Business Plan SchukowD

Business Plan D&M Sporting Goods and Range
Confidential – Do not copy or extract any content without specific consent from
the author.
Business Plan:
D & M Sporting Goods and Range
Derek Schukow
Lakeland College

the author.
1. Executive Summary
A. D & M Sporting Goods and Range, 400 W 20th Ave. Oshkosh, WI 54902
B. Owner, Derek Schukow 400 W 20th Ave. Oshkosh, WI 54902
Co-Owner, Melissa Schukow 400 W 20th Ave. Oshkosh, WI 54902
Proposed location is Taycheedah, Wisconsin.
C. The Business would be set-up in two sections. Section one would be an
outdoor sporting goods store with minimal camping gear, kayaking
gear and kayaks, fishing supplies, and various hunting supplies
including various types of ammunitions.
The second section would be divided into two indoor ranges, one
range a competition style archery range with life size animal targets
and standard sighting targets which archers can move at will. The
other range would be a competition shooting range that would be
designed to accommodate both hand guns and long guns of various
caliper.
The store would accommodate many types of consumer interests in
the outdoors. The products would be of higher quality to ensure a long
life of use and would come be accompanied with in store
experienced outdoors equipment sales personnel. The personnel
would be able to answer or find the answers to products consumers
are interested in as well as being able to special order gear not found
locally. It brings shooting safety inside where it can be performed
safely and under a trained supervised range safety officer.
D. Currently the closest indoor ranges are in Green Bay and Milwaukee
respectively, each is about 60 to 75 miles away from the proposed
business location. The sporting goods store itself would have
competition from two main area businesses, Wal-mart and Fleet Farm
but the quality of merchandise sold would be of a higher quality name
brand products not found in either store.
E. The competition advantage in terms of the shooting range limited at
best. The indoor gun range has no competition within a reasonable
regional distance and the archery range has one or two indoor
archery ranges within 20 miles. The store has reasonable competition
but with the products being offered minimal competition within 10
miles of the business. The product examples are Black diamond,
Svastika hunting apparel, Bowtech, Mathews, Glock, Remington,
Northface, Truglo, Winchester, Savage, Bushnell, Nikon, Coleman etc.
F. The owner, Derek Schukow has 30 years of outdoor experience
combined with military, Boy Scouting, outdoor sports including hunting,
fishing, archery, hiking, backpacking, camping, rock climbing and
wilderness survival. This is also accompanied by 10 years of supervisor
experience in the military as a sergeant in the medical corp and

the author.
leadership training as a youth Boy Scout and adult Boy scout including
wood badge training. Technical experience in safe weapon handing
and range operations. Also working towards a bachelor degree in
Business Administration with emphasis in management. Experience in
quality assurance, order entry, organizing and planning day to day
operations including experience in starting a supply chain and
maintaining inventory.
Melissa Schukow has 20 years of outdoor experience in camping and
hiking recreations and biking. She is knowledgeable in water
recreation sports. She is a paralegal by trade and has 10 years of legal
experience in contracts and laws. She has several years in retail sales
and working with customers. She is knowledgeable in the area of
detailed laws, contracts, sales briefs, insurance and fundamental
finances.
G. The request for $650,000 is for three key areas, $180,000 for purchase of
land in a business zones district. $400,000 for construction of business
with interior poured cement walls in the gun range and EPA required
bullet collection system and Air filtration systems. $70,000 for start -up
merchandise and salary coverage for the first 6 months of operations.
H.
Chart represents One Year of Sales & Fees
$826 $5,782
$23,128
$138,768
$277,536
Total Receivables Over a Year
Cost per day
Cost per week
Cost per month
Cost for six months
Cost per year

