Business Plan AssignmentThe business plan is a document that pro

Business Plan Assignment
The business plan is a document that provides a detailed
description of the critical aspects of your venture. It is not a
static document and serves as a guiding document for venture
launch and management. It also serves as a communication tool
for potential investors and employees. For this class each major
section of the business plan is assigned as the material is
covered. Points are allotted for each section and for combining
all the sections into a complete business plan.
Business Description/Model
· Utilizing your completed business model canvas summarize it
into a 2-3 page business model section
Grading Rubric will be based on detail, completeness and
clarity of the entire section. This section is worth 50 points.
Marketing Section
· Competitive Analysis
· Market Research
· Pricing Analysis
· Marketing plan
Grading Rubric will be based on detail, completeness and
clarity of each of the four sections. Each section is worth 25
points for a total of 100 points.
Financials Section
· Cost Analysis Worksheet – Utilizing the worksheet posted on
Blackboard complete a 3 year cost analysis.
· Revenue Projections Analysis – Using your market research
data and other information forecast 3 years of sales.
· Complete pro forma income statements and balance sheets for
3 years. Examples are provided on Blackboard.
Grading Rubric: The overall points for this section is 100
points. Grading will be based on detail, completeness and
clarity. Each section is worth 33.33 points.

Operations/Management Section
· Legal Structure
· Staffing,
· Location, Logistics, etc.
· Critical Risks
· Harvest Strategy
clarity. Each part of this section is worth 20 points.
Business Plan Draft
· Include previously written sections and the following:
· Title page and table of contents
· Executive Summary for the beginning of the plan
· Business Model
· Marketing section
· Financial Section
· Operations/Management Section
· Appendices
Grading Rubric: The overall points for this section is 50 points.
Grading will be based on detail, completeness and clarity.
Grading of this assignment will be based on the student’s ability
to integrate the various sections of the plan and add the front
matter (title page, table of contents, executive summary) and the
appendices. The goal of this assignment is to provide you with
feedback on your business plan so you can improve it for the
final grade. Grades will be assigned in the following manner:
Excellent = 47-50pts
High Quality = 44-46pts
Good = 40-43pts
Acceptable = 35-39pts
Needs Considerable Work = 30-34pts

Unacceptable = 0pts
Business Plan Final
clarity. Grading of this assignment will be based on the
student’s ability to integrate feedback from the instructor,
improve detail and conciseness, and organize into a final
submission. Grades will be assigned in the following manner:
Excellent = 93-100pts
High Quality = 85-92pts
Good = 80-84pts
Acceptable = 70-79pts
Needs Considerable Work = 60-69pts
Unacceptable = 0pts
Grading expectations for the final submission are very high
given the amount of points allotted for early sections of the plan
and a plan draft.
Final Presentation
Using instructions provided you are required to make a 5 minute
presentation of your business plan. You are allowed up to 7 ppt
slides. This assignment will allow you to experience what it
takes to have to accurately and concisely describe your venture
in a brief period of time. Slides should include the following:
1. Title of Company
2. Statement of Business Model Value Proposition
3. Assessment of Target Market
4. Summary of Key Activities
5. Summary of Financials
6. Conclusions

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Team Number: 155
Strange Days Brewing Co.
Strange Days Brewing Co is an up and coming craft brewery in
Kansas City, MO that will open with a
taproom. With a combined 12 years brewing experience, the
brewery will focus on: building a
community experience, providing beer education, and having an
imaginative, adventurous, and risk

taking philosophy. Beers will be sold out of the taproom in year
one, but look to sell bottles and
distribute in the future.
THIS BUSINESS PLAN CONTAINS TRADE SECRETS AND
OTHER CONFIDENTIAL AND
PROPRIETARY INFORMATION OF STRANGE DAYS
BREWING CO. ACCORDINGLY, THIS
BUSINESS PLAN IS CONFIDENTIAL AND IS INTENDED
SOLELY FOR THE INFORMATION
OF THE INDIVIDUAL OR ENTITY TO WHICH IT IS
DELIVERED BY OR ON BEHALF OF
STRANGE DAYS BREWING CO. BY ACCEPTING A COPY
OF THIS BUSINESS PLAN, THE
RECIPIENT AGREES NOT TO COPY, DISTRIBUTE OR
OTHERWISE DISCLOSE THIS
BUSINESS PLAN OR ITS CONTENTS OR ANY OTHER
RELATED INFORMATION TO ANY
OTHER INDIVIDUAL OR ENTITY WITHOUT THE PRIOR
WRITTEN CONSENT OF STRANGE
DAYS BREWING CO., AND TO RETURN THIS BUSINESS
PLAN TO STRANGE DAYS
BREWING CO. UPON REQUEST.

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NOTHING IN THIS BUSINESS PLAN, OR IN ANY
MATERIALS OR PRESENTATIONS RELATING TO SUCH
BUSINESS
PLAN IS INTENDED, NOR SHOULD BE CONSTRUED AS,
AN OFFER TO SELL ANY ACTUAL SECURITIES OR ANY
OTHER INTEREST OR INVESTMENT OPPORTUNITY IN
THE BUSINESS VENTURE DESCRIBED IN SUCH BUSINESS
PLAN. THE BUSINESS PLAN AND ALL SUCH MATERIALS
AND PRESENTATIONS HAVE BEEN DEVELOPED FOR
EDUCATIONAL PURPOSES BY ONE OR MORE STUDENTS
IN A UMKC COURSE OR OTHER PROGRAM OF
INSTRUCTION AND WILL BE ENTERED IN A VENTURE
CHALLENGE COMPETITION (“COMPETITION”) WHICH

ENHANCES THE EDUCATIONAL EXPERIENCE FOR THE
STUDENTS THROUGH AVENUES FOR FEEDBACK BY
JUDGES ON THE STUDENTS’ WORK.
AS PART OF THE OPPORTUNITY FOR INSTRUCTIVE
FEEDBACK FROM INSTRUCTORS AND FROM JUDGES AT
THE
COMPETITION, THE STUDENTS HAVE PREPARED
VARIOUS TYPES OF HYPOTHETICAL FINANCIAL
PRESENTATIONS AND PROJECTIONS AND BUSINESS
VALUATION CALCULATIONS AS PART OF THE
DEVELOPMENT OF THIS BUSINESS PLAN. TERMS SUCH
AS “BELIEVE,” “ESTIMATE” AND “PROJECT” AS USED
IN THIS BUSINESS PLAN AND IN RELATED MATERIALS
AND PRESENTATIONS ARE FORWARD-LOOKING
STATEMENTS AND ILLUSTRATIONS BASED ON VARIOUS
ASSUMPTIONS AND PERFORMANCE ESTIMATES.
ALTHOUGH THE STUDENTS HAVE BASED SUCH
FINANCIAL PRESENTATIONS AND PROJECTIONS ON
ASSUMPTIONS AND CALCULATIONS THEY DEEM
REASONABLE, THEY COULD PROVE TO BE INACCURATE
DUE
TO ECONOMIC CLIMATE, COMPETITIVE AND MARKET
CHANGES AND CONDITIONS, RISK FACTORS AND
EVOLVING BUSINESS DECISIONS, OR OTHER FACTORS

WHICH ARE DIFFICULT OR IMPOSSIBLE TO PREDICT.
THERE IS NO ASSURANCE THAT THE FINANCIAL
CIRCUMSTANCES OR RESULTS ILLUSTRATED OR
CONTEMPLATED BY SUCH STATEMENTS AND
PROJECTIONS COULD OR WOULD BE REALIZED, AND,
AGAIN,
THE PURPOSE IN PREPARING THEM WAS EDUCATIONAL
AND NOT TO CREATE ANY OFFER OF AN INVESTMENT
OPPORTUNITY.
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Table of Contents
I. Executive Summary 4
II. Company Description 5
III. Market Analysis 6
IV. Competitive Advantage 9

