flower restaurant business plan pdf

BUSINESS STRATEGIES

How to create flower business plan

• Annabelle Amery
• Sep 5, 2023
• 10 min read

When starting a business in the floral industry, creating a clear and detailed flower business plan is vital to the success of your venture. A flower business , requires a lot of moving pieces, from sourcing flowers to developing strong relationships.

A well-crafted flower business plan not only provides a clear direction for your business, but also acts as a tool to attract potential investors, secure loans and establish credibility in the industry. Keep reading to learn how to create an effective business plan to fuel your business’s growth.

Looking to create your first business website ? Try Wix’s website builder for getting your flower business off the ground.

How to create a flower business plan in 6 steps

A flower business plan outlines your market strategies , product offerings and financial projections, offering a fertile ground for growth. In the following sections, we will guide you through six essential steps to assist you in cultivating a comprehensive flower business plan that cultivates success in the floral industry.

Executive summary

Business and domain names

Market analysis and research

Operations plan

Marketing and advertising plan

Financial plan

01. Executive summary

The executive summary is a concise overview of your flower business plan, providing a snapshot of the entire document. It encapsulates the essence of your business, its goals, strategies and key points. This section is usually the first thing potential investors or stakeholders read, so it should be clear, engaging and impactful.

To write a clear executive summary for your flower business, focus on highlighting the following key aspects:

A brief introduction to your flower business and its mission

Target audience

Products and services offered (planning on selling via e commerce or not)

Competitive advantage or unique selling points

Revenue projections and growth potential

Funding requirements and potential sources

Example of an executive summary for a flower business plan

“FloraBloom: Elevating Floral Artistry

FloraBloom is a floral business dedicated to crafting exquisite floral arrangements that convey emotions, tell stories and inspire connections. With a passion for creative design and a commitment to quality, we aim to become a go-to destination for individuals seeking personalized and meaningful floral expressions.

Our unique approach to floral design combines artistry, sustainability and exceptional customer experiences. By sourcing locally and prioritizing eco-friendly practices, we ensure that our creations reflect both nature's beauty and our commitment to the environment.

FloraBloom's anticipated revenue growth is underpinned by a blossoming floral market and the increasing demand for distinctive, personalized arrangements. We are seeking strategic partnerships to secure funding that will support our expansion and brand-building efforts.”

02. Business and domain names

Selecting the right business name for your flower business is crucial as it's the foundation of your brand identity. The name should reflect your business's values and appeal to your target audience. It's essential to ensure that the chosen name is not already trademarked and is available as a domain name.

Using a business name generator (or specifically a small business name generator ) can spark creative ideas and help you find a name that resonates with your vision. Once you have a name, make sure to call dibs on the corresponding domain name to keep your branding consistent.

Learn how to register your business once you've landed on a name and a legal structure.

03. Market analysis and research

The market analysis and research section delves into understanding your target market, competitors and industry trends. This research helps you formulate effective marketing strategies and develop a business approach that sets you apart. Identify customer preferences, market gaps and potential growth areas.

04. Operations plan

The operations plan outlines the practical aspects of running your flower business. It includes considerations like your physical premises, required equipment and staffing needs. Detail your flower sourcing process, storage facilities, inventory management and the skills required for efficient floral arrangement.

05. Marketing and advertising plan

Your flower business's marketing and advertising plan should outline strategies for promoting your products and services. Focus on your unique selling points. This could involve your personalized arrangements, eco-friendly practices or timely delivery. Moreover, utilize social media, start making a website and use collaborations with local event planners to reach your target audience effectively.

Learn more: How to make a florist website

You'll additionally want to invest in building up your brand. Establish a distinct visual identity—start by using a logo maker for inspiration and creating other branding guidelines for your team to follow.

06. Financial plan

The financial plan is a critical section of your flower business plan. It demonstrates the financial feasibility of your flower business and provides clarity over the resources required for its successful launch and growth. More specifically, it should outline your:

Startup costs and funding: Starting a flower business involves various costs that should be carefully estimated and funded. These costs encompass elements like leasing or purchasing a storefront, purchasing floral supplies, branding and marketing, hiring staff, registering your business (starting an LLC for example) and covering operational expenses. Funding sources can include personal savings, loans, investments from partners or grants from business development organizations.

Revenue projections: Revenue projections provide a forecast of the expected income over a specific period, typically the first few years of the flower business's operation. These projections should be based on market research, demand analysis and realistic sales expectations.

Operating expenses: Operating expenses encompass costs associated with running the flower business on a daily basis. These expenses include rent, utilities, employee salaries, marketing and advertising costs, floral supplies, packaging and insurance.

Profit and loss projection: The profit and loss projection, also known as the income statement, provides an overview of the flower business's revenue, expenses and net profit or loss over a specific period. It offers insights into the business's financial performance and potential profitability.

Break-even analysis: The break-even point is the revenue level at which the flower business covers all its expenses, resulting in zero net profit or loss. This point is critical as it indicates when the business starts generating profits.

Time frame for profitability: The time frame for achieving profitability in a flower business depends on various factors, including customer acquisition, retention rates and operational efficiency. Typically, flower businesses aim to achieve profitability within the first year or two of operation.

Flower business plan examples

The below draft business plans provide a great starting point for creating your own flower business plan. As you use these templates, remember to tailor the content to your specific goals, target market and location. Regularly review and update your business plan as your business grows to ensure its relevance and success.

Draft business plan 1: BloomExquisite Florals

BloomExquisite Florals is a visionary flower business committed to crafting stunning floral arrangements that evoke emotions and create memorable experiences. Our mission is to bring nature's beauty into people's lives through personalized and artful designs. With a focus on sustainability and exceptional customer service, BloomExquisite aims to become a sought-after name in the floral industry.