the author.
Financial Forecast for Year One
Cost Areas Cost per
day
Cost per
week
Cost per
month
Cost for
six months
Cost per
year
Merchandise
inventory
$35,000 210,000 $420,000
range
operations
(cleaning and
filters)
$100 $600 $2,400 $14,400 $28,800
office supplies $10 $20 $80 $240 $480
prepaid
insurance
$600 $3,600 $7,200
mortgage
payment
$7,057 $42,340 84,680
Loan
payment
$1,220 7,322 $14,644
Wages
expense
$224 $1,568 $6,272 $37,632 $75,264
Advertising $500 $3,000 $6,000
Utilities
expense
$200 $1,200 $2,400
computer
supplies
$5 $10 $40 $240 $480
Accounting
fees
$66.08 $462.56 $22,202.88
Equipment
rental
$120 $720 $1,440
Building
maintenance
$12 $84 $336 $2,016 $4,032
Sales of
merchandise
$570 $3,990 $15,960 $95,760 $191,520
Shooting
range fees
$220 $1,540 $6,160 $36,960 $73,920
Archery range
fees
$36 $252 $1,008 $6,048 $12,096
Total Expenses $351 $2,282 $18,891 $113,173 $247,623
Total
Receivables
$826 $5,782 $23,128 $138,768 $277,536

the author.
Profit margin 0.4249394
67
0.3946731
23
0.8168056
04
0.8155522
89
0.8922189
55
Net Profit $475 $3,500 $4,237 $25,595 $29,913
Chart represents First year Profit Margin versus Net Profits:
II. Vision and Mission Statements
A. D&M Sporting Goods and range will be established as a seller of quality
goods for all, with the primary focus on the archery and gun ranges.
We will be operating from a large facility which will house a retail store,
archery and gun range. The retail store will also operate an online site
for additional products.
B. The business will be within two specific scopes of sales. One will be
retail sales in store and online merchandise sales. The other will be
service operated in relation to the archery and gun ranges.
C. The management team will hold that the business will hold true to the
values of:
1. Honest and professional sales colleagues
2. Safety first when ever in the store or on the ranges
3. Be nice and courteous to the customers even when frust rated
4. Being a family business always remember to keep business and
family separate
5. Hard work pays off with great sales and great customer service
Principles the business stands on:
1. Listen to the customers
2. Seek to understand the customer’s problem
3. Identifythe customer’s needs
4. Provide solid foundation to prove to the customer your choices
fit their needs
5. Be cost effective for the customer and for the business
0
5000
10000
15000
20000
25000
30000
35000
1 2 3 4 5
Profit margin
Net Profit

the author.
D. The business is a unique blend of retail and sport shooting ranges. This
is a great way to allow customers to visit the store for range use and
then browse the store before or after to purchase other sporting good
they may want. The store will offer special order for sporting good
merchandise which most other sporting goods store do not offer
routinely. The ranges will be state of the art technology in target
systems and indoor safety. The attraction of the ranges are that they
will offer clean air on ranges utilizing Triple HEPA filter air exchanges to
protect the shooters respirator systems and the environment. The
ranges will also be a key income maker for the business in terms of
usage especially by local Law enforcement and corrections officers in
the surrounding region.
III. Business and Industry Profile
A. Industry Background and overview.
1. Over the course of the past 5 years indoor shooting ranges have
become a noticeable trend with avid shooters of guns and archery.
The problem is that with so many outdoor ranges closing due to
lead contamination shooters are left with no place to safely
practice shooting for competition or protection. This has lead to
Family shooting Academy in Green Bay, WI opening a large indoor
shooting facility for families of shooters to use. The future of indoor
shooting ranges that are environmentally safe will be the future of
shooting ranges as more and more land is found to be
contaminated with older varieties of lead bullets.
2. The retail sales of outdoor sporting goods go hand in hand with the
shooting ranges. In fact the retail sales of quality sporting goods
seems to gain a larger portion of consumer interests each year with
sales topping over $1 billion dollars each year. The store will be in
two markets, the onsite retail for many sporting goods merchandise
and the web for online sales of specific sporting goods that the
store may only handle in small quantities. In the region there are
other sporting goods stores that are more geared toward hunting or
fishing and offer limited gear and supplies to fit within each stores
retail market. The largest competition is Wal-Mart and Fleet Farm
which sell good quality sporting goods merchandise but not always
high quality that many experienced outdoors customers are looking
for.
B. Trends
1. National trends are showing the indoor shooting ranges are the
way of the future for sport shooters.
2. Regional more and more indoor ranges are becoming the
choice for shooting both archery and gun. The controlled
environment, options of targets, and clean/ safe ranges makes