V. Management Team and Company Structure 11
VI. Marketing Plan
VII. Operation/Service Plan 14
VIII. Financial Projections 16
IX. Appendices 17
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Executive Summary
We at Strange Days Brewing Company acknowledge that we are
living in strange times. We embrace
this idea, but also realize that at times we all need an escape
from the disconnectedness and confusion
of modern living. There are many ways to accomplish this, ours
happens to be beer. When we say
“beer” we don’t just mean the drink itself, but the excitement
that comes with trying something new,
discovering unexplored flavor profiles, and sharing in this

experience with friends...or strangers.
Strange Days Brewing Company will open a taproom in Kansas
City proper to meet the ever- growing
demand for locally produced craft beer and provide a physical
location to enjoy it. The initial business
strategy will be to serve all beer on premise and partner with
food trucks and local restaurants to
provide food options rather than serving our own food. Strange
Days philosophy on brewing, branding,
and running the business will center on the importance of risk-
taking, adventure, & imagination,
enhancing consumer’s education on craft beer, and bringing
people together to create fun & memorable
experiences.
The decision to start a taproom rather than a brewpub was
carefully considered and chosen in order to
keep initial costs low, have less overhead costs, and allow our
team to focus primarily on brewing and
establishing brand identity. Strange Days Brewing Company
will not distribute initially to keep
overhead costs low. On-premise consumption of our beer and
use of POS system will allow us to have

pulse on popularity of specific beers and seasonal trends to
better anticipate demand upon going into
distribution in coming years. Once we have developed a strong
following and understand demand for
specific beers we will plan to go into distribution locally and
have received interest from local
distributor to work with.
The craft beer industry currently has 12 percent market share of
all U.S. beer sales. Conservative
projections state that craft beer will have 20 percent market
share by 2020, which shows that this
industry is ripe for continued growth. Craft beer has grown
considerably in many parts of the country,
however the Midwest continues to be an under-served market
according to industry experts.
Additionally, data suggests that consumers, especially
millenials, place a growing importance on
locally produced products and are more likely to purchase
products labeled as “local” and
“handcrafted.”
Our marketing strategy will be to target and appeal to craft beer
enthusiasts and millenials as these

groups tend to have passion for craft beer and sharing what they
are drinking and where they are
drinking through social media platforms. We will rely heavily
on word of mouth sharing and social
media to build connection with current customers and connect
with potential customers. Additionally,
we will be involved with customers face-to-face at beer
festivals and other community events, such as
tastings and charity events. Our beer production will be
representative of our risk-taking philosophy
and will be a tool for marketing as it will emphasize variety &
special release beers, which craft beer
enthusiasts rate as being highly important to their purchasing
decisions & brewery loyalty.
For first year of business, team will be composed primarily of
original founder and bar staff. XX will
work full-time from day one and other founders will contribute
weeknights and weekends until demand
facilitates need for more full time employees. Team will also
utilize a board for important decision-
making and to provide expertise needed for success of the
brewery.
Company Description

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Business Model
Strange Days Brewing Co. is a brewery and taproom that will be
located in Kansas City, MO. In the
beginning, we will serve: our own beer, local wine, and barrel -
aged cocktails through the taproom.
Everything in the taproom will be purchased on premises and
will be either consumed on premises or
taken home via the purchase of a growler. Customers can bring
their own food or purchase food
through partner organizations. Future goals will be distribution
of kegs and bottled beer.
Problem
Currently, Kansas City currently has 15 breweries, while major
beer cities have more than four times as
many breweries than Kansas City. Craft beer enthusiasts look
for a location that provides a variety of
beer, a community experience, and knowledgeable beer staff,

which is a current gap in the local market.
Other craft beer cities of comparable size (Portland, Denver, St.
Louis, and Milwaukee) continues to
grow, Kansas City is still limited in the number of breweries
that provide:
-taking beer philosophy
Need Served
As the craft brewery market in Kansas City continues to grow,
there have been a few things missing
from breweries. They lack beer education for customers, variety
of beers, and an open environment for
all beer drinkers. This has created a gap that we feel we can fill.
Competitive Advantage
The majority of the time, a new craft beer drinker will enter a
brewery and be hesitant on what to order.

They look for direction on what the brewery recommends and
this will be our strategy on developing a
loyal customer. As we build our taproom, the focus will be to
create an open environment and beer
education platform for anyone of our customers. These steps
will allow us to create a customer
following that will come to us over other breweries.
Craft beer enthusiasts are always looking for the next great
beer. They are looking for a beer that they
can discuss with their fellow craft beer drinkers. Through our
12 combined years of brewing
experience, our group has dedicated our brewing to imaginative
and exciting craft beers. Our risk-
taking and adventurous brewing philosophy will attract
customer’s interest with new and exciting
flavors. We feel this dedication will set us apart from other
breweries not only locally, but also
regionally.
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Market Analysis
Craft Beer Market
Over the past decade, the craft beer market has changed from an
emerging market to a strong growth
market. According to the Brewers Association, the total U.S.
beer market grew only 0.5% in 2014, but
in the same period the craft market grew by 17.6% (see Figure
1) with that number expected to increase
in 2015.
Figure 1: Snapshot of 2014 U.S. Beer Growth
Based on current growth rate (CAGR) craft beer is expected to
have 20% market shares by 2020.
Kansas City has a fraction of the breweries (around 15)
compared to other similar-sized cities such as -
Portland, Denver, St. Louis, and Milwaukee. Figure 2 represents
the BDI/CDI chart for the listed cities,
including Kansas City. If you were to take the graph and create
the quadrants, you will see Kansas City
is in the upper right quadrant. After gathering the market and
category sales for breweries ranging in
revenue from $2.5 million to $4.9 million each year, we believe
Kansas City has a unique opportunity.

The compared cities have at least five to ten more breweries
than Kansas City, which increase their
market share.
Figure 2: BDI/CDI Chart
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Customer Profile
Despite the tremendous growth this market has seen in the past
decade, the stereotypical craft beer
drinker hasn’t changed much. Beverage Media indicates that by
volume, 80% of craft beer was enjoyed
by non-Hispanic white consumers, over half of them in the 21-
44 year age bracket. Our target customer
will be focused on the millennial group. The Brewers
Association says that millennials (ages 25 – 34)
make up around 26% of the U.S. population. They account for
21% of the consumer discretionary
purchases, estimated at over a trillion dollars of direct buyi ng
power. By 2020 they will be 36% of the
adult population and will be the dominant consumer force.

Starting with a destination taproom, location is very crucial to
the success of our business. After
researching all of the metropolitan area, we found Kansas City,
MO. proper will provide the greatest
foot traffic. Figure 3 is information gathered from
CLRsearch.com for Kansas City, MO and the
Kansas City Metropolitan (includes the top six suburbs of the
metropolitan and Kansas City.) While we
will be located in Kansas City, MO., our business will attract
craft beer enthusiasts throughout the
metropolitan area. The chart below shows our target age group
makes up 13.63% or 133,551 of the
total population. Judy Herz, with The Brewers Association,
states 46% of new craft beer drinkers come
from this group. This shows 61,000 potential customers that
enjoy craft beer.
Figure 3: Population Snap Shot
Kansas City, MO
Kansas City
Metropolitan
Total Population 468,608 979,834
Population Density 1,465 11,617

5 Year Population Projection
(2017)
484,712 1,024,307
Population Male 48.42% 48.30%
Population Female 51.58% 51.70%
Age 25 to 34 74,000 133,551
Age 25 to 34 in % 15.80% 13.63%
Survey
In March of 2016, we surveyed (full survey available upon
request) 59 individuals to help us better
understand:
find important, what brings them
back to an establishment, and what they feel is missing or can
be improved in a taproom.
After gathering the results, we found some trends that were
common among all entries. The most
common themes were:
and quality, atmosphere, and events.

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The themes and previous data will help us structure our taproom
layout, the atmosphere, what we
serve, and provide a better customer experience.
Operational Growth
Understanding the current environment, it is our mission to
provide a fresh, local, and highly
imaginative craft beer that connects the Kansas City beer
community. We will strive to elevate the
Kansas City craft beer culture and provide a stimulating beer
experience. Our target market is more
inclined to purchase a beer that is labeled craft and they are
always looking for new styles and flavors.
A recent Nielsen study of craft beverage alcohol conducted
online by Harris Poll found that 35% of
adults 21 and older say they’re more interested in trying an
adult beverage labeled craft. Among men
21-24, that figure jumps to 46%.
To help position us to serve our target customer, we will open a
taproom that will serve beer on-site,
rather than through distribution. This will allow us to brew
smaller batches and more variety. We will

cover in more detail the expected growth in the operations
sections.
Pricing Structure
From day one, we will offer a variety of styles and sizes for our
patrons. Figure 4 shows all of our
pricing options based on year round or seasonal beers. The
tasters can be purchased individually or in a
flight (consists of four regular and one seasonal style.) Draft
beer will be poured in twelve ounce or
pint (16 ounce) sizes. Growlers will be our largest sizes, coming
in 32 ounce or 64 ounce sizes.
Figure 4: Pricing
Beer Style and Size Year Round Price per Ounce Seasonal Price
per Ounce
Tasters (Individual) 4 oz $2.00 $0.50 $3.00 $0.75
Tasters (Flight) 4 oz per $8.00 $0.38 $2.00 $0.50
Draft Beers (12 oz) $5.00 $0.42 $6.00 $0.50
Draft Beers (1 Pint) $6.00 $0.38 $8.00 $0.50
Growlers (32 oz) $8.00 $0.25 $10.00 $0.32
Growlers (64 oz) $12.00 $0.18 $15.00 $0.23

In each category, our seasonal beers will have a higher price per
ounce than our year round. This will
help offset the added costs to produce them. Some costs will
include barrels to store the beer, rare
ingredients, and space for aging. Tasters, especially the flights,
have biggest potential in revenue. The
tasters will allow the customer to sample a variety of beer
before committing to a larger size. We will
be able to capture the trends of what styles are popular and
generate higher revenue.
Millennials are driven to trying variety, so having multiple pour
sizes will allow them more flexibility.
Pint beers will be a better value for customers that are looking
to have one style. Growlers will hold
multiple beers per container and will be the lowest price per
ounce. They are intended to give the
consumer the opportunity to take beer home, which will open
seating for others that want to drink at
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the brewery. Having the beer exposed outside of the brewery
will give us an opportunity to attract new
customers.

