This document provides a feasibility analysis for a snack bar venture called FIX bar. It describes the founders and their responsibilities, the product which are organic snack bars designed to meet nutritional needs and facilitate daily activities, and the target market of young adults aged 18-24 in Miami. It finds that the market for nutritional bars has been growing significantly in recent years as consumers seek healthier snack options. The analysis concludes FIX bar has potential for success given the untapped market opportunity and growth trends in the industry.

1.
FEASIBILTY
ANALYSIS
December
5,
2014
©
Jezzebell
Vinuela
2015
All
Rights
Reserved
FOUNDERS:
Jezzebell
Vinuela,
3597821
Crystal
Guerrero,
2671354
Nina
Sherman,
2724942
Ryan
Balcazar,
3004773
ENT4113
Seema
Pissaris

2. 1
Table
of
Contents
Venture
Details…………………………………………………….……….2
Market
Analysis…………………………………………………………....3
Market
Research…………………………………………………….……..4
Competitive
Analysis…………………………………………….…….…6
Financial
Feasibility
…………………………………………….……..…8
Revenue
Worksheet…………………………………………………….…………..8
Expense
Worksheet…………………………………………………….………………9
Break
Even
Analysis………………………………………………………….………..….11
Financial
Forecasts……………………………………………………………….…...12
Overall
Conclusion………………………………………………...…….12
References…………………………………………………………………..13

3. 2
1.
Venture
Details
Venture
Description/Name:
FIX
bar
Opportunity/
Need/
Problem
Solved:
• In
today’s
fast
paced
world,
there
is
barely
time
to
sit
down
to
full
meals
which
leads
to
sporadic
snacking
and
malnutrition.
• There
are
no
snack
bars
in
the
market
aimed
towards
facilitating
daily
processes
as
well
as
fulfilling
nutritional
needs.
• Most
snack
bars
are
primarily
made
with
oats,
artificial
ingredients,
and
can
cause
consumers
to
“crash”.
Founders
Agreement
• Overview
of
Responsibilities:
-­‐Jezzebell
Vinuela,
Chief
Executive
Officer/Chief
Finance
Officer:
Highest
ranking
member
and
head
of
management.
Makes
high-­‐level
decisions
about
policy
as
well
as
strategy
formulation
and
implementation.
Also
manages
the
company’s
financials
and
record
keeping.
-­‐Crystal
Guerrero,
Chief
Marketing
Officer:
Prepares
overall
marketing
strategy
and
facilitates
growth
and
sales.
Oversees
public
relations
and
the
production
of
media,
promotions,
and
advertising.
-­‐Ryan
Balcazar,
Chief
Operating
Officer:
Responsible
for
day
to
day
operations.
Assists
the
CEO
in
daily
goal
setting
and
keeps
fellow
founders
on
track.
-­‐Nina
Sherman,
Product
Development
Manager:
Responsible
for
research,
development,
and
improvements
concerning
the
product
as
well
as
overseeing
its
design
and
production.
• Division
of
Stock:
Jezzebell
Vinuela
40%
Crystal
Guerrero
20%
Ryan
Balcazar
20%
Nina
Sherman
20%
Product
Description:
FIX
bar
is
the
organic,
nutrient
dense
snack
bar
designed
to
meet
nutritional
needs
as
well
as
help
facilitate
daily
processes
(sleeping,
studying,
relaxing
etc.)
It
does
this
through
a
diverse
array
of
tasty
herbs,
vitamins,
oats,
nuts,
and
other
nutritious
ingredients.
Variations
include:
Ø focusFIX
(infused
with
omega-­‐3,
vitamin
B12,
antioxidants,
and
ginseng)
Ø calmFIX
(infused
with
chamomile,
mint,
lavender,
oats,
and
honey)
Ø morningFIX
(infused
with
an
array
of
vitamins,
fiber,
and
protein)
Ø sleepFIX
(infused
with
valerian
herbs,
honey,
and
white
chocolate
chips)
Unique
Benefits:
• FIX
bars
are
relatively
inexpensive
and
readily
available
for
on-­‐the-­‐go
snacking.
• FIX
bars
are
organic,
natural,
and
preservative
free.
• Formulated
to
meet
specific
needs.

