SWOT Analysis Most of the people have a high taste for ice cream, which is the reason as to why a business idea of opening a gelato shop is a great one. However, due to the fact that this may not necessarily be the only gelato shop in Las Vegas, it is essential to carry out SWOT analysis for the explanation and identification of the different factors that may affect the operations of the gelato shop. The SWOT analysis will involve the identification of the strengths of the business, the weaknesses, the opportunities as well as the threats that could negatively affect the gelato shop. Strengths One of the strengths of this proposed gelato is the ability to provide unique flavors, which means that it will be easy to attract new customers. Ability to devise and introduce new flavors in the market can be helpful in attracting new buyers, due to the fact that people may tend to change their taste and preference by trying a new product. This will mean that more customers and buyers will be attracted. Additionally, the geographical location of the gelato shop is suitable due to the availability of ready market. Rationale for this assertion in the Las Vegas the population is high, a clear indication of the market and the locality of the shop in an airstrip will mean more consumers and customers (Sousa, Antonialli, Pereira, Ribeiro, Pires, Moreira & Pereira, 2019). Moreover, this gelato will have little fat content which means that it will be healthier when compared with other related products. Weaknesses One of the identifiable weaknesses is the lack of skills and the experience in the management if gelato shop, which means that difficulties may be experienced in the process of management. Another challenge is that introduction of gelato as a new product needs the educating of consumers, implying that people tend to be reluctant in trying new products. The other weakness is that vendors supplying the ingredients may tend to be unreliable or even hike prices anytime, which may be an extra cost incurred. As well in the event of delays by the suppliers of the ingredients, inconveniences may result into the losing of customers. Opportunities The most notable opportunity of the gelato is ability to provide unique product, that is free from nuts which is completely new into the market. For the purposes of increasing the sales, prepackaging will be done which will enable the portability of the gelato different places such as home or even to offices. The ingredient used for the gelato that is chocolate is preferred for health benefits creates new opportunities for the gelato. Additional opportunity is that new geographical areas will provide a ready market. Basically, the greatest opportunity for this gelato shop is the unique nature of its product and the health consideration of the ice cream provided. Threats The gelato shop will face the threats of competition from the shops providing the same product or even related products such as stores of yoghurt.

1. SWOT Analysis
Most of the people have a high taste for ice cream, which is the
reason as to why a business idea of opening a gelato shop is a
great one. However, due to the fact that this may not necessarily
be the only gelato shop in Las Vegas, it is essential to carry out
SWOT analysis for the explanation and identification of the
different factors that may affect the operations of the gelato
shop. The SWOT analysis will involve the identification of the
strengths of the business, the weaknesses, the opportunities as
well as the threats that could negatively affect the gelato shop.
Strengths
One of the strengths of this proposed gelato is the ability to
provide unique flavors, which means that it will be easy to
attract new customers. Ability to devise and introduce new
flavors in the market can be helpful in attracting new buyers,
due to the fact that people may tend to change their taste and
preference by trying a new product. This will mean that more
customers and buyers will be attracted. Additionally, the
geographical location of the gelato shop is suitable due to the
availability of ready market. Rationale for this assertion in the
Las Vegas the population is high, a clear indication of the
market and the locality of the shop in an airstrip will mean more
consumers and customers (Sousa, Antonialli, Pereira, Ribeiro,
Pires, Moreira & Pereira, 2019). Moreover, this gelato will have
little fat content which means that it will be healthier when
compared with other related products.
Weaknesses
One of the identifiable weaknesses is the lack of skills and the
experience in the management if gelato shop, which means that
difficulties may be experienced in the process of management.
Another challenge is that introduction of gelato as a new
product needs the educating of consumers, implying that people
tend to be reluctant in trying new products. The other weakness
is that vendors supplying the ingredients may tend to be

