As part of a project we examined what factors might go into the establishment of a near urban equestrian centre for city and urban dwellers in a large metro area.

1. Making Improvements
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2. Key Partnerships

 Worst
- City people travelling to the country
- Limitations of the Name of the business „Cattle‟ vs
„Equestrian‟
- Stables
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3. Key Partnerships

 Best
- Equestrian Assoc. (Local , State / Provincial, National, Int‟l)
- Country dwellers and commuters
- Stabling / Horse Boarding operators
- Suppliers of all types of main equestrian tackle and supplies
- Personal equestrian clothing
- Training for Horses
- Training for Riders
- Feed and nutrient suppliers
- Specialized Veterinarian services
- Horse transport services
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4. Key Activities

Worst Best
 - Facilitating riding and  Stabling
sale of tackle and  Hardware
clothing  Software
 Nutrients
 Veterinarian and Medical
Services
 Clothing and Tackle sales
 Training Horses and
people
 Transportation services
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5. Key Resources

Worst Best
 - Inside Sales  Suppliers of tackle, clothing, feed,
staff only nutrients, vet services, training,
stabling / grooming
 Acreage Property
 Storage building
 Stables
 Tackle, clothing, book / media Store
 Media channels
 Parking
 Property management
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6. VALUE PROPOSITION

Worst Best
 Focus on retail interests  Wealthy people who live
in the country on or near
 Wealthy City people acreages are willing and
with horse interests are likely to seek out and
willing to travel to spend money on
country to go horse equestrian
riding  Demographics include
adults of all ages, teens
 Demographics focused and team sport
only on 30-60 year old enthusiasts
adults  Expanded full range of
services and products for
 Very poor name – the equestrian market
“Cattle Barn”
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7. Customer Relationships

Worst Best
 In-store sales of retail  Full-range of customer Services and retail
products to public
products for the Equestrian public
customers travelling from
the city mainly on the  Personalized services depending on needs
weekend. and interests
 Target government agencies (police) as
well as general public
 Secure environments for horses / people
 Up-scale environment and facilities
 Food and beverage services
 Overnight rental accommodations
 Additional recreational activities
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8. CHANNELS
Worst
 Best
- Retail outlet for - Equestrian feed, housing, care
horse and rider and management
physical needs - Retail sales
- Training for Horses, care-givers
and riders
- Vet Services
- Transport Services
- Restaurant and bar services
- Limited accommodation services
- Knowledge centres IT and other
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9. COST STRUCTURE
WORST
 BEST
- Retail sales building rental  Acreage Property
and operating costs purchase or rental
- Cost of merchandise for sales  Capital costs of equipment
- Office equipment and and buildings for stables,
supplies storage, retail, restaurant,
service
- Retail store counters and
storage  Cost of merchandise for
- Operating costs including
sales
staff salaries  Office equipment-supplies
 Retail store counters,
furniture and storage
 Operating costs including
staff salaries
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10. REVENUE STREAMS

WORST BEST
 - Retail sales - Stabling fees
- Storage fees
- Retail sales income
- Training services fees
- Vet Services fees
- Bar and Restaurant income
- Accommodation income
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11. Summary

 The “Best” case model for this business involves
refocusing the clientele and range of services to be
provided.
 Expanded scope of the business will require a much
larger initial capital outlay
 Staffing and management will be quite specialized
 The NY city and surrounding area has sufficient wealthy
people to support a venture of the „Best‟ kind
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