4. 3
• Packaging
is
clean
and
concise.
• FIX
bars
allow
a
new
generation
to
be
a
part
of
the
“green”
movement
in
terms
of
healthy
eating
and
environmental
responsibility.
Target
Market:
• Initially,
young
adults
18-­‐24
in
the
Miami
area
who
attend
Florida
International
University.
This
represents
39,420
students,
73%
of
the
54,000
students
who
attend.
• Lifestyles
of
the
target
market
are
fast
paced
due
to
the
demands
of
not
only
work
and
life,
but
school
as
well,
and
are
always
tempted
by
small
sporadic
snacks.
• Target
market
displays
personality
and
attitude
of
the
“reformer”:
values
personal
growth,
social
awareness,
enjoys
fun
and
leisure,
curious
and
enquiring,
anti-­‐materialistic
but
intolerant
of
bad
taste,
favors
natural
beauty
and
simplicity.
• 40%
of
this
segment’s
spending
is
discretionary.
• This
segment
is
charismatic
about
making
healthier
choices,
but
does
not
have
many
economic
options
available
to
them,
and
would
therefore
highly
benefit
from
the
product.
• This
segment
will
allow
for
fostering
and
continuing
brand
loyalty.
2.
Market
Analysis
• Size
and
growth
o The
market
for
nutritional
bars
has
been
growing
exponentially
in
accordance
with
the
growing
trend
of
living
a
greener
life.
Here
are
a
couple
of
statistics
of
the
dollar
value
and
percentage
increase
in
volume
of
net
sales
towards
nutritional
bars
§ 2011-­‐2012:
6.2
million
dollar
increase,
9.6%
increase
§ 2012-­‐2013:
6.7
million
dollar
increase,
8.8%
increase
§ 2013-­‐2014:
7.3
million
dollar
increase,
6.5%
increase
§ 2014-­‐2015
(Projected):
8.2
million
dollar
increase,
6.6%
increase
• Trends
o With
growing
concern
over
climate
change
and
reformation,
there
is
a
proliferating
concern
for
living
greener
in
the
following
aspects
of
life:
§ Greener
energy
§ Cleaner
eating
/
Organic
Foods
§ Health
Consciousness
§ Disease
Prevention
• Market
segmentation
(details)
o Demographics:
Male
or
female,
15-­‐50
years
of
age,
income
of
20k+,
high
school
education
&/or
above
o Geographic:
United
States
then
possibly
expanding
to
other
countries.
Primarily
urban
regions
in
coffee
shops,
cafés,
smoothie
shops,
gyms
and
gym
shops,
business
complexes,
vending
machines
in
schools,
etc.
o Psychographics:
Active
or
sedentary
lifestyle,
business
men
and
women,
students,
athletes
• Threats
o Cereal
Bars