Marketing Strategy
Starting with just a taproom, communicating our product to
loyal and potential customers while being
centrally located will be important for our growth. The
following strategies will enable us to reach our
customers and build a strong brand.
1) Foot traffic:
● We plan to open in an area of high foot traffic in order to
generate
consistent walk-in business.
2) Word-of-mouth & social media:
● Build connections with beer bloggers and craft beer
enthusiasts
● The following are social media outlets we will use –
○ Untappd, Twitter, Facebook, Snapchat, and Instagram
3) Events and Festivals:
● Community interactions with consumers at beer festivals, beer
dinners, and other
similar events.
● Hold events focusing on rare release beers to generate
excitement and appeal to the

psychological & emotional wants of the craft beer drinker.
4) More than just beer:
● We will work to provide experiences beyond just beer in
order to capitalize on other interests of
our customer base.
Competitive Advantage
We should start by saying we do not see any of the below
breweries as competitors. We are in the same
category, but no one is really competing as we see plenty of
space still for everyone. Additionally, we
have a lot of anecdotal evidence to support how nice (loaning
ingredients) & supportive (beer
collaborations) other breweries have been. We have collected
data of breweries in Kansas City to
understand the gap that needs filled.
Breweries in the Kansas City area limit themselves by focusing
on a certain style due to either beer
knowledge, going straight into distribution, or lack of
equipment. Our group has a combined 12 years
of home brewing. This time has allowed us to develop a brewing
system that enhances uncommon hops

and yeasts. We have been able to create a worldly beer portfolio
and we want to bring all of our styles
to the local community. Below is a table (Figure 5) showing
high-level view and a detailed breakdown
of our direct breweries.
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Figure 5: High Level View of Competitors
Brewery Market Location Sales Plan
Red Crow Brewing Co Local Spring Hill, KS. Tasters, Pints,
and Growlers
Kansas City Bier
Company
Multi-State Waldo, MO. Tasters, Pints, Growlers, and
Distribution
Martin City Brewing

Company
Multi-State Martin City, MO. Tasters, Pints, Growlers, and
Distribution
Cinder Block Brewery Multi-State North Kansas City, MO.
Tasters, Pints, Growlers, and
Distribution
The Big Rip Brewing
Company
Local North Kansas City, MO. Tasters, Pints, and Growlers
Double Shift Brewing
Company
Local Crossroads, MO. Tasters, Pints, and Growlers
Key Success Factors
We understand the market is becoming dense with
microbreweries and tap space in restaurants/bars and
also that shelf space in liquor stores are limited. Our
competitors may seem to have an advantage due to
their resources, established customer base, and distribution
channels in place, but we feel the customers

will choose us based on the following:
o Create brand loyalty through: a compelling and consistent
story, branding, and messages
to consumers.
o Use input from our loyal customers.
o Beer festivals and events will allow us to engage with our
customers.
o Work with local charities to promote their mission.
o Be the “go-to” location for all televised soccer matches in the
soccer community.
o Events, group meetings, and private parties at our location.
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o Describing our beers to the customers.
o Hold private beer tastings, dinners, and classes.
o Potential brew sessions with home brewers and/or customers.

o Our own products we will serve out of our taproom: world
style beers with our own
twist and barrel aged cocktails.
Management and Company Structure
Strange Days Brewing Co. will be formed as a limited liability
company (LLC) in Missouri. This will
allow us to stay flexible if we need to add future partners.
Starting with just a taproom, (will need close
to 3,000 sq feet) location is very crucial for our business.
Through all the data research, Kansas City,
MO. will be the best option. The traffic flow will be denser and
the events targeted to our customers in
this area are greater. As we grow and move into distribution, a
larger location will be needed. We will
look to use our current location, but depending on space we will
look for locations close to our
taproom. The larger location will not be opened to the public, as
it will produce large batches for
distribution. Smaller batches will continue to be brewed at the
original location for the taproom.
Advantages of Location

Cost: Located in Kansas City, cost per square foot will be
higher than surrounding cities. At the
beginning, we will lease our 3,000 sq foot location and our
range will be $2,500 to $3,500 per month.
By year 6, we look to purchase our building in preparation for
distribution. Having control of our
building will make it easier when we renovate the building for
larger equipment.
Local: Kansas City is an ideal location to launch our brewery.
The city has many local
businesses and customers that believe in local products. They
take pride in what Kansas City has to
offer and wants to see each business succeed.
Strange Days Brewing Co. management philosophy centers on
community, teamwork, integrity,
professionalism, and enthusiasm. Initial Management will
include only the founding team and a few
bar staff. The bar staff will be compensated hourly and through
tips. This will allow us to keep our
costs low. As the business grows, additional employees will be
selected based on their qualification for
each specific job and their “fit” within the company. Adding
employees that fit our philosophy and

culture will be very important to us. Below are the owner’s
roles and background and tables that show
Skill Profile of Team and Ownership and Compensation.
Cofounder, Head of Business Operation, Co-Brewmaster
ence in
home brewing, which includes
understanding recipe formulation and assisting in brewing
different beer styles.
creating new revenue channels
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for the company, and planning for future expansion. From day
one, he will be assisting in day-
to-day operations during evenings and weekends.
experience in operations and
manufacturing. He has been involved in the whole project
process starting at the planning and
resourcing stage, moving through the build out and test phase,

and finishing with the execution
of the product.
Bachelors in Business Administration
with an emphasis in Entrepreneurship from UMKC. Completed
E-Scholars program in 2012
and 2016. Training includes Harris Lean Systems Red Book and
Lean Level Scheduling.
Cofounder, COO, Co-Brewmaster
perience in home
brewing learning different styles
and recipe formulation.
operations (includes equipment, ordering
materials, formulating brew points, and maintaining everything
within the property to keep up
to code.) At the beginning he will work evenings and weekends.
settings with a variety of roles
ranging from scheduling/capacity planning, working with
customers, and supervision/leadership
roles. Skills include analytic and strategic problem solving, cost

reduction techniques, and
RCCM (root-cause-countermeasure.)
Manufacturing Systems
Engineering from the University of Missouri. Completed the E-
Scholars program through
UMKC in 2016. Training includes Harris Lean Systems Red
Book and Lean Level Scheduling.
Cofounder, Head of Marketing/Branding and PR, Co-
Brewmaster
experience in home
brewing learning brewing techniques,
recipe formulation, experimentation, and executing a wide range
of beer styles.
-to-day operations, as he
will be the first full time employee.
Prepping, cleaning, and brewing majority of the beers. He will
purchase all the ingredients for
the batches and in charge of quality control. Daily social media,
communication for upcoming
events, and innovating new beers and education pieces will go
through Nate.

Skills include: understanding
individual & group behavior, and what motivates individuals to
change (and not change.) Also
focused on knowing how to promote & articulate a positive
vision of the future based on
individual/group wants and needs.
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sociology from University of Kansas.
Competed the E-Scholars program through UMKC in 2016
Training includes: motivational
interviewing, diversity awareness, and LEAP (Leadership.
Excellence. Accelerating. Potential.)
Other key resources

ofounder/GM of Salem Ale Works.
Marketing Plan
The plan below will align with our three foundations as a
company:
1) Community Experience
2) Education
3) Imaginative, Adventurous, and Risk Taking.
The plan below will align with our three foundations:
Community experience, education, and
imagination, adventure, and risk-taking. Our goal is to be
known as the “go-to” community-focused
taproom in Kansas City that brews/serves world-style beers and,
by the end of year one, sell 62,000
draft pours. We will target millennials as our primary customer
and craft beer drinkers, soccer crowd,
and locals as our secondary customer. A strong social media
presence will be important to our success

as we look to drive 20,000 customers through our door in year
one and be a top five brewery in Kansas
City within the first five years. Positioning Strange Days
Brewing Co. as the destination to watch all
soccer matches will capture the soccer community and extend
our business hours in the morning.
Below are our goals, strategic initiatives, and tactics tied to our
marketing plan.
State of the Business
Strange Days Brewing Co. is in the concept stage. We
participated in three homebrew festivals and
served at numerous weddings/events as a homebrew group in
2015. We plan to participate in five
homebrew festivals in 2016 to continue to grow our brand.
Goals/Objectives
In year 1, we will have 2 goals, which are listed below.
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-to” community-
focused taproom in Kansas City.
o Produce around 520 barrels (bbls) in year 1 with 16 different
beer styles.
Strategic Initiatives
Our strategic initiatives will help executive execute the above
goals, and some of these will overlap:.
This is based on 22% of target market
within the Kansas City Metropolitan. This also includes:
o Open 5 days/week (Wednesday through Sunday) and having
an average of 120
customers/day.
– maybe
on Thurs.-Sat. you
get 200 customers/day, and on the other days you’re only
getting 20
customers/day – think about what you’ll need to do to drive
those peak numbers
of customers in terms of marketing, and also what sorts of
operational capability

you would need to service those peak numbers of customers
(producing and
having enough beer on hand, enough staff, enough parking,
enough floor space,
etc. )
watch all soccer matches (domestic
and international.)
o Partner and coordinate with local adult soccer leagues,
groups, and teams.
area on Untappd.
o Site is dedicated to serving the entire craft beer community.
edia plan.
Tactics
taproom.
o Partner with VeloWagon for all beer festivals, block parties,
and private events (where
allowed.)

o Participate in five beer festivals this year (2016) to promote
the brand and beer styles.
-to-face interactions with
our customers
o Educate customers of our style of beers to enhance the
relationship.
o Top areas include: Waldo, Columbus Park, Brookside, and
Crossroads.
o Partner with 3-5 restaurants as well as food trucks, to provide
food.
o Host watch parties for major soccer events and European
leagues.
Formatted: Bullets and Numbering
15
o Allows us to track what beer styles are selling, when they are
selling, and to whom.