the author.
them accommodating to a larger portion of the shooting
customers.
3. With outdoor ranges being effected by environmental weather
and other environmental regulations impacting where outdoor
ranges can be placed has become a national issue. The indoor
ranges with safe environmental filtration systems and bullet
collection systems can be placed anywhere in any community
safely without worries of noise or pollution.
4. In the next 10 years indoor ranges and sporting goods sales will
only increase in the market and that will lead to stronger sales
and profits alike.
C. Company goals and objectives.
1. To provide high quality merchandise to customers at a
reasonable cost.
2. To operate indoor ranges that will attract a larger market of
shooters which will increase in profit as the ranges are used and
paid for over a 5 year period.
3. To provide an alternative to customers that other competitive
retail franchise stores do not have such as indoor ranges and the
ability to offer customers a place to bring their families for a few
hours of recreation.
4. To put create an environment that is friendly and welcoming to
customers that they would like to return for future purchases or
services.
5. To remain financially profitable even in the winter season that
would allow the business to remain open for years to come.
6. The profits of the ranges alone would be enough to run the
business but by maintaining a retail market online and onsite the
sales will benefit the business in future profit returns within shorter
time frame of 2 to 3 years out.
IV. Business Strategy
A. Desired image and position in the market.
1) We want the customers to feel welcome in the store and the ranges to be
safe that customers would want to bring others with them to use the facility.
2) We want the residence in the surround neighborhoods to see the business as
a good safe place and that it will not create negative view of the area.
B. SWOT
a. Strengths,
1. Trained range safety professional and clean safe
environment.
2. Welcoming atmosphere with courteous staff
3. Offering services no one else in the area currently offers.

the author.
4. Trained and experienced sales personnel in outdoor
recreation sports
b. Weaknesses.
1. New to the area
2. No current client base or merchandise suppliers
3. No existing facility
4. Limited number of potential investors.
c. Opportunities.
1. Large number of sport shooters in the 30 mile surrounding
area
2. Tremendous amounts of outdoor sporting opportunities
for people and for sales of those goods.
3. Location is in an area that has limited competition or not
competition depending on store or range interests.
4. Ability to draw from over a 100,000 person population
base.
5. With the growing interests in outdoor recreations and
merchandise that can make the outdoors more
welcoming coming into the market people will want to
stop and shop for new technology and goods.
d. Threats
1. Government regulations on ammunitions and firearms
2. EPA regulations
3. Large franchised sporting goods stores coming to the
area
4. Change in customer interests.
V. Company products and Services
A. Ranges
1. The gun range will be able to accommodate firearms from
small caliper hand guns .22 caliper to long barrel rifle up to
.50 caliper.
2. The gun range will also offer moving targets distance
relation to the shooting range positions and targets that
can rotate side to side
3. The archery range will offer 3-D targets and standard
sighting targets that can be moved to positions desired by
the archer.
4. The retail store will offer a moderate range of sporting
goods supplies.
a. Fishing equipment including rods, reels, bait, lures and
monitors, fish finders, ice fishing equipment, nets,
waders/ raingear,