5. 4
o Protein
Bars
o Energy
Drinks
• Market
structure
o It
is
a
perfectly
competitive
market
in
the
fact
that
it
is
not
monopolistic
or
oligopoly
in
nature,
although
there
may
be
one
other
very
similar
product
to
ours
in
the
form
of
a
drink
with
slight
differences.
• Opportunities
and
niches
o We
believe
our
product
correlates
with
the
trend
described
above.
Our
product
is
similar
to
other
bars
but
it
differentiates
itself
through
the
uniqueness
of
the
ingredient
mixture
as
well
as
the
personalized
functionality
of
it.
• Distribution
channels
o Supplier
of
herbs,
flowers,
honey
and
other
ingredients
à
Manufacturing
à
distributor
à
retailer
à
consumer
o Marketing
primarily
done
through
“buzz”,
or
word
of
mouth,
as
well
as
social
media
and
sponsorships.
3.
Market
Research
o Expert
Feedback
Questions
asked:
1.
What
are
three
things
you
like
about
the
concept?
2.
Can
you
provide
three
suggestions
to
make
it
better?
3.
Do
you
think
the
concept
is
viable?
4.
What
risks
do
you
see?
5.
Would
you
stock
this
item
in
your
store?
6.
Any
additional
comments
or
suggestions?
Highlights:
All
of
our
experts
liked
the
convenience
of
having
a
healthy,
nutritious,
organic
bar
at
any
given
time
of
day
at
an
affordable
price.
Most
of
them
thought
it
was
a
product
that
could
be
easily
accessible
from
a
grocery
store,
a
coffee
shop,
or
even
vending
machines.
One
of
our
experts,
Mr.
Brian
Guerra
sates
“The
price
of
the
product
is
affordable
for
most
consumers
and
they
can
easily
purchase
it
as
if
they
were
buying
their
morning
coffee
at
Starbucks.
It
supplies
the
daily
nutrients
that
are
well
needed.”
A
few
important
suggestions
given
to
improve
our
product
and
make
it
more
appealing
to
our
target
market,
is
to
be
different.
Professor
Raymond
Rody
elaborated
on
“risks
including
the
difficulty
of
differentiating
ourselves
from
other
snack
bars
and
appearing
legitimate.”
John
Garcia,
proposed
providing
holiday
flavors
at
different
locations
to
give
a
different
appeal
to
the
bar
and
possibly
considering
what
our
consumer
is
drinking
so
the
bar
may
pair
to
their
drink.
“A
pumpkin
flavored
seasonal
bar
during
the
holidays
to
pair
with
coffee
at
his
shop.”
Ken
Holden
states,
“If
the
product
is

6. 5
successful,
consumer
demand
will
get
other
stores
to
stock
the
item.
Additional
comments
and
suggestions
were
reiterating
the
importance
of
taste.
The
other
benefits
of
the
product,
(organic,
facilitates
daily
processes),
are
“meaningless
unless
the
product
tastes
good.”
Conclusion:
Every
expert
has
given
the
green
light
to
not
only
seeing
this
as
a
viable
product
but
definitely
selling
this
product
at
their
store,
suggesting
this
product
to
their
customers,
loved
ones,
and
purchasing
this
product
for
themselves.
As
Mr.
Eric
Wilson
puts
it,
“If
it’s
a
delicious,
healthy
and
popular
product,
people
will
pay
for
it.”
Giving
us
his
full
support,
he
says,
“I
hope
I
walk
around
campus
soon
and
start
seeing
these
bars
in
vending
machines.”
With
the
support
of
our
experts
and
with
taking
their
advice
and
suggestions
we
expect
this
product
to
be
successful
and
high
on
popular
demand.
John
Garcia
notes,
“He
would
definitely
stock
the
item
in
his
café
because
he
gets
a
plethora
of
different
customers
looking
for
an
energy
fix
to
go
back
to
work
or
for
something
to
calm
them
down
on
their
break
to
pair
with
their
tea.”
o Customer
Demand
Surveys
Highlights:
Providing
the
FIX
bars
description
and
surveying
twenty
different
customers
we
have
come
to
the
solution
that
the
FIX
bar
is
a
product
that
is
high
in
demand
and
exactly
fifty
percent
of
our
surveyed
customers
would
definitely
buy
the
FIX
bar.
The
other
fifty
percent
stated
that
they
probably
would
buy
the
FIX
bar
or
might/might
not
buy
it.
Our
customers
believe
we
should
sell
the
FIX
bar
at
a
range
from
$2.00
to
$5.00.
Most
of
our
customers
suggested
to
sell
each
bar
at
$3.00
a
bar.
Considering
our
customer
demand,
the
FIX
bar
will
be
available
at
grocery
stores,
gas
stations,
schools/universities,
and
in
the
long
run,
Starbucks.
Twelve
of
our
customers
use
a
similar
product
which
will
give
us
an
advantage
once
releasing
the
FIX
bar
because
we
have
over
50
percent
of
customers
already
considering
this
kind
of
product
in
our
market
already.
Our
innovative
product
will
give
a
whole
new
meaning
to
snacking
right,
and
selecting
a
bar
that
suits
your
needs.
This
will
give
us
the
competitive
advantage
over
other
bars
our
potential
customers
are
using.
Customers
are
looking
for
quality,
affordable
prices,
healthy/natural
ingredients
and
a
delicious/tasty
bar.
The

