Re-evaluate pricing strategy
● Determine if membership
and hourly rates are working
ie. is customer traffic
meeting expectations? (See
Appendix 7). If expectations
are (not) being met consider
maintaining (lowering)
membership rate. If
expectations are being
exceeded consider
membership rate increase
develop brand
identity and inform
consumers of the
many services
THINK provides
● Industry
Competition
creates network of
individuals who
are likely to return
and share with
their friends. In
addition this will
introduce the
mission to the
various sectors
THINK admires,
leading to
corporate
sponsorships,
partnerships, and
single
memberships
·

22. 21
● Podcast launch with a strong
marketing campaign
● Capture the vision from in-
house speakers, and
relevant trends in the
industry
● Record speakers and events
● Interview members and key
Toronto thinkers
● Re-evaluate financials to
determine whether to
maintain, remove or add
services/products
May
(year 2, month 13)
● 1st year anniversary event:
○ Similar to grand
opening, includes:
surprise guests,
prizes, food, drinks,
music
● Peer-to-peer education app
launch with advertising
campaign
● Advertise on popular
Canadian podcast
CANADALAND and its
partners
● Attend various startup
networking events, fairs,
showcases
● Utilize SEO, social media,
and partner with library
spaces
● Launch of peer-to-
peer app
● CANADALAND
radio spot will
generate
awareness,
especially
amongst the early
majorities
● Networking
events, fairs will
help develop
THINK’s brand
identity
August – October
(months 16-18)
● Re-evaluate financials to
determine whether to
maintain, remove or add
services/products
● Revision of
business
objectives will
ensure THINK is
meeting and
exceeding

23. 22
● If financials permit, begin
plans to open second
location
customers’
expectations
● THINK Expansion
Controls and Monitoring Processes:
·
● Customer feedback:
○ Utilize customer feedback surveys to identify main customer concern
○ Offer free coffee or membership trial discounts as a way to incentivize customers
to provide feedback
○ Host member appreciation events
● Social Media campaign metrics/assessment:
○ Assess Twitter and Instagram hashtags to see how many people are talking
about THINK.
○ Create unique hashtags during each event to assess how successful the
campaign.
Sales Forecast
Monthly Sales Forecast: $8,022.59
● Based on the assumptions that in the first month THINK will
○ Convert 1 regular guest to a monthly membership every single day
○ Convert 1 student guest to a monthly membership every single day
○ Gain 5 new customers/month from our list of agencies/associations/and
communities
○ Make at least 1 sale of an annual membership
○ See at least 10 customers/day pay the hourly rate
○ Add an additional 10 customers pay the half-day rate
○ Get 2 Students to pay the reduced ‘Student Daily Rate’
○ Get 2 Customers to pay the ‘Daily Rate’
○ Sell 2 Coffee Travel mugs/month
○ Earn $40/month in commissioned sale of local works of art/creative pieces, at a
commission rate of 10%, well below the commission rate at most art galleries.
Marketing Budget
● $2,000 Startup Marketing Budget
○ $500 - Poster Campaign: THINK will print & post posters in strategic locations to
engage our target market. THINK will visually engage users on community
boards in the neighboring area

24. 23
○ $500 - Social Media Budget: for boosting posts on Facebook, Twitter and
Instagram
○ $1000 - Giveaways & Promotional Material: THINK branded products (travel
mugs) and partnership sponsor budget.

25. 24
OperationalPlan
Layout
The floor plan concept for THINK is an open concept space composed of two collaborative
meeting areas upon entering, reception, café and lounge, a work centre, partially enclosed
meeting area, private phone/video chat room, private meeting room, boardroom/video
conference room, coat closet and copier/storage + file room. This space has been designed to
be an inviting environment where one can work on anything. Everything has been designed for
mobility; no furniture is bolted to the ground, and movable partition walls will be used throughout
the space. The furniture will be rearranged regularly to create new environment that will
stimulate the mind. THINK is a different workspace, that enables collaborative thinking while
providing tools to help people expand their knowledge base. This includes teaching workshops
that will be held in the space for members as well as services such as 3D printing. THINK will
become the members’ “3rd
” place, a combination of both the “1st
”place, home, and the 2nd
place,
work.
Based off of design for 1000 sq ft.