the author.
b. Camping: tents, coolers, propane, stoves, grills, pans,
cooking utensils and water containers, cots, sleep pads,
sleeping bags, fire starters, outdoor instant meals, water
filters and filtrations systems, bug repellent, and
backpacks of various styles.
c. Hunting: archery equipment, bows (compound,
crossbows, traditional and youth), quivers, sbow
accessories, quick releases, targets, cases, ammo, gun
sights and scopes, hunting blinds and decoys, calls,
GPS, trail cameras and knives and other tools.
d. Other: t-shirts hunting apparel, sweatshirts, long sleeve
shirts, sunglasses, shooting glasses, hearing protection,
books, maps, weather radios, gloves, jackets.
VI. Marketing strategy
A. Target Market
a. Complete demographic profile: Hunters, fishermen, Outdoors
enthusiasts, shooting enthusiasts, families, people interested in
buying gifts.
B. Customer’s motivation to buy
a. The range services will be open to the public and with that
those who own firearms will be naturally motivated to come
to the range and shoot for practice.
b. The local lakes, state parks and forests have a fast resource of
fish and wild game along with several great trails and
camping sites.
c. To purchase camping gear, hunting gear, and fishing gear
that is top quality with long manufacturer warranties.
d. To order special outdoor equipment such as high end wood
canoes, hunting apparel and ammunition
C. Market size
a. The market is growing in size but not in the region of the state.
b. The future is a steady growth with temporary slumps with the
economy.
c. Overall the market is strong and in need of this kind of
combined business.
D. Advertising and Promotion
a. First advertising would be local newspapers, websites, mail
flyers and radio, Decals for customers and friends and Trade
shows.
b. Promotions will be offered
i. Memberships which offer discounts on range use
ii. Also with memberships friends and family would get
discounts if accompanying members

the author.
iii. A punch card with buy 10 range shoots get one free
half hour range shoot
E. Pricing
a. Fixed cost for range use
i. Shooting range
1. $23 per hour of range lane rental
2. With $25 yearly membership range cost $17 per
hour
3. Extra person up to 3 per lane $10 each
4. Target charge of $2 per target or silhouette
ii. Archery range
1. $7 per hour of range use plus target charge of $1
per target
F. Distribution Techniques
a. Sales will be one on one as needed
b. Ranges will have range safety officers for questions and
problems
VII. Location and Layout
A. Location
a. Surrounding populations range from a few hundred residents to
several thousand residents with an age range representative of
all outdoors enthusiasts.
b. Traffic count
i. Roughly 300-500 cars per day but this increased to 1,000
cars in the summer months.
c. Lease, land purchase
d. Labor and supply needs
i. One full-time range safety who also doubles as a sales
associate
ii. Myself full-time CEO
iii. One Part-time sales associate
e. Wage rates
i. CEO, $20.00 per hour
ii. Range safety officer with training $12.00 per hour starting
iii. Part-time help minimum wage plus sales incentives
B. Layout
a. Size requirements
i. 6500 square foot building with adequate parking for 12
stalls plus 2 handicap parking
ii. Two restrooms both handicap accessible
iii. Single level wheelchair accessible

the author.
iv. 24’x99’ cement walled range with poured cement and
cement enclosure on ceiling.
v. Structure wood with metal siding wood drywall interior
vi. Brick façade half way up front of building, Floor plan and
building plan see appendix
VIII.Competitor Analysis
b. Existing competitors
i. Two small fishing and hunting shops within 5 miles of the
business proposed location one both stores carry similar
goods to each other one has a test firing archer range
only.
ii. Fleet Farm and Wal-Mart are the other two competitors
located within 10 miles of the proposed business location
iii. The two small shops have single owners single staffing with
strong knowledge only in the gear and firearms they sell.
No experience outside of what they carry for fishing and
archery equipment.
iv. Fleet Farm has a strong customer service and staff very
knowledgeable about the products they offer.
v. Weaknesses in all four stores are they do not have indoor
shooting ranges for target or competition shooting. They
do not offer specialty ordering or high end gear.
c. Potential competitors
i. At this time no competition is assumed within 30 miles of
the proposed business and no proposed future sporting
goods stores
IX. Description of Management Team
a. Key manger and owner
i. At this time the owner and President of the business would
be Derek Schukow and Melissa Schukow co-owner
ii. Derek’s background: Derek has a vast knowledgefor hunting,
fishing and camping. Derek has served our country in the United
States Army for 15+ years as a Medic, called up for active-duty
in Operation Enduring Freedomand stationed in Afghanistan.
Derek has been a Surgical Technologist for 15+ years, working
with vendors, maintaining and ordering instruments/products
and assisting doctors/staff in the Operating Room. Derek also
became an Eagle Scout when he was attending high school.
iii. Melissa’s Background: Melissa has been in the legal field for 10+
years, currently working as a Paralegal in Criminal Law. Melissa
also has 10+ years experience in sales/customer assistance,
serving as a manager for a cosmetic company, receptionist/