7. 6
most
important
fragment
we
must
deliver
to
our
customers
is
quality
of
ingredients.
Seventeen
of
our
twenty
customers
are
attending
or
have
attended
college
which
is
a
vast
demographic
of
our
customers.
This
must
be
taken
into
consideration
because
it
can
help
determine
who
we
should
create
our
product
for,
where
we
will
sell
this
product,
and
how
our
marketing
for
this
product
should
be
presented.
Our
surveyed
customers
have
above
a
six
on
how
fast
paced
their
workday
is
on
a
scale
from
one
to
ten.
Conclusion:
These
results
will
assist
us
to
figure
out
what
kind
of
ingredients
we
need
to
add
and
be
supplemented
in
our
bars
to
tier
to
each
customer’s
day
and
give
them
either
that
extra
boost
in
the
morning
or
a
calming
influence
at
night.
Our
customers’
feedback
is
the
most
important
essence
to
our
product
and
company.
We
will
take
in
all
of
their
suggestions
to
make
this
the
number
one
organic
bar
in
our
market.
4.
Competitive
Analysis
• Key
Competitors
and
Descriptions
o Special
K:
Special
K
Protein
products
are
designed
to
increase
daily
intake
of
protein
and
fiber
while
managing
caloric
intake.
Diets
high
in
protein
(30%
of
total
daily
calories
from
protein)
have
shown
to
help
reduce
hunger
longer
o Fiber
One:
Rich
chocolate
chips
and
hearty
oats
help
satisfy
your
cravings
without
sacrificing
your
healthy
lifestyle.
Each
“delicious,
chewy”
snack
bar
packs
at
least
20%
of
the
daily
value
of
fiber
per
serving
o Nature
Valley:
Market
themselves
as
bars
straight
from
nature.
Sun-­‐dried
raisins,
crunchy
peanuts,
sweet
cranberries,
wholesome
almonds,
100%
natural
oats,
and
an

8. 7
occasional
dash
of
rich
dark
chocolate.
Take
them
on
the
trail,
put
them
in
your
pack,
stock
a
drawer
at
work,
no
matter
where
you
are,
our
bars
keep
you
going
for
all
of
life’s
adventures.
• Rivalry
o There
are
many
established
companies
such
as
Nature
Valley
and
Fiber
One
who
we
will
have
to
compete
against
when
launching
FIX
bar.
According
to
the
2013
Annual
Report
of
General
Mills
(owner
of
Nature
Valley
and
Fiber
One),
wholsesome
snack
bars
have
generated
1.5
billion
in
net
sales.
However,
even
though
there
are
many
different
bars
located
at
stores
and
at
small
shops,
none
of
them
help
facilitate
daily
processes.
• Barriers
to
Entry
o Barriers
to
entry
posed
by
competitors
are
their
ability
to
mass
produce
at
a
low
price,
as
well
as
being
well
established
with
solid
marketing
strategies.
We
can
counter
this
through
a
differentiation
strategy.
Displaying
specific
differences
like
organic
and
non-­‐
gmo
labels
on
our
bars.
• Control
o We
do
not
have
high
control
over
the
prices
of
our
products,
as
most
of
the
nutritional
bar
market
is
set
on
low
prices.
Due
to
using
high
quality,
organic
ingredients
our
costs
are
naturally
higher.
However,
most
potential
customers
surveyed
had
a
price
range
between
$2.00-­‐$5.00
and
were
in
favor
of
purchasing
FIX
bar.
The
price
of
our
product
is
$2.75
and
fits
well
within
the
range
and
blends
well
with
the
cost
of
most
bars
in
the
market
today.