Think about your team becoming regular contributors (blog
posts or short articles) to
influential craft beer and/or local food publications. You could
just talk about this latest
trend or that latest method to establish yourselves as experts
and a reputable venture, at
the same time building recognition of your team and your brand
o All outlets will be used to communicate our story, brand
identity, and provide a sense of
belonging with community and fans.
outlets in the KC area.
o When we announce we are going professional and the taproom
is a few months from
opening.
Operations/Service Plan
Our location will promote an un-intimidating environment for
all beer enthusiasts and non-beer
drinkers. We will build a community that will enhance the beer
education while taking an imaginative,
adventurous, and risk taking philosophy.

General Approach to Operation
From day one, our location will consist of a taproom, event
space, and brew house in Kansas City, MO.
The brew house will allow us to brew, ferment, and age our own
beer. The taproom will allow us to
serve our brewed beer to the community. Our selection will
consist of year round, “Flagship” beers,
Seasonal, and limited-release beers. We will offer local wine,
barrel-aged cocktails, and snacks. The
event space will hold watch parties, meetings/private parties for
organizations and companies, and our
own events.
Staff Selection: The staff will be limited to the original
founders and a few bar staff for at least the first
two years. The bar staff will be selected by their craft beer
knowledge and experience in the
bar/entertainment industry. We will meet with them weekly to
cover beer selection, upcoming
events/festivals, and any insight to help improve our business.
The team members will be able to satisfy the needs of the
business during the initial stages of the

business. We will have volunteers (family, friends, other
brewers) to help during our larger events and
festivals.
Website and social media: These will be a very important push
for our business. This will allow us to
stay connected with our customers and keep costs low.
We will work with HSIT (database and IT company) to develop
our website and create/manage our
POS system.
POS system will manage all the sales, inventory, and
communication between transactions, send
weekly reports, and collect beer data. The beer data will
include: who purchases beer, how often, notify
us when another batch needs to be made, show customers the
flow of the beers (integrating flow meters
16
into the keg lines), and when kegs are about empty to get ready
for the next one. The system will allow
us to see beer consumption and trends.

Day-to-Day Operations
Alec and Chris will help with serving the customers, prepping,
and cleaning during evening and
weekend hours. Alec will be in charge of all equipment set-up
and maintenance. His role will become
more involved when we add a bottling and kegging line. Chris
will be responsible for mapping out
events and festivals that will take place at the establishment.
Nate will be involved with the day-to-day
brew operations, ordering material, and social media. Below
will show a brew day and when we are
open to serve.
During brew days, Nate will make sure all equipment is cleaned
and prepped prior to any ingredients
being used. A safety checklist will be developed to make sure
all valves are shut, high-level
maintenance conducted for all equipment, and water quality is
where we need it. Group will follow
brew and fermentation schedule to ensure consistency and
quality.

Taproom hours can be seen in Figure 6 below. We look to be
open Wednesday through Sunday and
Tuesday nights will be held for staff training. Nate will open
Wednesday through Fridays. Alec and
Chris will rotate Saturday and Sunday openings. Each owner
will rotate closings. Opening and closing
checklists will be provided to ensure an efficient and consistent
process.
Figure 6: Taproom Hours
Day Open Close
Wednesday 4pm 10pm
Thursday 3pm 11pm
Friday 3pm 11pm
Saturday 7am 11pm
Sunday 7am 11pm
The flow of the taproom will be very important to us. We want
the customer to understand our
brand/identity right when they enter. We will have signs
throughout describing our beers, what styles
they are, and why we brew them.

Product/Service Strategy
Each of our products will be served according to the beer style.
Beer will be served out of kegs or brite
tanks through taps. Wine will be poured from the bottle and
barrel age cocktails will be served out of
the barrels in which it is aging from. When the barrels have
been emptied, we will fill them with beer to
age, which will be unique and excite customer’s interest.
Future Growth: Starting with a taproom will help us build our
demand and brand, understand our beer,
and have a set location for customer’s to enjoy the beer. Our
end goal is to move into distribution with
both kegs and bottles. The information below goes into more
detail of how we plan to accomplish our
goals. Some of the items below were listed briefly in the
Marketing Analysis section.
● Short Term (1 - 2 years): Start with a taproom and get
involved in the community through beer
festivals and charity events. Work with local wineries,
restaurants, and food trucks to enhance

17
the overall experience. Near the end of year 1, we will be
experimenting with barrel-aged
cocktails and barrel aged beers. The cocktails will be stored in
one of our whiskey, bourbon,
gin, tequila, or wine barrels to enhance the flavors. We will
have beers aged in both standard
barrels and the cocktail barrels. Missouri laws will actually
allow us to serve early in the
morning, which will attract the soccer community looking for a
location to have a drink and
enjoy a game. The taproom without distribution will be lower
overhead costs and allow us to
understand the more profitable styles and sizes. This will also
give us the time to develop a
loyal customer base and understand what beer styles they like.
● Midterm (3 - 10 years): By the end of year 2 or prior we will
launch our loyalty program. This
will allow us another channel to understand our customers (what
style of beer they drink, when
they drink, how much they drink within a given sitting) and add

some more value to their
experience. Selling bottles through our taproom will begin in
year three and distribution of kegs
to local food and drink establishments by year 6. Prior to
distribution, we look to expand within
our current location. If we need to purchase a larger building to
facilitate the larger equipment
and bottling line, our goal is to keep the new location close to
the current building.
● Long Term (10 years plus): Year ten we will expand our
operations in preparation of regional
growth. The expansion will include brewing operations for
special/seasonal releases that will be
bottled and sold throughout Kansas City and our taproom. In
year twelve we will distribute
throughout the Midwest region and into large metropolitan
cities outside of the region.
Financial Projections
All of our financial statements have been carefully researched
and all of them are projections from our
findings. The financial statements that we provide are the
startup costs, income statement (month-by-

month for year one and five-year), and cash flow statement
(month-by-month for year one and five-
year.) We have projected two scenarios (new equipment and
used equipment) for start-up cost. New
equipment scenario will require $183,000 and used equipment
scenario will require $77,000. This will
cover all equipment for brew house and taproom, renovations,
building lease, and a few other
businesses needs. We aim to purchase equipment, but depend on
timeline to opening. Even though we
plan for used equipment, we will discuss new equipment (most
likely scenario) to cover our high end
cost scenarios. Detailed Start-up costs can be found in
Appendix A.
Our month-by-month and five year income stateme nts show our
sales, expenses, and net income. At the
end of our first year we plan to have sold 62,000 pints and have
20,000 patrons visit our taproom. We
expect to have $373,000 in combined revenue by the end of year
one, but our net income will be in the
negative due to the high start-up costs. Start-up costs will be
our initial big expense, but once we are in
operation, our major expenses will be the building lease and
beer ingredients. Our year one month-by-

month income statement can be found in Appendix B.
The cash flow statements show that we will have a negative
cash flow until year 2. This is due to the
high start-up costs for equipment and renovation. Appendix C
will show year 1 month-by-month cash
flow statement. Our business shows a very strong cash flow,
this is due to high margins from all of our
beverages and low overhead in the first four years.
18
Current Status
Our end goal is to have a professional brewery by spring of
2017. To date, we have placed first in two
home brew festivals and plan to participate in a couple more
through 2016. These events will help build
our brand and following before we go professional. We plan to
have funding complete by the end of the
2016 summer and have a location finalized in the fall. This will
give us time to submit for our TTB

license, renovate the location, purchase and install all
equipment, and have batches of beer ready to
serve when we open. The two figures below show the
milestones that we have completed and what we
expect to get done.
Appendix
Appendix A: Start-up Costs for New vs. Used Equipment
New Equipment Used Equipment: 30% of New
Description Quantity Cost Per Total Depreciation yrs Quantity
Cost Per Total Depreciation
5 bbl Brewhouse 1 $30,000.00 $30,000.00 15 1 $10,000.00
$10,000.00 5
Pumps 1 $700.00 $700.00 0 1 $700.00 $700.00 Keep the Same
Hose Accessories $300.00 $300.00 0 $300.00 $300.00 Keep
the Same
Sink for brew room 1 $200.00 $200.00 1 $60.00 $60.00
Filtration System 1 $300.00 $300.00 0 1 $100.00 $100.00 0
Water Quality Equip $0.00 0 $0.00 0
Tankless Water Heater 2 $1,500.00 $3,000.00 2 $450.00
$900.00