the author.
advertiser including newspaper and websitefor a local realtor
company.
iv. Resume for Derek Schukow in appendix.
X. Plan of Operation
A. The business has already become an LLC under the state
of Wisconsin
B. Company structure is as follows;
i. President owner, Derek Schukow
ii. Co-owner, Melissa Schukow
iii. Silent investors
iv. Range safety officer
v. Part-time employees
C. Decision making authority
i. All decisions will go through President/owner
D. Compensation and Benefits
i. Currently the business will be sole proprietor.
ii. No benefits offered at this time
iii. Future profit sharing potential
XI. Financial Forecasts
Not known at this time
XII. Loan or Investment Proposal
A. Amount requested at this time $700,000
a. $400,000 for building construction and land purchase
b. $80,000 gun range bullet collection trap (EPA Required)
c. $90,000 range air exchange ventilation with HEPA filtration
and Air flow venting around shooters (EPA required)
d. $35,000 inventory purchase
e. $95,000 operating expenses for the first six months
including permits, licenses and training required by NRA
B. Repayment by loan
a. VA Business Loan backed
b. Schedule to be a 6 year loan with full payoff at end of
fiscal year 6
XIII. Time Table for implanting plan
A. 30 days- Project approval by Small Business Administration
B. 30-60 days-Project Approval by financial bank
C. 60-120 days Land purchase and Construction to begin
D. 90-120 days for construction and inspections of ranges and Air
exchange systems by DNR
E. Month 6-8 Merchandise and Store opening.

the author.
Appendix A
Range design and blue prints

the author.
Appendix B
Derek T. Schukow CST
400 W 20th Ave. Oshkosh, WI, 54902
(920) 279-1058 cell phone
EDUCATION:
*Lakeland College, Sheboygan, WI Sept. 2013-present, Major: Business
Administration with emphasis in Management.
*John F. Kennedy Special Warfare Center, Fort Bragg, NC.
Diploma: Civil Affairs Sergeant Oct. 2005-Nov 2005
*University of Wisconsin, Oshkosh September 1999-June 2001
Major: Political Science
*University of Wisconsin, Manitowoc College September 1998-May 1999
Major: Undecided
*U.S Army Reserve Training Command, Ft. McCoy, WI August 2005, Company
Trainer Course
*U.S. Army Academy of Health Science April 1996-Sept. 1996
Ft. Sam Houston, TX
Diploma: Medical Specialist/ Emergency Medical Technician
Diploma: Operating Room Specialist (Surgical Technologist)
Clinical: Ft. Leonardwood, MO August 1996-Sept. 1996
Areas of training included; Orthopedic, gynecology/Obstetrics, General,
ENT and Eye Surgeries.
EMPLOYMENT:
Mercy Medical Center, Oshkosh, WI September 1999-Present
*Work title: Certified Surgical Technologist; Duties include current Urology team
leader and assistant team leader robotics. Past area include Vascular team
leader, Orthopedic team leader,. Cardiac team member (2001-2005); First
Assistant Cardiac. Level III CST: able to scrub all major and minor specialties
including: Orthopedic, General, OB/ Gyn, Eyes (major and minor), ENT, Open
Hearts, Plastics, Urology, Oral, Neuro, Vascular, and Podiatry. Experience allows
me to act as a reference person and instructor for multiple surgical specialties. I
posses an approachable personality, being able to communicate with doctors,
nurses and surgical staff in an open professional manner.