9. 8
5.
Financial
Feasibility:
Annual
(First
Year
of
Operations)
REVENUE
SOURCE:
Description
Quantity
Unit
Cost
Total
focusFIX
2,700
$2.75
$7,425
calmFIX
2,700
$2.75
$7,425
morningFIX
0
$0.00
$0.00
sleepFIX
0
$0.00
$0.00
GRAND
TOTAL
$14,850
ASSUMPTIONS:
• Our
strategy
is
to
supply
64
bars
a
month
to
at
least
7
local
retailers.
Our
factory
/storefront
would
also
be
able
to
make
direct
sales
to
consumers.
Though
this
would
not
occur
until
well
after
the
fifth
year
of
operations
when
we
are
well
established.
For
the
first
full
year
of
operations
our
sales
would
highly
depend
on
retailers,
making
this
the
most
critical
assumption
for
venture
success.
• In
year
2
of
operations,
we
will
begin
distributing
to
more
stores.
We
estimate:
o Year
2:
supply
20
local
retailers
with
70
bars
a
month.
o Year
3:
supply
30
local
retailers
with
70
bars
a
month.
o Year
4:
supply
40
local
retailers
with
70
bars
a
month.
o Year
5:
supply
60
local
retailers
with
70
bars
a
month.
• Introduction
and
production
of
morningFIX
and
sleepFIX
will
occur
during
year
2-­‐3
of
operations,
making
an
even
number
of
units
of
each
bar
flavor.
This
is
also
dependent
on
consumer
demand.

10. 9
EXPENSES
WORKSHEET:
ANNUAL
(First
Year
of
Operations)
COST
OF
GOODS
SOLD:
Description
Quantity
Unit
Cost
Total
Ingredients
450
units/Mo
$500.44
$6,005.28
Labor
4
employees
$0.00
$0.00
Packaging
1
unit
of
450
labels/Mo
$36.96
$443.52
Shipping
12
ground
trips/Yr
$40.00
$480.00
Total
Cost
of
Goods
Sold:
$6,928.80
VARIABLE
EXPENSES:
Description
Amount
Ingredients
$6474.24
Labor
$0.00
Packaging
$443.52
Shipping
$480
Marketing
$1,535.56
Equipment
$7,923.44
Security
Deposit
$3,600
Insurance
$156
Total
Variable
Expenses
$20,612.76

11. 10
EXPENSES
WORKSHEET
CONT.
FIXED
EXPENSES:
Description
Amount
Fictitious
Name
Registration
$50
Filing
as
LLC
$125
Annual
Food
Permit
5K-­‐4.020
$546
Annual
Inspection
by
Dept.
Of
Recovery
and
Food
Safety
$135
Facility
$21,600
Utilities
$2,500
Total
Fixed
Expenses
$24,956
ASSUMPTIONS:
• Our
ingredient
expenses
were
derived
from
the
wholesale
cost
of
individual,
organic,
high
quality
ingredients
to
be
used
toward
potential
recipes.
We
used
this
recipe
and
the
ingredients
required
to
estimate
the
cost
of
making
an
average
of
450
bars
a
month.
This
assumption
is
the
most
critical
for
the
venture’s
ultimate
success
because
ingredients
are
imperative
to
the
production
of
FIX
bars.
• We
are
not
including
labor
costs,
especially
during
our
first
year,
until
our
venture
can
break
even.
• Packaging
expenses
were
derived
from
an
online
retailer
selling
label
sheets
in
bulk.
We
took
into
account
the
amount
required
to
label
450
bars.
The
label
sheets
will
be
utilized
by
our
packaging
machine
that
will
be
discussed
in
further
detail
under
equipment.
• Our
shipping
costs
were
estimated
by
the
cost
to
distribute
to
local
retailers
once
a
month
for
12
months.
o Out
of
state
shipping
to
be
considered
well
after
break
even.
• Our
marketing
costs
were
estimated
from
the
cost
of
producing
an
amount
of
48
sample
bars
to
be
distributed
twice
a
month
for
a
year.
Also
included
in
our
marketing
cost
is
the
amount
needed
to
produce
a
professional
crowdfunding
video
as
well
as
the
production
of
flyers.
• Our
equipment
costs
were
derived
from
the
cost
of
appliances
(industrial
oven,
refrigerator,
and
packaging
machine)
as
well
as
other
necessary
supplies
(aprons,
cookware,
gloves,
hairnets
etc.).
Part
of
the
equipment
expenses,
such
as
appliances,
will
no
longer
be
considered
part
of
our
costs
after
the
first
year
of
operations.
• The
security
deposit
is
the
amount
that
would
be
required
for
a
facility
whose
rent
is
$1,800
a
month.
• Insurance
is
derived
from
the
supplier
of
our
major
appliances
(globalindustrial.com)
and
the
insurance
is
paid
once
every
2
years
covering
manufacture
defects
and
accidental
damages.