2. unreliable or even hike prices anytime, which may be an extra
cost incurred. As well in the event of delays by the suppliers of
the ingredients, inconveniences may result into the losing of
customers.
Opportunities
The most notable opportunity of the gelato is ability to provide
unique product, that is free from nuts which is completely new
into the market. For the purposes of increasing the sales,
prepackaging will be done which will enable the portability of
the gelato different places such as home or even to offices. The
ingredient used for the gelato that is chocolate is preferred for
health benefits creates new opportunities for the gelato.
Additional opportunity is that new geographical areas will
provide a ready market. Basically, the greatest opportunity for
this gelato shop is the unique nature of its product and the
health consideration of the ice cream provided.
Threats
The gelato shop will face the threats of competition from the
shops providing the same product or even related products such
as stores of yoghurt and ice cream. Lack of brand recognition is
another possible threat due to the fact that this gelato shop will
be introducing a new flavor and most people prefer buying
products from recognized brands. Another threat that will face
the gelato shop is the raising concern of the issues of health,
with most people arguing that these creamy products have high
fat content which has brought about the prevalence of obesity in
Las Vegas. This means that people are avoiding such products
at all costs (Marcotrigiano, Magarelli, Sorrenti, Bertamino, Di
Ninno, De Giglio & Napoli, 2019). Despite the fact that gelato
has lower content of fat, in some way it is not so much different
from ice cream.
References
Marcotrigiano, V., Magarelli, P., Sorrenti, G. T., Bertamino, E.,
Di Ninno, F., De Giglio, O., & Napoli, C. (2019). Official
controls regarding artisanal ice cream shops: public health
policies and consumer protection in the Italian and European

3. legislative frameworks. Annali di igiene: medicina preventiva e
di comunita, 31(1), 76-85.
Mazzuto, V. (2017). Innovate to internationalize: a case in the
Italian gelato industry.
Sousa, M. M. M. D., Antonialli, F., Pereira, R. C., Ribeiro, M.
N., Pires, F. D. C., Moreira, S. D. S., & Pereira, R. G. F. A.
(2019). Development and optimization of coffee gelato: a
sensory perspective. British Food Journal, 121(5), 1116-1124.
1. The idea for our new venture is to capitalize on the health
conscious trend sweeping the globe. With our non-GMO and
vegan alternative when it comes to frozen desserts, our
international brand of flavors offer a healthy option with
superior flavors when compared to a more commercial-brand of
ice cream and gelato. By providing a world-class customer
experience to match our unique blend of style and flavor, we
can be your next top gelato destination.
https://www.bplans.com/downloads/free-download-investor-
pitch-templates/
2. When we analyzed our customer base in the Las Vegas area,
it became prominent that our main target market were teenagers
(15 to 18 y.o.) and young adults (19 to 15 y.o.). The male-to-
female ratio was steady at 50% with a median age of 37 to 37.8
years with just over 310,000 for either gender. Other
demographics we would be targeting included the median
household income of families, whether married or unmarried.
When it came to married or unmarried families, the likelihood
of reaching our target market depends on marketing strategies
tailored toward local consumers and unique in-house recipes.
3. MARKET ANALYSIS
3.1. To find customers we researched how the local market
considers consumer behavior and economic trends so that our
business idea survives for many years. It was crucial that our
team understood what the local consumer needs and benefits
were so that our unique customer experience stands among other