the author.
US Army Civil Affairs/ Psychological Operations Command, Fort Bragg, NC,
present
*Civil Affairs Team Sergeant, Coordinating with local government
officials, Civilians, foreign Nations, and the US State Department to
rebuild the infrastructure of a nation by providing input from area
assessments, and passive intelligence. Working as a liaison between
the field commanders and the local civilians to minimize collateral
damage and assessing the needs of the population.
US Army Reserve 911th Forward Surgical Team, Madison, WI,
May 02-Aug 05
*Title: 91D Operating Room Senior Noncommissioned Officer In
Command. Duties include but not limited to surgical procedures liaison,
performs circulator duties as required, supervise and perform rapid
sterilization of surgical equipment and ensuring unit supply
requirements are met. Addressing soldier’s needs and work schedules along
with patient care and needs pre-operatively, operatively and post-operatively.
Helping to run and maintain a weekly patient clinic for General and Orthopedic
surgeons for local nationals and Coalition soldiers. Implement and manage
sterile processing section including ordering and maintaining sterilizing
equipment, surgical instrumentation and creating surgical sets, ordering/
maintaining disposable supplies and sterile processing guidelines.
Unit Training NCO/ Instructor/ Trauma Resource: Duties include
developing monthly training schedules, organizing and performing
training tasks for the unit per unit mission essential task list, instructor
and trauma surgery resource person.
* Served in Operation Enduring Freedom with the 911th FST July 03-April
04, Kandahar International Airfield, Afghanistan.
* Mobilized in Support of Operation Iraqi Freedom USACAPOC, FT. Bragg, NC
Jan. 06-May 06
US Army Reserve 452d Combat Support Hospital 1st Det. Menasha, WI Oct. 1995-
Nov. 2001
*Duty MOS: 91D/91B Operating Specialist/ Medical Specialist
Position: Non Commissioned Officer In Command of Theda Clark Drill
Site
*NCOIC Central Materials Sterilization section.
*Holy Family Memorial Medical Center December 1996- August 1999
Manitowoc, WI
*Theda Clark Medical Center, Neenah, WI March 1998-June 1998
Title: Certified Surgical Technologist: Duties included performing

the author.
Surgical Tech duties in the following specialties, Orthopedics, Eyes,
Urology, General, ENT, Plastics, Vascular, and OB/Gyn. Reference
person in Orthopedics and General Surgery, also helping to perform
minor preventive maintenance on OR equipment.
*Bemis Manufacturing, Sheboygan Falls, WI, September 1994-December 1996,
Shipping receiving department. Job title; Shipper/ Forklift operator. Duties
included; loading and unloading semi trailers with product. Loading team
leader, receiving of inventory in receiving department and processing and
paperwork for shipping inventory.
CERTIFICATIONS:
*Wood Badge Leadership Training, Boy scouts of America completed May 2013
*Certified Surgical Technologist May 1998 Current
*CPR (BLS-C) 1996 Current
*Trauma Casualty Care Course, Instructor 3rd Grp Special Forces May 06
*Combat Life Saver Course, Instructor USACAPOC Feb.2005-May 2006
*Company Trainers Course, US Army Academic Training Center, Fort
McCoy, WI. August 2005
*Trauma Certification, University of Miami School of Medicine May 2003
*Chemical Biological, Radiation, Nuclear Exposure Mass Casualty
Treatment Course, US Army Academy of Health Science, Ft. Sam
Houston, TX, instructed at University of Miami. May 2003
*First Assistant Course, St. Elizabeth Hospital January 2001
GOVERNMENT SECURITY CLEARANCE LEVEL
Current Security Clearance: Secret until 2013
AWARDS:
Eagle Scout recipient August 1994, Wood Badge Leadership Award 2013, US
Army: Combat Action Badge, (2) Army Commendation medals, Army Reserve
Components
Achievement Medal with 3 oak leave clusters, National Defense Service
Medal, Global War On Terrorism Expeditionary Medal, (2) Global War on
Terrorism Service Medal, Afghanistan Campaign Medal, Armed Forces
Reserve Medal with Mobilization device, Army Service Ribbon, Army Reserve
Components overseas Training Ribbon, Bolo-badges (Grenade, 9mm,
rifle).

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