Keg Cleaning System
CO2 $0.00 0 $0.00 0
Fermenters 4 $5,000.00 $20,000.00 15 4 $1,500.00 $6,000.00 5
Brite Tank 2 $4,500.00 $9,000.00 15 2 $1,350.00 $2,700.00 5
Cold Storage Room 1 $9,300.00 $9,300.00 10 1 $2,790.00
$2,790.00 3
Racking for Storage 4 $200.00 $800.00 4 $200.00 $800.00
Keep the Same
Refrigerator 1 $2,000.00 $2,000.00 10 1 $600.00 $600.00 3
1/2 Barrel Kegs 100 $93.00 $9,300.00 10 100 $30.00 $3,000.00
3
Milling 1 $2,500.00 $2,500.00 10 1 $750.00 $750.00 3
Barrels 10 $200.00 $2,000.00 0 10 $60.00 $600.00 0
Wash Sink for bar 1 $300.00 $300.00 1 $100.00 $100.00
Glass Washer 1 $2,000.00 $2,000.00 10 1 $600.00 $600.00 3
Beer Glass Washer 1 $500.00 $500.00 10 1 $150.00 $150.00 3
Glass Rinser 3 $150.00 $450.00 10 3 $50.00 $150.00 3
Glassware 1370 $3.00 $4,110.00 1370 $3.00 $4,110.00
Growlers 100 $3.00 $300.00 100 $3.00 $300.00

Coffee Makers 3 $80.00 $240.00 Prior to opening 3 $50.00
$150.00 Keep the Same
TV's 6 $1,200.00 $7,200.00 Prior to opening 5 $1,200.00
$6,000.00 Keep the Same
Rennovations 1 $50,000.00 $50,000.00 Prior to opening 1
$25,000.00 $25,000.00 Prior to opening
Bar Tables Look to have made
Look to have
made
Bar Chairs Look to have made Look to have
19
made
Legal Fee's 1 $5,000.00 $5,000.00 Prior to opening 1 $3,000.00
$3,000.00 Prior to opening
Cash Flow for opening
day 1 $20,000.00 $20,000.00 Prior to opening 1 $5,000.00
$5,000.00 Prior to opening
Total $179,500 $73,860

20
Appendix B: Year One Income Statement
Income Statement
January February March April May June July August
September October November December TTL 1
Sales
Beer Sales:
30,150.00
30,150.00
30,150.00
32,662.50
32,662.50
32,662.50 32,662.50
32,662.50 32,662.50 25,125.00

311,550.00
Growler
Sales: 1575 1575 1575 1706.25 1706.25 1706.25 1706.25
1706.25 1706.25 1312.5 16,275.00
Wine Sales - - 3,000.00 2,500.00 2,500.00 2,500.00
2,500.00 2,500.00 3,000.00 3,000.00 2,500.00 2,000.00
26,000.00
Cocktail
Sales - - 2,400.00 1,500.00 1,500.00 1,500.00
1,800.00 1,800.00 2,100.00 2,100.00 2,100.00 2,700.00
19,500.00
Total Sales - -
37,125.00
35,725.00
35,725.00
38,368.75
38,668.75

38,668.75 39,468.75
39,468.75 38,968.75 31,137.50
373,325.00
Expenses—
General and
Administrative
Salaries
(Nate)
4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00
4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00
48,000.00
Employee
Compensation
(Chris and
Alec)
1,666.00 1,666.00 1,666.00 1,666.00 1,666.00 1,666.00
1,666.00 1,666.00 1,666.00 1,666.00 1,666.00 1,666.00
19,992.00

Hourly Staff
(bar staff and
owners)
- - 5,280.00 5,280.00 5,280.00 5,280.00 5,280.00
5,280.00 5,280.00 5,280.00 5,280.00 5,280.00
52,800.00
Training
Expense
240.00 240.00 240.00 240.00 240.00 240.00 240.00
240.00 240.00 240.00 240.00 240.00
2,880.00
Start-up Costs
158,300.00
Legal Fees 5,000.00 - - - - - - - - -
- - 5,000.00
Insurance
Expense 600.00 600.00 600.00 600.00 600.00 600.00
600.00 600.00 600.00 600.00 600.00 600.00 7,200.00
Building
Lease 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00
3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00
3,500.00 42,000.00

Cost of
Brewing
(brewing
2/week) 4,288.38 4,288.38 4,288.38 4,288.38 4,288.38
4,288.38 4,288.38 4,288.38 4,288.38 4,288.38 4,288.38
4,288.38 51,460.56
Utilities
Expenses: 1700 1700 1700 1700 1700 1700 1700 1700 1700
1700 1700 1700 20,400.00
Marketing 500.00 500.00 500.00 500.00 500.00
500.00 500.00 500.00 500.00 500.00 500.00 500.00
6,000.00
Total
Expenses 179,794.38 16,494.38
21,774.38
21,774.38
21,774.38
21,774.38

21,774.38
21,774.38 21,774.38
21,774.38 21,774.38 21,774.38
255,732.56
Gross Profit
(179,794.38)
(16,494.38)
15,350.62
13,950.62
13,950.62
16,594.37
16,894.37

16,894.37 17,694.37
17,694.37 17,194.37 9,363.12
117,592.44
Tax Expense
(35%) - - 5,372.72 4,882.72 4,882.72 5,808.03
5,913.03 5,913.03 6,193.03 6,193.03 6,018.03 3,277.09
54,453.42
Net Income
(179,794.38)
(16,494.38) 9,977.90 9,067.90 9,067.90
10,786.34
10,981.34
10,981.34 11,501.34
11,501.34 11,176.34 6,086.03 63,139.02

21
Appendix C: Year 1 Cash Flow Statement
Table 8: Cash Flow Statement
January February March April May June July August
September October Novemeber December TTL Y1
Beginning
Cash
Balance 20,000.00
(159,294.38)
(175,288.76)
(159,438.14)
(144,987.52)
(130,536.90)
(113,442.53)

(96,048.16)
(78,653.79)
(60,459.42)
(42,265.05)
(24,570.68)
(1,164,985.33)
Total Cash
Inflows - - 37,125.00 35,725.00 35,725.00 38,368.75
38,668.75 38,668.75 39,468.75 39,468.75 38,968.75 31,137.50
373,325.00
Cash
Outflows
Investing
Activities:
Purchase

of Brewing
and Bar
Equipment 92,650.00 92,650.00
Purchase
of Glassware
and Growlers 3,560.00 3,560.00
Purchase
of Other
Restaurant
Equipment 12,090.00 12,090.00
Investment in
Property
Rennovations 50,000.00 50,000.00
Operating
Activities:
Salaries
(Nate) 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00
4,000.00 4,000.00 4,000.00 4,000.00 4,000.00 4,000.00

4,000.00 48,000.00
Employee
Compensation
(Chris and
Alec) 1,666.00 1,666.00 1,666.00 1,666.00 1,666.00
1,666.00 1,666.00 1,666.00 1,666.00 1,666.00 1,666.00
1,666.00 19,992.00
Hourly
Staff (bar
staff and
owners) - - 5,280.00 5,280.00 5,280.00 5,280.00
5,280.00 5,280.00 5,280.00 5,280.00 5,280.00 5,280.00
52,800.00
Training
Expense 240.00 240.00 240.00 240.00 240.00 240.00
240.00 240.00 240.00 240.00 240.00 240.00 2,880.00
Legal Fees 5,000.00 - - - - - - - - -
- - 5,000.00
Insurance
Expense 600.00 600.00 600.00 600.00 600.00 600.00
600.00 600.00 600.00 600.00 600.00 600.00 7,200.00
Building

Lease 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00
3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00
3,500.00 42,000.00
Cost of
Brewing
(brewing
2/week) 4,288.38 4,288.38 4,288.38 4,288.38 4,288.38
4,288.38 4,288.38 4,288.38 4,288.38 4,288.38 4,288.38
4,288.38 51,460.56
Utilities
Expenses:
Cable - - - - - - - - - - - - -
Electricity 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00
1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00
1,200.00 14,400.00
Gas 200.00 200.00 200.00 200.00 200.00 200.00
200.00 200.00 200.00 200.00 200.00 200.00 2,400.00
Water 200.00 200.00 200.00 200.00 200.00 200.00
200.00 200.00 200.00 200.00 200.00 200.00 2,400.00
Trash 100.00 100.00 100.00 100.00 100.00 100.00
100.00 100.00 100.00 100.00 100.00 100.00 1,200.00
Marketing - - - - - - - - - - - -

-
Financing
Activities: - - - - - - - - - - - -
Total Cash
Outflows 179,294.38 15,994.38 21,274.38 21,274.38
21,274.38 21,274.38 21,274.38 21,274.38 21,274.38
21,274.38 21,274.38 21,274.38 408,032.56
Cash Flow
(Net Income)
(179,294.38) (15,994.38) 15,850.62 14,450.62 14,450.62
17,094.37 17,394.37 17,394.37 18,194.37 18,194.37
17,694.37 9,863.12 (34,707.56)
Ending Cash
Balance
(159,294.38)
(175,288.76)
(159,438.14)
(144,987.52)