4. independent gelato shops.
3.2. When considering consumer behavior in Las Vegas, we
looked at both the local demographics and the tourism industry
in order to better serve a diverse population. Locally, Las Vegas
has seen a dramatic increase in population, household income,
and employment within the past decade alone. However,
globally, the demand for gelato benefit consumers who are
lactose intolerant and cannot consume ice cream. Most of all, by
serving toward this unique attribute of health-conscious
consumers, our business idea is considered to be desirous when
targeting consumers’ purchase-decision habits.
3.3. According to a market research report (2018), not only has
there been a rising demand for “unique flavors” for ice cream
in developing nations but it is also true that consumers in North
America and Europe continue to push for healthier lifestyles.
Comment by Mayah Tayah:
https://www.grandviewresearch.com/industry-analysis/ice-
cream-market
4. COMPETITIVE ANALYSIS
4.1. In a market that is saturated with franchises (e.g. Dairy
Queen, etc.) and independent business owners offering unique
competitive advantages, a starting gelato shop owner needs to
target and attract time-valued consumers. Location is key when
looking to start a gelato shop in any market, especially one with
huge potential like Las Vegas. Quality is another deciding
factor that plays into getting your customers to return time after
time.
4.2. To find a market advantage we analyzed competitors that
target the same potential consumers as our business idea in the
Las Vegas area. More specifically, by focusing on the needs of
our target market our ideal consumer is time-valued and
appreciates frozen desserts. Thus, in identifying our
competition, our team chose a product service that focuses on
customer intimacy.
4.3. Evidently, in 2016 the market share for gelato has spurred
up around the world with southeast Asia leading the main

5. markets of the United States, Japan, Germany, Italy, Spain, and
Argentina. This growth in the gelato market can be associated
with a global trend in consumer-health for more vegetarian or
vegan options. Comment by Mayah Tayah:
http://www.italiangelato.info/gelato-market/italian-gelato-
booms-over-100000-gelato-parlours-open-around-the-world.kl
4.4. Gelato’s superiority as an Italian delicacy has less
competitors due to a smaller market size that does not match the
needs of commercialized manufacturers’. It should also be noted
that gelato made in-house attracts potential customers more than
purchased gelato.
5. START-UP COSTS
5.1. The startup costs associated with fast-food businesses can
include both variable and fixed costs, similar to starting a
commercial ice cream shop. For example, factory cost,
manufacturing cost, payroll, insurance, and any technology cost
associated with high-end kitchen equipment. Comment by
Mayah Tayah: https://howtostartanllc.com/business-
ideas/gelato-bar
5.2. Also, the utilities costs that cover electricity, gas and water
for a 1,600-square-feet gelato shop should “pay on average of
10%.” Any fees for permits at the state and local level can range
from hundreds to sometimes thousands of dollars.
5.3. Any insurance costs at small commercial fast-food
businesses can add up in the long-run. In the end, a small
business owner can be paying up to $15,000 and $25,000 in
start-up costs.
5.4. Essentially, our business plan does not cover costs
associated with franchises due to its many fees and royalties.
But instead, our plan is to independently own a gelato shop for
its advantages (i.e. freedom to choose own products and
personal tailor to local marketing strategy).
6. CAPITAL EQUIPMENT ASSETS
6.1. The different types of capital equipment assets are similar
to commercial kitchens that include dispensing and topping
units, sink units, beverage dispensing equipment, storage

6. equipment units, sales and display equipment, and
miscellaneous equipment.
6.2.
7. LEGAL FORM OF BUSINESS
8. LOCATION OF BUSINESS
8.1. Due to its unique proximity to the Las Vegas strip, the
airport and plenty of residential outlets a gelato shop is ideal in
highly populated areas with mild to moderate traffic.
8.2. By taking notice of peak hours, such as breakfast, lunch
and dinner, is a top deciding factor when choosing a prime
location. Our business will count on a heavy populated and
well-traffic location to reach maximum potential of reaching
customers. Office buildings, banks and upscale shopping areas
can add to the overall brand and pricing strategies in the long-
run.
9. MARKETING PLAN
Strategic Plan
1. Formulate Mission Statement
a. To provide an international experience of flavors; to provide
a customer experience worth the status as world class in Las
Vegas -- onegelato at a time.
2. Complete Environmental Analysis
a. Strengths
b. Weaknesses
c. Opportunities
d. Threats
3. Perform Competitive Analysis
a. Market Research:
i. DEMAND (“Is there a desire for our product or service?”)
ii. MARKET SIZE (“How many people would be interested in
our offering?”)
1. Total Population for Las Vegas, NV (2017 Census) : 621,662
a. Las Vegas Median Age: (US Census 2017 ACS 5-Year
Survey)