26. 25
Picture retrieved from GAB Montreal. After discovering GAB and loving the design of the space, THINK
spoke with them and gained some insight into their workspace operations and their plans for a proprietary
app.
Location & Facilities
THINK is best suited to be located in a new up and coming, trendy and newly gentrified
neighbourhood where young professionals are living. The ideal location would be a commercial
space located on Ossington between Bloor and Queen Street. Once established in this location
THINK hopes to expand to other locations throughout Toronto. Once established in Toronto
THINK plans to expand into other cities in Canada such as Vancouver and Halifax.
Equipment and Supplies
The materials and equipment THINK necessary to operate the business include:
● iMac Computers (4)
● iPad (1)
● Wireless routers
● Projector
● Projection Screen
● Printers
● Furniture
● General office supplies
● Commercial Coffee Machine
● Coffee Beans, Tea, Milk, Dairy-free alternatives, Sugar, Cream, Stir Sticks, Coffee Mugs
● Cleaning Supplies

27. 26
Organizational Structure
The organizational structure will be composed of the managing partners specializing in a
different aspects of the business, with expected overlap of duties. These include the areas of
Accounts/Partnerships, Growth Strategist, Finance, Customer Service, Talent Acquisition (HR),
Events Coordinator, Advertising/ Marketing. Decisions will be made by vote in weekly meetings
by the six managing partners. As the company grows, “Think Masters” will be the staff hired to
keep the space running smooth with their operational expertise, will provide high quality
customer service by fostering meaningful connections with customer.
Legal Requirements
The opening and operation of THINK must meet certain legal requirements as per the
Government of Canada and the Government of Ontario:
Type of Regulation Description
Register Business with Government of Ontario Registering the business name online through
the Ontario government website. One time cost
of $60.00 and lasts 5 years.
Human Resources Regulations Includes the enforcement and adherence of: the
Ontario Employment Standards Act, as it
relates to wages, vacation and other leave,
statutory holidays, hours of work, paid overtime
etc. The Ontario Workplace Safety and
Insurance Act, Ontario Human Rights Code
Advertising and Promotions Campaigns Canada’s anti-spam law will need to be taken
into consideration when operating electronic
channels to promote or market business as the
Competition Bureau monitors false and
misleading representation, and deceptive
marketing practices in the electronic
marketplace. When creating promotional
contests specific information must be provided
to potential participants. One must disclose the
number and approximate value of prizes and
the areas to which they relate and any
important information relating to the chances of
winning such as the odds of winning.
Privacy Regulations If a company collects, uses or discloses
personal information about individuals, the
business needs to understand its privacy
obligations.
Health and Safety Regulations Standards need to be integrated into the safety

28. 27
of the products, the services and the workplace.
Building Codes and Regulations The building codes, regulations and related
standards for the province of Ontario need to be
implemented as well as the facility must be
mindful of accessibility and how to make the
business accessible to persons with disabilities.
StopGap is an organization that installs a
removable accessibility ramp outside of your
space for free.

29. 28
FinancialPlan
Our Financial Plan reflects THINK positioning itself as an integral member of the creative and
small business communities. There are a number of important considerations for THINK to
undertake during its financial planning. For example, THINK anticipates $95,145.13 in capital
expenses. Further, THINK has evaluated the balance between paying the partners for their time
worked vs. not paying until the business becomes profitable. Payroll would account a monthly
expenses of $3,720 - paying $12/hr for while THINK is open (10hrs/day, open every day except
holidays). In the following 8 appendices, there are several instances of a document containing
payroll expenses and excluding payroll expenses.
Start Up Costs & Monthly Expenses - Appendix 1 & 2
Appendices 1 and 2 show the monthly expenses, start-up costs, and capital expenses for
THINK. Appendix 1 includes the financial implications of payroll for 1 employee of $12/hr, for
the 10 hours/day that THINK will be open, and is calculated to reflect each day non-holiday that
THINK will be open throughout the year. Appendix 2 reflects the financial implication of the
THINK management team absorbing this cost and sharing the responsibility of running the office
until the business becomes profitable, which by our forecasting, should be in 2018.
Balance Sheet - Appendix 3
This outlines THINK’s assets and liabilities, and will be updated as THINK acquires more assets
and liabilities. All numbers captured in this document are reflected in the “Start-up Costs &
Monthly Expenses” and “Business Overview” documents.
Income Statement - Appendix 4 & 5
This reflects THINK’s income and expenses in Fiscal Year 2016 - 2018. Appendix 4 reflects a
FY2016 deficit of $38,849.22 based on having payroll expenses. Without having payroll in
FY2016, as seen in Appendix 5, THINK will see revenues of $11,593.98. The annual growth in
appendices 4 & 5 is based on a 50% increase in monthly members, year-over-year.
Cash Flow Statement - Appendix 6
The Cash Flow statement will be set-up to reflect quarterly cash flow, including cash received
and expenditures.
Business Overview - Appendix 7 & 8
The Business Overview provides a detailed breakdown of THINK’s revenue streams including
memberships, daily rates, and ancillary revenue streams, as well as a list of close to 50
potential Student Groups, Associations, Agencies, and Communities that are reflective of our
target market. These appendices do not currently reflect income from THINK partnering with
other businesses, member-run event hosting fees, or from monetizing its newsletter through
advertising revenue. Appendix 7, reflecting our operating expenses containing payroll expenses,
demonstrates a monthly deficit of $762.41. Appendix 8, based on THINK not having any payroll
expenses, shows a monthly revenue of $2,957.59.