(130,536.90)
(113,442.53) (96,048.16)
(78,653.79)
(60,459.42)
(42,265.05)
(24,570.68)
(14,707.56)
Asim Al Hamedi
ENT 332
Marketing Section
Stark Agency Marketing Section
Every venture needs a marketing plan to promote their values to
the customers. The purpose of our marketing plan is to reach
out to Stark Agency customers and raise awareness of internet
marketing (SEO) and web development importance for any

start-up venture to increase their sales. This marketing plan is
essential to affect my customer’s decision making to purchase
Stark marketing products that are affordable compared to other
competitors. The customers will be introduced to web
development, the importance of e-Stores, sales optimization and
how beneficial it is to have strategic web content. From a
financial perspective, the purpose of our marketing is to
increase our profits in order to grow and capitalize Stark. This
will allow us to hire more employees and have our own physical
location. We want our costumers to understand SEO marketing
as it is and explain to them the different marketing strategies
they can use to increase their sales and build an online presence
for their venture.
Stark is uniquely positioned to provide values to the customers
in many strategic ways. First, the products prices are highly
competitive. It is very challenging for business owners and
start-up ventures to find an internet company that offers
marketing products with a price range of $300-$50. We believe
that this competitive price range is lower than what is offered
from any start-up venture marketing budget. Especially those
ventures with higher venture capital than $20,000. For this
reason, Stark is uniquely positioned to provide affordability and
production quality value for the customers. Also, our free
consultation service to examine the website eligibility for SEO
services are uniquely positioned in customer care services. This
service targets the costumer ethics that we are not focused on
their purchase more than their full awareness of how important
our products are for their venture. Our values include providing
extensive knowledge to our costumers regarding the benefits of
optimizing their sales online and market their business through
social media.
As a start-up business, we will target similar start-up businesses
and freelance entrepreneurs. We chose to target these customers
as the pricing of our products fits perfectly with their marketing

budget. Also, the price affordability will help us to build brand
loyalty once our products are purchased. We will use test
products as free marketing consultation to target our customers
and introduce our brand to them. Our main customers are
business owners who are not familiar with the use of online
business presence. Also, we will target start-up ventures that
struggle with their sales and media marketing. We will provide
marketing plans for them and consult them with the best
methods they can use to improve their sales. Furthermore, one
of our targets are the e-store owners who are looking to
capitalize on their sales and profits. We will help them in
expanding their customer base and creating new business
categories through products promotion and social media
advertising campaigns that raise awareness about the ventures
service/products.
As a marketing agency, we definitely must understand the
different marketing tactics and strategies. Our main marketing
tool is developing a website that our customers can access to
identify our best products and read more details about each
service. This website must include all instructions of each
product before the customers make a purchase or place an order.
Sometimes, websites do not necessarily bring you paying
customers but we have chosen to build one as communication
port between us and our customers to understand their concerns
and interests. Therefore, we believe that our website will
resonate with our customers for the content it will provide and
the online presence it offers for our marketing agency.
Furthermore, we will use our website to promote our new
products and services that we offer. We have a solid trust in
our website for the detailed content it offers along with the
costumers' reviews about our products and services. The website
will be build using WordPress platform which is very affordable
for us.
Every website needs traffic and exposure. For this reason, we

have chosen social media such as Facebook, Instagram, and
YouTube to be our secondary marketing tool. This will allow
our customers to learn more about our business. For example, if
a start-up businesses owners are not familiar with SEO
marketing, our social media platforms will contain graphic
designs and animation videos that explain what SEO marketing
is and how important it is to increase the sales of any business.
Customers usually follow the brand/service they use on social
media to affiliate with the value it offers and browses the
current updates that the business shares with them. Through
these social media platforms will be able to broadcast any
upcoming event and discuss our business quality to our
customer to enhance the level of trust in our service/products.
Also, we will be able to run advertising campaigns to advertise
our produce/services to our costumers. We believe that our
social media tactic will resonate with customers because it is
accessible and offers extensive feedback options regarding our
products. Also, social media offers wide exposure through the
use of SEO marketing techniques.
Our third marketing tool is non-digital. Even the best tech
companies require interpersonal communication with the
customer to grant a better service. Therefore, we will host
marketing seminars to allow our customers to express their
feedback about our service/product personally. Also, this will
give us the opportunity to explain our services/products and
inform our customers what SEO marketing is. We believe that
this tool will resonate with our customers because it will build
brand trust and loyalty with them. Furthermore, we will be able
to network and interview any unsatisfied customers and
understand their concerns. We have chosen this method because
it is very affordable to rent a hall in Oman or stage. People
prefer to listen and watch back there.
Our main market niche is affordability and negotiation. The
prices of our products are highly competitive. Each start-up

business will be able to afford our products/services when they
set up their marketing budget. It is very challenging for start-
ups to afford professional marketing services especially in the
first years of operation. Business owners do not necessarily
know where to invest their venture capital first at the beginning
of starting their business. Compared to other marketing
agencies, we are very transparent with the costumers about any
services we offer. The free consultation is a good example of
the negotiation we offer to the clients to examine their website
eligibility for SEO marketing and sales optimizations. Also, this
free consultation gives us a hint if the customer website fit
Google standards of SEO marketing.
The branding concept is very essential for any venture. We want
our costumers to have a trust in Stark. This begins with the
perception of the customers. Our established identity as the
marketing supporters of any start-up venture will be upheld
through the customer care we will provide. We want our
costumers to be heard and valued. Their concerns and feedback
will be taken seriously as we believe that our customers are the
success center of our business. Also, how effective our
relationship with the customers will define if our sales will
good or not.
The perception of the customer will be built through our
marketing tactics that include ads and products promotion. We
are planning to commit %35 of Stark gross sales in the
marketing budget. The rest of the gross sales will go to the
business operating costs and other business cost margins. This
will strengthen our online presence and create a virtual
connection between our clients and Stark. The marketing budget
will cover the costs of social media advertising campaigns and
SEO marketing. Also, it will cover the costs of developing our
websites and maintaining the web platforms.
Asim Al Hamedi

ENT 332
Business Feasibility Plan
· Business Idea Identification
My business concept is virtual marketing endorsement to
physical stores and optimizing sales through a virtual marketing
agency. The venture will be a website that includes different
marketing packages to be purchased including: web
development, sales optimization, e-store creation and web
content. My main clients are business owners who are in the
sales business. Also start up ventures and non-profit
organizations are potential customers.
What is unique about our products is the marketing
optimization. Most people who are in the product development
business as product owners lack marketing skills. Our specialty
is to optimize and reach the product customers using search
engine optimization marketing via Google, Internet Explorer
and Google Chrome search engines. We believe that people will
have interest in our modern web designs and marketing skills.
For those who are in the sales business, we provide electronic
stores creation products which helps your customers to view
your products via their screen and purchase it instead of going
to the store. For all these advantages, we believe in our
products quality.
· Market Research
According to StartLand newspaper, Kansas City’s home for
innovation news: The top ten startup companies generate a
revenue of 150 million. Most of these companies are operated
by 30-15 employees only which is the same estimate of our
agency work structure. This is a great potential market size for
marketing firms and partnership opportunity as well.

Furthermore, our main competitor is Kansas City SEO company
which is the most trusted virtual marketing company that
specialize in virtual marketing and search engine optimization
services. Our product uniqueness is the lower price compared to
the offered services which range between $100- $50. This price
range is affordable for startup business owners to promote their
products and optimize their sales.
Most business owners lack the knowledge of internet marketing
and sales promotion using social media platforms. Our Agency
products specialize in sales optimization using ad words and
social media advertising campaigns. This approves the viability
of our product and makes it unique in the market along with the
lower prices.
· Management Team
In order to start this business, it requires chief technology
officer that can mange our agency website and receive the
customers’ orders. Also, we will need expert web developer
specializes in WordPress and SEO marketer. This is because our
best products are in web development and sales optimization.
An CTO and web developer should be in the staff members.
Meanwhile, the CEO manages the work structure and hire the
right people to enhance our agency productivity. My rule will
the Human Resources Director. My mission is to develop the
productivity of the employees and raise awareness of the
internet marketing values to start up businesses owners through
events and Ted talks. Also, we have another web designers and
graphic designers to market our social media platforms such as
Facebook, YouTube and Instagram.
The potential expertise needed at start-up and through the first
year is one year of experience in web development and social
media development. These two fields are enough to produce five
of our agency products. There will not be much requirements

needed at first as our clients’ expectations of the service
delivery is at it’s beginning. Furthermore, the agency will be at
the first levels of revenue creation.
· Operation
The business deal will begin with an interpersonal
communication with the client to observe the product requested
and instructions provided to ensure the devilry quality. Also,
there will be customer service number provided for further
virtual assistance and business related inquiries. Once the
product is purchased by the customer, the order will be
transformed to the web developers or the social media
marketers. The process of building a website, electronic store or
social media platform will begin. We will optimize the sales of
the store products or increase the ranking of the website on
Google search engines to guarantee the best products quality.
The business will be located in Oman from a small office that
includes the main service operation staff and the management
directors. The office will offer all customer services to our
clients and keep the sales in track to develop our products.
· Brief Financial
The estimate needed to start-up and run the business thru the
first year of operation is $ 20000 that will be invested in
official web purchase, social media marketing campaigns and
marketing tools that we can use for the long term as
professional camera and filmmaking camera to documents our
events and clients’ reviews and testimonials.
We believe that marketer and capitalist investors will be
interested to invest in our idea as we pitch our business concept
and explain the demand of our products to them.