7. i. Male: 37
ii. Female: 37.8
iii. Total: 37.4
b. Las Vegas Adults: (US Census 2017 ACS 5-Year Survey)
i. 471,791 adults (87,615 of which are seniors)
c. Las Vegas Sex Ratio: (US Census 2017 ACS 5-Year Survey)
i. Female: 311,123 (50.05%)
ii. Male: 310,539 (49.95%)
iii. ECONOMIC INDICATORS (“What is the income range and
employment rate?”)
1. The Median Household Income for Las Vegas, NV: $53,159
($877)
a. Las Vegas Income by Household Types: (US Census 2017
ACS 5-Year Survey)
i. Types: (Median / Mean)
ii. Households: $53,159 / $72,694
iii. Families: $62,786 / $82,972
iv. Married Families: $76,912 / $98,248
v. Non Families: $35,003 / $50,334
2. The % of Population (16 y.o+) in labor force: 63.6% (0.5%)
3. The % Employed: 57.6% (0.5%)
4. The Avg. travel time to work (mins): 25.4 (0.4)
iv. LOCATION (“Where do our customers live and where can
your business reach?”)
1. Boulder City
2. Blue Diamond
3. Enterprise
4. Henderson
5. Las Vegas
6. Nellis AFB
7. North Las Vegas
8. Paradise
9. Spring Valley
10. Summerlin South
11. Sunrise Manor
12. Whitney

8. v. MARKET SATURATION(“How many similar options are
already available to consumers?”)
1. See Appendix-A.
vi. PRICING(“What do potential customers pay for these
alternatives?”)
1. $
a. Dairy Queen
b. Sprinkles (bakery)
c. Sweetspot Nitrogen Ice Cream & Boba Tea
d. Yogurtland
e. Rolled Ice Cream
f. Others: (See Appendix-A.)
2. $$
a. Ben & Jerry’s
b. Dairy Queen
c. Baskin-Robbins
d. Others: (See Appendix-A.)
3. $$$
a. Others: (see Appendix-A.)
4. $$$$
a. N/A
4. Analyze Strategic Alternatives
a.
5. Set Goals and Strategy
a.
6. Setup Control System
APPENDIX-A
A. Handel's Ice Cream
B. Nielsen’s Frozen Custard
C. Gelato Bar
D. CJ’s Italian Ice and Custard
E. Luv-It Frozen Custard
F. Sweet Addiction, Cookies & Ice Cream (2)
G. Asia Creamery

9. H. Gelatology
I. U-Swirl (2)
J. Poppy’s Frozen Yogurt
K. La Flor de Michoacan Ice Cream Shop (3)
L. La Neveria fruit & juice bar
M. Cali’s Scoops
N. Creamberry
O. Ice Land
P. Art of Flavors
Q. Ghirardelli Ice Cream @ the Linq
R. Gelato Cafe
S. Tasty Crepes
T. Milk Bar
U. Tarasco Flor de Michoacan
V. Italcream Inc.
W. Cocolini Gelato @ the Venetian
X. Chill-A Yogurt bar (?)
Y. Illy Caffe
Z. Rocky Mountain Chocolate Factory
AA. Haagen-Dazs (7)
AB. SONIC Drive-In (15)
AC. Cold Stone Creamery (6)
AD. Ben & Jerry’s (5)
AE. Baskin-Robbins (8)
AF. Dairy Queen (18)
MGT302
October 7, 2019
· According to Statista.com, the statistic, Household
penetration rate of frozen foods in the United States in 2019, by
category, shows the “household penetration of frozen foods in
the U.S. in 2019”, whereby Desserts ranked 2nd as having a
90.3% household penetration after prepared foods (92.4%).
· According to Statista.com, the statistic, Consumer