30. 29
Appendix 1 – Start--up Costs & Monthly Expenses, including payroll expenses
Appendices 1 and 2 show the potential monthly expenses, start-up costs, and capital expenses
for THINK. Appendix 1 includes the financial implications of payroll for 1 employee of $12/hr, for
the 10 hours/day that THINK will be open, and is calculated to reflect each day non-holiday that
THINK will be open throughout the year.

31. 30
Appendix 2 – Start-up Costs & Monthly Expenses, excluding payroll expenses
Appendices 1 and 2 show the potential monthly expenses, start-up costs, and capital expenses
for THINK. Appendix 2 reflects the financial implication of the THINK management team not
receiving a paycheck until the business becomes profitable. This would be a shared
responsibility amongst the partners as they support THINK between other means of personal
employment.

32. 31
Appendix 3 - Balance Sheet
This outlines THINK’s assets and liabilities, and will be updated as THINK acquires more assets
and liabilities. All numbers captured in this document are reflected in the “Start-up Costs &
Monthly Expenses” and “Business Overview” documents.

33. 32
Appendix 4 - Income Statement, including payroll expenses
This reflects THINK’s income and expenses in Fiscal Year 2016 - 2018. Appendix 4 reflects a
FY2016 deficit of $38,849.22 based on having payroll expenses. The annual growth in
appendices 4 & 5 is based on a 50% increase in monthly members, year-over-year.

34. 33
Appendix 5 - Income Statement, with no payroll expenses
Appendices 4 & 5 reflect THINK’s income and expenses in Fiscal Year 2016 - 2018. Appendix 5
demonstrates the financial impact of not having a payroll. Without having payroll in FY2016,
THINK will see annual revenues of $11,593.98. The annual growth in appendices 4 & 5 is based
on a 50% increase in monthly members, year-over-year.

35. 34
Appendix 6 - Cash Flow Statement
The Cash Flow statement reflects anticipated quarterly cash flow, including cash received and
expenditures. It currently does not reflect THINK’s plans to build and monetize asset revenue
streams including the THINK app, THINKPAD newsletter, and THINK podcast.

36. 35
Appendix 7 - Business Overview, including payroll expenses as an Operating Expense
Appendix 8 - Business Overview, excluding payroll expenses as an Operating Expense

37. 36
THINK’s Budgetary Implications
● Not hiring or paying any employees until the business becomes profitable. Given
the budgetary implications, THINK cannot afford the cost of paying employees until the
business becomes profitable in year 2 or 3. Until then, the managing partners will share
the responsibility of running THINK while the other partners are working other jobs to
make a livable wage.
● Be strategic in considering to whom we appeal. THINK needs to appeal to people
who work from home and encourage them to make the space their office space. It is
much cheaper than renting office space and provides all of the amenities of a home
office, and allows for collaboration, networking, getting out, etc.
● Empower customers to be THINK brand ambassadors via social media. This will
help offset marketing costs through earned media.
● Continue to expand the breadth of our revenue streams. For example, THINK could
also sell other creative pieces. Business Overviews, Appendices 7 & 8, do not reflect
any revenue from event hosting fees, partnerships/partnerships, or advertising in
THINKPAD
● Develop strategies to monetize assets. This budget does not reflect THINK’s plan to
monetize assets like the THINKPAD eNewsletter, the THINK app, or the podcast.
Through the collection of client demographic information, THINK will be in a position to
strategically attract corporate partners who are aiming to reach THINK’s target market
and whose brand values aligns with THINK’s.

38. 37
Investment Request
THINK is seeking a total financial investment of $150,000 in the form of $100,000 at the time of
start-up, and an additional $50,000 after 6 months of operation. The startup sum of $100,000
will be used for the purchase of capital assets and help cover associated start-up costs. The
sum of $50,000 after 6 months of operation will be used to help cover monthly operating
expenses as THINK grows its business and roots itself in the community. Funds will not be used
to pay employees. Rather, they will be used to purchase tangible assets that can be liquidated,
if necessary. The total investment of $150,000 will be repaid in monthly installments over 72
months, during which time THINK plans to expand its business and revenues by opening new
locations.
THINK expects to purchase close to $20,000 in Technological Equipment, close to $30,000 in
Furniture and Fittings, $40,000 in capital projects including a major renovation and development
of a mobile app, and close to $5,000 in marketing and advertising. The remainder of the funds
will be used to purchase and offset start-up costs, including the offset of property rental while
the business establishes a regular clientele and becomes profitable by its own means. Any
unused funds will be invested into THINK to help cover its needs as the business grows.