Reference
· Bobby Bruch, January,16, 2018: Observed from:
http://www.startlandnews.com/2018/01/top-kansas-city-
startups-2018/
· Kansas City Pro SEO company: Observed from:
https://kcseopro.com/
InstructionsINSTRUCTIONSLast update:22-Dec-11Type of
company:Product salesInput cells:YellowONLY ENTER
NUMBERS IN YELLOW CELLSCalculation cells:BlueDON'T
PUT ANY NUMBERS IN BLUE CELLS
Protection:OnMacros:NoneHidden cells:NoneOnce you've
completed all inputs in the following three tabs, make sure to
take significant time reviewing the "Five Year Summary"
tab.Most business will begin to turn an annual profit in year 2
or 3, so pay particular attention to your EBITDA resultsin those
years. Remember, your asking investors to put money into your
company and they will expect to see that your business will be
viable (profitable) relatively quickly so that they can remain
confident that your business will be successful
&K000000VENTURE NAME &K000000E-SCHOLAR NAME
&K000000DATE PREPARED
Startup Capital & ExpensesSTARTUP CAPITAL AND
EXPENSES : Stark Marketing AgencyAsim Al Hamedi11/12/18
15:47Color Meaning Yellow Cells are Input Cells Blue Cells
will calculate - no input
requiredDESCRIPTIONCOSTDepreciable Assets (useful life
greater than one year; cost > $2,500) Machinery & Equipment
& Office Furnishings/Equipment $ - 0 Computer & Related
Equipment$ 100 Leasehold Improvements$ 70 Other$

100 TOTAL$ 270Product/Service-Related Expense
Items Product Development Costs$ 80 Prototype Testing$
100 Manufacturing Testing$ 50 IP Legal Expenses$ 100
Regulatory Compliance Testing$ 40 Other (Specify)Web
Domains and Platforms$ 60 TOTAL$ 430Non-
Product Related Expense Items (short-term expendable items)
Supplies$ 100 Travel & Living Expenses$ 150After first
years of business operation Registration Fees$ 100 Legal &
Accounting$ 120 Rental, Leases, Utilities$ 110
Telephone/Communications$ 80 Temporary
Employees/Contractors$ 80 Other (Specify)$ - 0 Other
(Specify)Breakfast for Employees$ 120 TOTAL$
860Working Capital (initial current assets & current liabilities)
Supplies Inventory$ 150 Product Inventories -- Cost Goods
Sold/Turn Rate$ 120 Prepaid Insurance/Deposits$ 80 Cash
Reseves - 3-4 Months$ 120 TOTAL$ 470TOTAL
START-UP EXPENSES$ 2,030
Sales and Variable CostsSALES REVENUE + Direct Cost
PROJECTIONS : YEARS 1 - 5 Stark Marketing Agency
Yellow Cells are Input Cells Blue Cells will calculate - no
input requiredRevenue Stream #1:Year 1Year 2Year 3Year
4Year 5Stark Marketing VentureTotal Available Market -
units1000015000180002000030000 Unit Sales (this
business)100100100100100 % Market Share (this
business)1.0%0.7%0.6%0.5%0.3% Selling Price Per Unit ($)$
10.00$ 10.00$ 10.00$ 10.00$ 10.00Total Sales/Revenues
(Share Units x Price)$ 1,000$ 1,000$ 1,000$ 1,000$
1,000 Direct Cost Per Unit: Materials ($) *$ 2.50$ 2.50$
2.50$ 2.50$ 2.50 Direct Cost Per Unit: Labor ($) *$ 2.50$
2.50$ 2.50$ 2.50$ 2.50 Direct Cost Per Unit ($) *$ 5.00$
5.00$ 5.00$ 5.00$ 5.00Total Direct Costs (Share Units x
Cost)$ 500$ 500$ 500$ 500$ 500Total Gross Margin$
500$ 500$ 500$ 500$ 500 % Gross
Margin50%50%50%50%50%Revenue Stream #2:Year 1Year
2Year 3Year 4Year 5Muscat Real EstateTotal Available Market
- units500010000150002000025000 Unit Sales (this

business)100100100100100 % Market Share (this
10.00$ 10.00$ 10.00$ 10.00$ 10.00Total Sales/Revenues
(Share Units x Price)$ 1,000$ 1,000$ 1,000$ 1,000$
1,000 Direct Cost Per Unit: Materials ($)$ 2.50$ 2.50$
2.50$ 2.50$ 2.50 Direct Cost Per Unit: Labor ($)$ 2.50$
2.50$ 2.50$ 2.50$ 2.50 Direct Cost Per Unit ($)$ 5.00$
5.00$ 5.00$ 5.00$ 5.00Total Direct Costs (Units x Cost)$
500$ 500$ 500$ 500$ 500Total Gross Margin$ 500$
500$ 500$ 500$ 500 % Gross
Margin50%50%50%50%50%Revenue Stream #3:Year 1Year
2Year 3Year 4Year 5Total Available Market - units00000 Unit
Sales (this business)00000 % Market Share (this
- 0$ - 0$ - 0$ - 0$ - 0Total Sales/Revenues (Share Units x
Price)$ - 0$ - 0$ - 0$ - 0$ - 0 Direct Cost Per Unit:
Materials ($)$ - 0$ - 0$ - 0$ - 0$ - 0 Direct Cost Per
Unit: Labor ($)$ - 0$ - 0$ - 0$ - 0$ - 0 Direct Cost Per
Unit ($)$ - 0$ - 0$ - 0$ - 0$ - 0Total Direct Costs (Units
x Cost)$ - 0$ - 0$ - 0$ - 0$ - 0Total Gross Margin$ - 0$
- 0$ - 0$ - 0$ - 0 % Gross Margin0%0%0%0%0%Revenue
Stream #4:Year 1Year 2Year 3Year 4Year 5Total Available
Market - units00000 Unit Sales (this business)00000 %
Share (this business)0.0%0.0%0.0%0.0%0.0% Selling Price
Per Unit ($)$ 10.00$ 10.00$ 10.00$ 10.00$ 10.00Total
Sales/Revenues (Share Units x Price)$ - 0$ - 0$ - 0$ - 0$
- 0 Direct Cost Per Unit: Materials ($)$ - 0$ - 0$ - 0$ -
0$ - 0 Direct Cost Per Unit: Labor ($)$ - 0$ - 0$ - 0$ -
0$ - 0 Direct Cost Per Unit ($)$ - 0$ - 0$ - 0$ - 0$ -
0Total Direct Costs (Units x Cost)$ - 0$ - 0$ - 0$ - 0$ -
0Total Gross Margin$ - 0$ - 0$ - 0$ - 0$ - 0 % Gross
Margin0%0%0%0%0%Revenue Stream - Other:Year 1Year
2Year 3Year 4Year 5 Unit Sales (this
business)1300020000280003000035000Turkish Barbershop
Chain Share of Market - units (this business)100100100100100
% Share (this business)0.8%0.5%0.4%0.3%0.3% Selling Price

Per Unit ($)$ 10.00$ 10.00$ 10.00$ 10.00$ 10.00Total
Sales/Revenues (Share Units x Price)$ 1,000$ 1,000$
1,000$ 1,000$ 1,000 Direct Cost Per Unit: Materials ($)$
2.50$ 2.50$ 2.50$ 2.50$ 2.50 Direct Cost Per Unit: Labor
($)$ 2.50$ 2.50$ 2.50$ 2.50$ 2.50 Direct Cost Per Unit
($)$ 5.00$ 5.00$ 5.00$ 5.00$ 5.00Total Direct Costs
(Units x Cost)$ 500$ 500$ 500$ 500$ 500Total Gross
Margin$ 500$ 500$ 500$ 500$ 500 % Gross
Margin50%50%50%50%50%Year 1Year 2Year 3Year 4Year
5Total Revenues$ 3,000$ 3,000$ 3,000$ 3,000$
3,000Total Direct Costs: Materials ($)$ 750$ 750$ 750$
750$ 750Total Direct Costs: Labor ($)$ 750$ 750$ 750$
750$ 750Total Direct Costs (Cost Sales)$ 1,500$ 1,500$
1,500$ 1,500$ 1,500Total Gross Margin$ 1,500$ 1,500$
1,500$ 1,500$ 1,500 % Gross
Margin50%50%50%50%50%Percent Revenue (Sales ) Growth
per Year0%0%0%0%0%* We use the term "direct costs" to
refer to variable costs, which are those costs that vary with
changes in the number of units produced. Examples include
materials, packaging, shipping, and some labor costs. These
costs are also referred to as the Cost of Goods Sold (CSG).
Summary Income StatementSUMMARY INCOME
STATEMENT : VENTURE NAME HEREYOUR NAME
HERE(Dollars in thousands, "000")Year 1Year 2Year 3Year
4Year 5Revenue Stream #1 0 From "Market Share/Revenue"
ScheduleRevenue Stream #20 " " " "
"Revenue Stream #30 " " " " "Revenue
Stream #40 " " " " "Revenue Stream -
Other0 " " " " "Total Sales/Revenues$ - 0$
- 0$ - 0$ - 0$ - 0 Minimums: $50,000 year 1 and $1.0
million year 5Variable Costs: Cost of Goods/Services Sold -
0- 0- 0- 0- 0 From "Market Share/Revenue"
ScheduleContribution Margin$ - 0$ - 0$ - 0$ - 0$ - 0
% C. M.40.0%40.0%40.0%40.0%40.0% From "Assumptions"
Schedule - Minimun = 40%Fixed Costs: Selling &
Administrative Expenses From "Assumptions" Schedule