10. average spend on frozen foods in the United States in 2019, by
category (in U.S. dollars), shows the “consumer average spend
on frozen foods in the U.S. in 2019”, whereby Desserts ranked
6th with consumers in the U.S. spending an average of 6.02
dollars.
· According to Statista.com, the statistic, Per Capita
consumption of frozen food products in catering services in
Italy in 2017, by category (in kilograms), illustrates the “per
capita consumption of frozen food products in catering services
in Italy in 2017”, whereby Desserts ranked 8th with Italian
consuming on average 0.05 kilograms per capita in catering
services.
· According to Statista.com, the statistic, Sales value of
natural and organic frozen foods in the United States in 2017,
by category (in million U.S. dollars)*, shows the “sales value of
organic frozen foods in the U.S. in 2017”, whereby Desserts
ranked 2nd in sales amounting to 1.45 billion U.S. dollars after
Meat, poultry and seafood ($1.524 billion). When compared to
the previous year, Desserts stayed in 2nd, however had
increased from 1.028 billion U.S. dollars (2016) and Meat,
poultry and seafood increased from 1.178 billion U.S. dollars.
· According to Statista.com, the statistic, Percentage
change in retail volume sales of frozen desserts and ice cream
for the big five markets in Western Europe in 2015, shows the
“percentage change in retail volume sales of frozen desserts and
ice cream compared to the year before for selected countries in
Western Europe in 2015”, whereby Spain held the largest
growth at two percent, followed by Germany at 1.9 percent,
U.K. at 1.1%, and Italy and France tied at 0.1%.
· According to Statista.com, the statistic, Dollar sales
growth of ice cream in the U.S. in 2017, by type*, shows the
“dollar growth of ice cream in the U.S. in 2017”, whereby for
the 52 weeks ended May 27, 2017, the “sale of non-dairy ice
cream increased by 49% compared to the previous year,
followed by Dairy Ice Cream at 4.3%; Ice Cream at 3.4%; and
Sorbet at 3.2%. Frozen Custard had decreased the most when

11. compared to the previous year by 70.4%, followed by Frozen
Yogurt at 20.3%; Other Ice Cream at 7.7%; Ice Milk at 4.2%;
and Sherbet at 3.4% decrease.
· According to Statista.com, the statistic, Top ice cream
brands of the United States in 2017, based on sales (in million
U.S. dollars), shows the sales of the leading ice cream brands of
the U.S. in 2017”, whereby Private label ice cream ranked first
with about $1.09 billion worth of sales for the 52 weeks ended
January 22, 2017, followed by Breyers at $503.9 million; Ben &
Jerry’s at $477.1 million; Haagen-Dazs at $461.3 million; Blue
Bell at $425.8 million; Wells Blue Bunny at $292.3 million;
Turkey Hill at $253 million; Talenti at $249.7 million;
Dreyer’s/Edy’s Grand at $220 million; and Dreyer’s/Edy’s
Slowchurned at $215.8 million. “Total ice cream category sales
amounted to about $5.47 billion. Chocolate, vanilla and cookie
dough/cookies and cream were among the leading ice cream
flavors in the United States in 2013.
October 15, 2019
1. Ratio Analysis
a. Calculate Liquidity:
b. Calculate Asset Utilization:
c. Calculate Leverage:
d. Calculate Profitability Ratios:
2. Discuss which of the ratios look weak and which look
positive.
-Six to ten school and/or college students will be hired to work
shifts during peak sales periods. Other part-time employees may
be hired on an "as needed" basis
Seeking to finance this project through a local lending
institution using the assistance of a Small Business
Administration (SBA) guarantee, with an agreement that allows
for loan repayment over 10 years.