12. 11
• According
to
sunbiz.org,
it
is
$50
to
register
our
fictitious
name
(FIX
bar)
in
Florida,
and
is
valid
for
5
years.
Registering
as
an
LLC
has
an
initial
cost
of
$125
and
an
annual
renewal
cost
of
$70.
• Our
annual
cost
for
a
food
permit
and
annual
inspection
totals
$681.
• The
yearly
lease
for
a
small
storefront
in
Miami
with
plumbing
and
accessible
electricity
for
installing
large
appliances
averages
$21,600
($1,800/mo.).
• Utilities
were
derived
from
the
average
for
startup
bakeries
and
includes
electricity,
water,
internet,
and
phone.
• Cost
of
goods
sold
-­‐-­‐
Day:
$20.62
Week:
$144.35
Month:
$577.40
In
order
to
make
these
assumptions
more
accurate,
our
venture
team
would
consult
more
suppliers
and
wholesalers
of
equipment
and
ingredients.
We
could
also
compare
our
costs
to
those
of
local
bakeries
and
analyze
discrepancies.
Break
Even
Analysis
What
is
your
gross
margin
for
first
year
of
operations?
Revenue-­‐COGS
=
$14,850-­‐$6,928.80
=
.5334
=
53.34%
Revenue
$14,850
How
does
it
compare
to
the
industry?
The
average
gross
profit
margin
of
alternative
snacks
which
includes
snack
bars
of
all
varieties
(energy,
health,
nutrition,
diet,
cereal),
averages
between
40%-­‐50%
(nacsonline.com).
This
in
turn
means
that
FIX
bar
is
within
the
average
profit
margin
for
its
industry.
Based
on
the
above
revenue
and
expense
model,
how
many
products
/
services
will
you
need
to
sell
to
break
even?
Fixed
Costs/
(Price-­‐Variable
Cost
per
unit)
YEAR
1:
$24,956/($2.75-­‐$1.28)
=
16,977
units
needed
YEAR
2:
$24,851/($2.75-­‐$1.28)
=
16,905
units
needed
YEAR
3:
$24,851/($2.75-­‐$1.28)
=
16,905
units
needed
FIX
bar
will
not
be
able
to
break
even
during
the
first
year
of
operations,
but
this
is
not
surprising
given
that
it
is
a
new
venture.
During
the
second
year
of
operations
FIX
bar
will
be
extremely
close
to
breaking
even.
During
the
third
year
of
operations
FIX
bar
will
not
only
be
able
to
break
even,
but
will
exceed
the
target
of
16,905
units
by
8,295
units.