Depreciation, Rent, Facilities Costs " " " "
Total Fixed Costs- 0- 0- 0- 0- 0%
SalesERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:
#DIV/0!ERROR:#DIV/0! From "Assumptions" Schedule -
Generally, 20% + Operating Margin$ - 0$ - 0$ - 0$ - 0$ -
0 % O.
M.ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR:#
DIV/0!ERROR:#DIV/0! Interest Expense From
"Assumptions" ScheduleEarnings Before Taxes$ - 0$ - 0$ -
0$ - 0$ - 0 Federal/State Income Taxes 35%- 0- 0- 0- 0- 0
From "Assumptions" ScheduleEarnings After Taxes$ - 0$ -
0$ - 0$ - 0$ - 0 % Earnings After
TaxesERROR:#DIV/0!ERROR:#DIV/0!ERROR:#DIV/0!ERROR
:#DIV/0!ERROR:#DIV/0!
Summary Balance SheetSUMMARY BALANCE SHEET :
VENTURE NAME HEREYOUR NAME HERE(Dollars in
thousands, "000")Initial CapitalizationYear 1Year 2Year 3Year
4Year 5Current Assets Cash From "Assumptions" Schedule
Accounts Receivables " " " " Inventory "
" " " Prepaid Assets " " " " Other
Current Assets " " " "Total Current
Assets000000Long-Term Assets: Furniture, Fixtures,
Equipment From "Assumptions" Schedule Computer
Equipment " " " " Intangible assets " "
" " Other Long-term assets " " " "Total
Long-Term Assets000000Total Assets000000Current Liabilities
From "Assumptions" Schedule Accounts Payable " "
" " Payroll Payable " " " " Taxes Payable
" " " " Short-term debt " " " "
Other current liabilitiesTotal Current Liabilities000000 Long-
Term Debt From "Assumptions" Schedule Shareholders Equity
Capital Contributed From "Assumptions" Schedule Retained
Earnings From "Income Statements"Total Shareholders
Equity000000Total Liabilities & Equity000000000000 Ck -
Assets = Liabilities & Shareholders Equity
Summary Cash FlowSUMMARY CASH FLOW : VENTURE

NAME HEREYOUR NAME HERE(Dollars in thousands,
"000")Year 1Year 2Year 3Year 4Year 5Cash Flow from
Operations Net Income Change in Working Capital
DepreciationTotal Cash Flow--Operations00000Cash Flows -
Investments Furniture, Fixtures, Equipment Computer
Equipment OtherTotal Cash Flow - Investments00000Cash
Flows - Financing Stock Debt--Loans OtherTotal Cash Flow
- Financing00000Total Cash Flow0Beginning Cash
Balance0000Change This PeriodEnding Cash Balance00000
Equipment PurchasesFIVE YEAR SUMMARYStark Marketing
Agency11/12/18 15:47BUILDING AND EQUIPMENT
PURCHASESAssumedYear 1Year 2Year 3Year 4Year
5LifeMachinery & Equipment & Office8$ 60$ 75$ 80$ -
0$ - 0Computer & Related Equipment3$ 70$ 80$ 100$ -
0$ - 0Leasehold Improvements5$ 100$ 100$ 100$ 100$
100Other5$ 50$ 80$ 130$ 150$ 250Allocated Annual
Equipment Purchases$ 61$ 133$ 222$ 249$ 292(Note:
Summary of information in lower cells)Allocation of Machinery
& Equipment & Office$ 8$ 8$ 8$ 8$ 8$ 9$ 9$ 9$ 9$
10$ 10$ 10$ - 0$ - 0$ - 0Allocation of Computer &
Related Equipment$ 23$ 23$ 23$ - 0$ - 0$ 27$ 27$
27$ - 0$ 33$ 33$ 33$ - 0$ - 0$ - 0Allocation of
Leasehold Improvements$ 20$ 20$ 20$ 20$ 20$ 20$
20$ 20$ 20$ 20$ 20$ 20$ 20$ 20$ 20Allocation of
Other Equipment Purchases$ 10$ 10$ 10$ 10$ 10$ 16$
16$ 16$ 16$ 26$ 26$ 26$ 30$ 30$ 50
Five Year SummaryFIVE YEAR SUMMARYStark Marketing
Agency11/12/18 15:47ROUGH FINANCIAL
PROJECTIONSYear 1Year 2Year 3Year 4Year 5REVENUES$
3,000$ 3,000$ 3,000$ 3,000$ 3,000DIRECT COSTS
(COST OF GOODS SOLD) *$ 1,500$ 1,500$ 1,500$
1,500$ 1,500CONTRIBUTION MARGIN ($)$ 1,500$
1,500$ 1,500$ 1,500$ 1,500CONTRIBUTION MARGIN
(%)50%50%50%50%50%GENERAL ADMINISTRATIVE
Employee Salaries$ 100$ 100$ 100$ 100$ 100 Employee
Benefits15%$ 15$ 15$ 15$ 15$ 15 Outsourced Services$

50$ 80$ 90$ 100$ 100 Rent$ - 0$ - 0$ 150$ 150$
150 Utilities$ - 0$ - 0$ 100$ 100$ 100 Telephone$
100$ 100$ 100$ 100$ 100 Transportation$ 100$ 100$
100$ 100$ 80 Insurance$ 50$ 60$ 70$ 80$ 80 Bad
Debt Expense$ 100$ 100$ 100$ 100$ 70 Legal &
Accounting$ 80$ 90$ 90$ 90$ 60 Marketing$ 60$ 80$
90$ 100$ 110 Office Supplies$ 70$ 70$ 70$ 70$ 70
Equipment Leases$ - 0$ - 0$ - 0$ - 0$ - 0 Equipment
Purchases$ 61$ 133$ 222$ 249$ 292 Other Expenses 1$
- 0$ - 0$ - 0$ - 0$ - 0 Other Expenses 2$ - 0$ - 0$ -
0$ - 0$ - 0 Other Expenses 3$ - 0$ - 0$ - 0$ - 0$ - 0
Other Expenses 4$ - 0$ - 0$ - 0$ - 0$ - 0TOTAL G&A
EXPENSES$ 786$ 928$ 1,297$ 1,354$ 1,327G&A
Percentage26%31%43%45%44%Earnings Before Interest,
Taxes, & Depreciation$ 714$ 572$ 203$ 146$ 173Most
business will begin to see a positive EBITDA in the
firstEBITDA (%)24%19%7%5%6%2 or 3 years of operations.
If your data does not have a positiveEBITDA by at least year 3,
review your inputs and/or explain whyBREAKEVEN
ANALYSISyour business remains EBITDA negative at this
point.Year12345Cumulative EBITDA$ 714$ 1,286$ 1,489$
1,635$ 1,808Cumulative EBITDA Minus StartUp Costs$
(1,316)$ (744)$ (541)$ (395)$ (222)Expectation is that
most business will have positive Cum EBITDABreakeven
Sales$ 1,572$ 1,856$ 2,594$ 2,708$ 2,654by year 4 or 5.
If your business doesn’t, explain why and/or revise inputsNon-
discounted Payback Period (in years)* The term "direct costs"
refers to variable costs, which are those costs that vary with
changes in the number of units produced. These cost are also
referred to as your "Cost of Goods Sold."Venture
Justification/CommentsI removed the rent and utilities during
the first and second year as we will be living temporarly in our
family house and run the business online while handeling the
customers via phone calls. As far as equipments, we will not
purchase many equipment as our business falls in the e-
Commerce industry, thus everything is virtual. The EBITDA got

lower after the second year beacuse this is our transformation
year when we will purchase our business office in the capital
city of Oman " Muscat". The employees at first years are only
two, me and my brother.
Asim Al Hamedi | Stark Marketing Agency BMC | ENT 332
Key Partners
· Google
· Fiverr
· Investors
· Omani Media firms
· YouTube Bloggers and Influencers
· WordPress Developers
· Graphic Designers
· Filmmaking companies
Key Activities
· Technology
· Web Development
· Sales
· Marketing
· Electronic Stores
· Customer Relationships
· Management Structure
· Customer service
· Social Media Campaigns
· SEO Marketing
Value Proposition
· Time saving
· High quality marketing
· Prime Delivery time

· Safe online marketing experience
· Free consultation
· Service Affordability
Customer Relationships
· Professional Employees
· Friendly Environment
· Listening to Customer Feedback
· Asking for Customer Feedback
· Service Development based on data collected from customers
and surveys.
Customer Segments
· Start-up ventures
· Social media accounts
· Freelance entrepreneurs
· Basic websites owners
· Online advertisers
· Salesmen/women
· Real Estate owners/agents
· Business owners/managers
· Students
Key Resources
· Physical
· Intellectual
· Human
· Financial
Channels
· Emails
· Virtual calls
· Offers
· Social Media
· Web Communication

· Ad words
Cost Structure
· Operation cost (Including first year)
· Capital
· Workplace & supplies
· Salaries/wages
· Services Subscriptions (WordPress, Photoshop, etc.)
Revenue Streams
· Income
· Sales
· Mentorship & training courses
· SEO marketing seminars

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