12. -Must ensure that the customer continues to return to purchase
the product, again and again. One way to ensure repeat business
is to provide consistency in both the product and service.
-In order to earn a reasonable return on the investment, along
with the ability to repay debt, strict cost-control measures will
be implemented. These measures will include, among others,
proper purchasing practices, maximization of product
distribution ,amounts and recipes (portion control), effective
utilization of personnel, and the constant search for ways to
reduce the cost of sales of our products without sacrificing
quality and service.
-Prices will conform to what is obtainable in the industry but
will ensure that within the first 6 to 12 months our products are
sold a little bit below the average prices of various ice cream
and frozen yogurt brands in the United States of America.
-Put in place business strategies that will help us run on low
profit margin for a period of 6 months
-This is the key areas where we will spend our start – up
capital; SUBJECT TO CHANGE!
· The Total Fee for Registering the Business
· Legal expenses for obtaining licenses and permits as well as
the accounting services (software, P.O.S machines and other
software) –
· Marketing promotion expenses
· Insurance (general liability, workers’ compensation and
property casualty) coverage at a total premium
· Cost for payment of rent
· Cost for construction of a standard cold – room –
· Other start-up expenses including stationery ($500) and phone
and utility deposits .
· Operational cost for the first 3 months (salaries of employees,
payments of bills et al) –
· The cost for Start-up inventory (raw materials and packaging
materials et al)

13. · Storage hardware (bins, rack, shelves, food case) –
· The cost for counter area equipment (counter top, sink, ice
machine, etc.)
· Cost for yogurt making equipment –
· Cost for store equipment (cash register, security, ventilation,
signage) –
· The cost for the purchase of furniture and gadgets (Computers,
Printers, Telephone, TVs, Sound System, tables and chairs et al)
–
· The cost of Launching a Website – $600
· The cost for our opening party –
· Miscellaneous –
We would need an estimate of to successfully set up our ice
cream production company
Find:
· Business Registration:
· Application and Obtaining Tax Payer’s ID:
· Application for business license and permit:
· Purchase of Insurance for the Business:
· Leasing of facility and construction of standard cold – room:
· Generating capital from family members:
· Applications for Loan from the bank:
WHY INDEPENDENCE AND NOT FRANCHISE:
-Do not pay a franchise fee or royalty. This can sometimes be a
whole years profit
-All franchisors charge a non-refundable franchise fee and a
startup fee. A shop or small desert restaurant fee of $25,000 is
common. In some cases this is as much as the projected cost of
the shop! Some charge an annual fee and/or demand a royalty,
often 6% of your net profit. 6% of net profit may be as much as
20% of the gross! In addition, you have to buy their products
and cannot switch around.
Being independent, you can:
-select any products you wish and switch as you please.
-personalize your service and products to meet local demands.

14. -Name your shop any way you wish, The product, gelato tastes
and looks significantly better than mass-produced ice cream—
but it is slightly more expensive. We are not as well known as
the largest franchisors and therefore charge much less for
startup.
COMPOSITION: The main composition difference between
gelato and commercial ice cream is that it contains about 20-
35% less air, 15% less sugar and 60% less butterfat than
premium ice cream. They are replaced with milk solids. This
makes gelato much healthier and the flavors more intense but
the smaller amount of air results in more milk solids per scoop,
hence higher ingredient cost.
COST: Another difference between gelato and commercial ice
cream is the factory cost, which is huge. However, once the
commercial factory is set up and running, manufacturing costs
are very low, output is high and few workers are required to run
it, whereas a gelato factory is more like a commercial kitchen
and has a higher overhead
DISPLAY: Gelato is heavier than ice cream and its freezing
point is a little lower than commercial ice cream. Commercial
ice cream can be kept hard at -15°C but gelato requires 18°C.
This may appear to be a small difference but it is important
when buying a display freezer. Many ice cream freezers only
freeze to -15°C. Be sure you buy one cold enough to keep your
product hard!
WHY GELATO:
-Gelato is a superior product that tastes better, looks better and
is healthier than commercial ice cream.
-It is usually sold from highly decorated tubs, which make the
product look very alluring.
-It is often sold in upscale malls or areas where people with
money go and in those areas the people know they will be
paying more for whatever they buy.
-Also, there is a huge amount of commercial ice cream
available everywhere and selling it is very competitive. Gelato