13. 12
Financial
Forecast
Summary
Year
1
Year
2
Year
3
Year
4
Year
5
Quantity
Sold
(if
applicable)
5,400
16,800
25,200
33,600
50,400
Revenue
$14,850
$46,200
$69,300
$92,400
$138,600
Cost
of
Goods
Sold
$6,928.80
$21,022.93
$35,494.40
$47,325.87
$70,988.80
Gross
Profit
$7,921
$25,178
$33,806
$45,075
$67,612
Selling
and
Admin
Expenses
$38,171
$25,386
$25,542
$25,386
$25,542
Gross
Profit
Margin
53.34%
54.49%
48.78%
48.78%
48.78%
Earnings
(EBITDA)
0
0
$22,812
$45,911
$92,111
Earnings
Per
Founder
0
0
Vinuela:
$9,124.80
Sherman:
$4,562.40
Balcazar:
$4,562.40
Guerrero:
$4,562.40
Vinuela:
$18,364.40
Sherman:
$9,182.20
Balcazar:
$9,182.20
Guerrero:
$9,182.20
Vinuela:
$36,844
Sherman:
$18,422.20
Balcazar:
$18,422.20
Guerrero:
$18,422.20
Our
earnings
would
only
commence
in
year
3
of
operations
when
FIX
bar
can
break
even.
As
an
LLC
we
are
not
subject
to
double
taxation.
We
will
not
have
an
interest
expense
because
we
are
not
opting
for
financial
assistance
from
bank
loans.
Also,
depreciation
and
amortization
are
not
relevant
to
our
product
at
this
juncture
of
the
venture.
6.
Overall
Conclusion
In
Conclusion,
we
believe
our
line
of
products
solves
an
important
problem
as
society
transcends
into
a
greener
way
of
living.
We
understand
the
market
can
potentially
be
very
competitive,
so
we’ve
taken
certain
characteristics
of
our
nutritious
bars
recipe
and
made
it
entirely
unique
and
also
plan
to
market
it
not
primarily
based
on
its
taste
but
on
its
functionality.
Our
target
market
is
clearly
identified
and
not
too
narrow,
so
it
gives
Fix
bar
ample
opportunity
to
make
itself
approachable
and
experienced
by
a
vast
array
of
people.
The
market
characteristics
make
this
venture
seem
like
a
viable
option
as
growth
in
the
industry
has
been
positive
for
the
last
4-­‐5
years,
and
with
such
a
huge
societal
movement
towards
living
more
sustainably
we
are
optimistic
about
our
success.
Although
we
do
have
a
couple
of
competitors
such
as
Special
K
and
Nature
Valley,
most
of
these
bars
represent
the
typical
market
of
oat-­‐
based
or
protein-­‐based
bars,
which
is
where
we
found
our
niche
market
for
bars
with
entirely
different
ingredients
and
that
help
fulfill
a
purpose.

14. 13
References
-­‐Carneal,
T.
(2012).
Alternative
Snacks
Rock.
Nacsonline.com
(accessed
November
30,
2014),
[available
at
http://www.nacsonline.com/magazine/PastIssues/2012/May2012/Pages/Feature7.aspx]
-­‐Colleges.niche.com
(2013).
Florida
International
University:
Diversity,
Facts
&
Statistics,
Student
Polls.
(accessed
November
10,
2014),
[available
at
https://colleges.niche.com/florida-­‐international-­‐
university/diversity/]
-­‐Fiu.edu
(2014).
Rankings
and
Facts.
(accessed
November
10,2014),
[available
at
http://www.fiu.edu/about-­‐us/rankings-­‐facts/index.html]
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(2014).
Wholesale
Equipment:
bakeware,
appliances.
(accessed
November
23,
2014),
[available
at
http://www.globalindustrial.com/]
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(2014).
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Liability
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November
23,
2014),
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at
http://www.leg.state.fl.us/Statutes/index.cfm?App_mode=Display_
Statute&URL=0600-­‐0699/0608/0608.html]
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(2014).
U.S.
Food
Bars
Market
Projected
to
Near
$8.3
Billion
by
2016.
(accessed
November
10,
2014),
[available
at
http://www.marketresearch.com/corporate/
aboutus/press.asp?view=3&article=2752&g=1]
-­‐Shoporganic.com
(2014).
Shop
GMO
Free:
Wholesale.
(accesses
November
20,
2014),
[available
at
http://www.shoporganic.com/]
-­‐Staples.com
(2014).
Marketing
Materials:
Flyers.
(accessed
November
23,
2014),
[available
at
http://www.staples.com/sbd/content/copyandprint/flyers.html]
-­‐Sunbiz.org
(2014).
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of
Organization
for
Florida
Limited
Liability
Company
or
LLC.
(accessed
November
23,
2014),
[available
at
https://efile.sunbiz.org/scripts/coretype.exe]
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(2014).
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Department
of
State
Division
of
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Fictitious
Name
Registration.
(accessed
November
23,
2014),
[available
at
https://efile.sunbiz.org/ficregintro.html]