15. is a niche with much less competition, competing for a smaller
market that is too small for most commercial manufacturers to
enter.
GOOD LOCATION:
-Is the location busy at peak hours, lunchtime, dinner and
evenings? If the location is not really busy at these times, you
cannot prosper.
-Car traffic is nice, but foot traffic is more important.
-If we are counting on car traffic, make sure that your location
is easily visible from the street • Competition: How many
dessert/ice cream shops are located nearby. But, having
competition in the same area as you will dilute sales.
LOCATION:
-Since gelato is an artisan product, made by hand, it does best
in highly targeted locations where people can afford gourmet
cuisine. Areas surrounded by office buildings, banks and close
to upscale shopping are good.
-It is important to match your business goals to your investment
capital.
MONEY SAVINGS: important to have a cash reserve of about
25% of the startup cost or enough to keep the operation going
for at least 4-6 months, so that you do not run out of money
before the business becomes profitable.
PRICING
LOCATION: If you are located in an upscale area you should be
able to charge about 12% more than elsewhere. Of course a big
factor is how much ice cream is in a scoop but again, the
competition will set the standard.
SCOOP SIZE: But scoop size varies tremendously. In America
a 4ounce (112 gr.) scoop is normal but in Thailand a 2.5 ounce
(70 gr.) scoop is typical
RENT à rent is probably the second largest expense you will
have after cost of goods. Caution: businesses driven out of
business because the rent was too high but this can also be
because sales were too low! Furthermore, rent can be high
because the landlord is gouging you or because the location is

16. hot. A rough rule-of-thumb states that rent should be about 10-
15% of projected sales. In the gelato business, we always
recommend upscale locations—which have upscale rents.
SALES: So, if the sale-to-passers-bye is 3%, then if 10,000
people pass by your location during the day you will get 300
customers. If the rent is $1,840 Euros/month and you are
making a gross profit of $2.80/scoop, you will need to sell 657
scoops/month to pay the rent. You are projecting selling 300
scoops per day @$2.80 each gross profit= $840 x
30=$25.200/month. 1,840/25,200=7% or selling 150 scoops/day
is 14% so this rent is OK.
SPECIALTY: Since are making your own ice cream, vegetarian
or vegan events are a prime source. Not many companies make
a prime vegan or vegetarian ice cream! Also, offering a Light
Line of sugar-free, healthy products is both unique and
appealing.
What I have so far:
For a 1600 Square Foot Gelato Shop pays an average of 10% of
their revenue for Utilities
-Electricity: $1000
-Gas: $50
-Water: $350
-40 Gallon Grease Trap (monthly):
Many county health departments require that grease traps be
used for waste water containing dairy products. There are two
issues with grease traps, first, it's a $150 per month to have it
pumped and the health department will track how often you are

17. cleaning your trap.
-Linen Service (towels and mats) (Monthly) $80
The mats will have a grease build up and become harder and
harder to clean.
100 towels and 4 mats picked up weekly.
-Phone Lines (2) (Monthly) and Internet (monthly): $180
2 phone lines are required for use credit cards and gift card
processing.
-Lease expense - Common Area Maintenance: $425
The CAM expense comes with each lease and will be quoted to
you above and beyond your lease square footage quote.
Including CAM in utilities since it includes trash pick-up,
building maintenance, landscaping, and some property
companies even throw their property taxes into the CAM
-No business license shall be issued or renewed by the director
and/or approved by the board unless the applicant has obtained
all required public safety inspections for the business activity
conducted, such as, zoning, fire, building, health, air quality,
animal control or an(y) other inspection, license, certificate or
permits for the profession, occupation, or business.
-Business License:http://www.clarkcountynv.gov/business-
license/Documents/CCBL%20License%20Categories_Fee%20Sc
hedule.pdf.xlsx.pdf
Business License for Gelato Shop:
-NAICS CODE: 722515
-License Category: Food Services – Restaurant &
Other
-Fee Description:
-Cost of Nevada Business License: $200
Gen Gross
A gross fee license is a business license that has a renewal fee
that is determined by the amount of gross revenue generated by
the business. PerClark County Code Section 6.04.005, Gross
Revenue is defined as, “…all revenue received by the business
from sales, service and other business transactions minus
deductions only for returns, refunds, any tax on fuel or retail

18. sales that is collected by the business, and discounts. The
business may also allocate and apportion gross revenue pursuant
to the formula set out inClark County Code Section 6.08.100.”
-Renewal Due Date: April & October (Every Six
Months)
-in addition to the license fees, all applications are assessed a
$45.00 non-refundable application fee.
-Average Yearly Premium For General Liability Policy: ice
cream parlors in America spend between $500 - $1,200 per year
Factors will determine the price of your policy:
· Location
· Deductible
· Number of employees
· Per-occurrence limit
· General aggregate limit
Workers Compensation Insurance
· State law requires business owners to carry workers'
compensation on each of their employees. This coverage offers
reimbursement for medical bills and a part of the employee’s
wages while they recover from their injury or illness. If they
decide to sue for additional damages, the policy would also
offer legal representation and pay damages awarded to the
claimant
Product Liability Insurance
· Product liability insurance is critical for every business
owner that manufactures, supplies, or sells products. If a
customer claims illness or injury due to a product purchased
from your business, they could sue you for damages. This
policy would cover awarded damages and associated legal fees.
· You can tailor product liability policies to the specific
needs of the business
Commercial Property Insurance
· This type of business requires special equipment and a
workspace tailored to its specific operating needs. If the
building and its contents suffer damages from a covered loss,

19. commercial property insurance would pay to repair or replace
damaged items. Whether you own or rent, you can tailor this
policy to meet the needs of your business. Entrepreneurs
should discuss policy terms to ensure a policy covers losses at
replacement cost and that there is no gap in coverage.
sales and marketing approach to sell our wide range of frozen
yogurt flavors;
· Introduce our ice cream brand by sending introductory letters
to residence, merchants in Las Vegas.
· Open our ice cream production company with a party so as to
capture the attention of residence & college students who are
our first targets
· Advertise our products in community-based newspapers
· List our business and products on yellow pages ads (local
directories)
· Leverage on the internet to promote our ice cream brands
· Encourage the use of Word of mouth marketing (referrals)
· Give out loads of freebies so that new people can like our
brand
Features and Amenities
· Bus Line
· Restaurant
· Dedicated Turn Lane
· Signage
· Pylon Sign
· Signalized Intersection
· Very Walkable

20. About the Property
The subject property is situated in the middle of the
University corridor just across from the Student Union building.
The property
has been with the same owner since 1998 and has very unique
and historical
Rebel architecture. Come join the many local tenants who have
called this
center home for many years. Situated in the center of the
University corridor,
the area continues to see new growth over the last year as new
student housing
apartments are built near the Flamingo/Maryland intersection
and University
Gateway mixed-use project just South of the subject site is
developed. Campus Village just North of the
site was just purchased and future redevelopment may happen
there as well as a
future light-rail system connecting Downtown and the
University via Maryland
Pkwy
Total Consumer Spending:
-1 Mile: $271.15M
-3 Miles: $1.5B
-5 Miles: $4B
Have you decided to open a hand-made gelato shop or a gelato
café? That means you too are passionate about gelato and
moved by the desire to do something creative.
At last, everyone’s becoming aware that hand-made gelato is a
healthy food in its own right, that it has great nutritional value,
so much so that it’s moving away from being just a seasonal
product to being something to enjoy during the winter or even
as a lunchtime snack.