Company and domain names

Company name: BloomExquisite Florals

Domain name: www.bloomexquisite.com

Selecting "BloomExquisite Florals" reflects our dedication to creating exquisite floral arrangements that celebrate life's special moments. The chosen domain name, www.bloomexquisite.com, mirrors our commitment to a seamless online experience for our customers.

Marketing analysis and research

BloomExquisite's marketing analysis reveals a growing demand for unique and personalized floral arrangements. Research highlights an underserved niche in the market that craves artistic and eco-friendly floral designs. With a target audience of urban professionals and event planners, we aim to capture a market share by offering custom arrangements that align with current lifestyle trends.

Location: a strategically selected storefront in a bustling urban area

Premises: a welcoming, aesthetically pleasing space that showcases our floral artistry

Equipment: high-quality floral tools and equipment to ensure exceptional craftsmanship

Staffing: skilled florists and a customer-centric team focused on creating lasting impressions

BloomExquisite's marketing plan includes:

Collaborations with local event planners and venues to showcase our designs

Social media campaigns emphasizing personalized creations and sustainable practices

Regular blog posts and video content sharing floral care tips and design inspiration

Attending local markets and fairs to engage with the community

Lease/purchase of storefront: $70,000

Floral supplies and inventory: $25,000

Branding and marketing: $12,000

Hiring and training staff: $20,000

Operational expenses (1st quarter): $15,000

Total startup costs: $142,000

Funding sources

Personal savings: $50,000

Small business loan: $70,000

Investment from partners: $22,000

Total funding: $142,000

Revenue projections

Year 1: $250,000

Year 2: $350,000

Year 3: $450,000

Operating expenses

Rent: $3,500 per month

Utilities: $600 per month

Employee salaries: $80,000 per year

Marketing and advertising: $15,000 per year

Floral supplies: $20,000 per year

Packaging: $6,000 per year

Insurance: $2,500 per year

Total operating expenses: variable based on location and business scale

Profit and loss projection

Year 1 net profit: variable based on revenue and expenses

Break-even analysis

Fixed costs (annual): total fixed costs (rent, utilities, salaries, etc.)

Average revenue per month: estimate average monthly revenue

Break-even point: fixed costs/average revenue per month

Time frame for profitability

BloomExquisite aims to achieve profitability within the first year of operation through effective marketing strategies and personalized floral offerings.

BloomExquisite Florals is poised to become a prominent player in the floral industry. With an unwavering commitment to excellence and sustainability, combined with a strong financial plan, we are confident in our ability to captivate the market and establish a brand known for its artistry, uniqueness and exceptional customer experience.

Draft business plan 2: PetalCrafters

PetalCrafters is an innovative flower business dedicated to crafting captivating floral designs that resonate with people's emotions. Our mission is to bring creativity and elegance to everyday moments through carefully curated arrangements. By prioritizing sustainable practices and offering personalized experiences, PetalCrafters aims to establish itself as a go-to floral destination.

Company name: PetalCrafters

Domain name: www.petalcrafters.com

The name "PetalCrafters" signifies our commitment to crafting floral arrangements with an artistic touch. The corresponding domain name, www.petalcrafters.com, underscores our focus on creating an accessible and user-friendly online presence.

PetalCrafters' marketing analysis reveals a growing demand for floral arrangements that reflect modern aesthetics and individuality. Extensive research indicates a need for unique floral designs for events and special occasions. With a target audience of millennials and young professionals, we plan to leverage our creative designs and sustainable practices to capture a niche market.

Location: a strategically chosen urban location that offers visibility and accessibility

Premises: a contemporary and inviting space that showcases our innovative floral creations

Equipment: cutting-edge floral tools and equipment for precision and creativity

Staffing: a team of skilled florists and customer-focused professionals to ensure a seamless experience

PetalCrafters' marketing plan includes:

Collaborations with local cafes and boutiques to create floral installations

Engaging social media campaigns highlighting our modern designs and sustainability efforts

Regular workshops and tutorials to engage the community and share floral insights

Online ordering options for personalized arrangements, enhancing customer convenience

Startup costs and funding

Lease/purchase of storefront: $80,000

Floral supplies and inventory: $30,000

Branding and marketing: $15,000

Hiring and training staff: $25,000

Operational expenses (1st quarter): $18,000

Total startup costs: $168,000

Personal savings: $60,000

Small business loan: $80,000

Investment from partners: $28,000

Total funding: $168,000

Benefits of a flower business plan

By developing a comprehensive and clear flower business plan, you can effectively strategize your market approach, allocate resources efficiently and navigate potential challenges that may arise in the floral industry. More specifically, a business plan can help you with:

Investment and funding: A well-structured business plan serves as a compelling tool to attract potential investors and raise money for a business . Investors want to see a clear understanding of the flower business's market potential, revenue projections and strategies for growth. A comprehensive plan can instill confidence in investors, demonstrating that the business owner has a solid grasp of the industry and a strategic approach to achieving financial success.

Resource planning: A flower business plan forces entrepreneurs to thoroughly research and outline the resources, supplies and staff needed to launch and sustain the business. This includes identifying reliable flower suppliers, estimating equipment costs, determining the necessary personnel and establishing relationships with distributors. A well-defined plan helps avoid oversights and ensures that all aspects of the business are adequately addressed.

Roadmap for success: Starting a flower business requires a clear roadmap for success. A business plan provides a structured approach to achieving business objectives, outlining strategies for marketing, sales, customer service and operations. It helps the business owner set measurable goals and track progress over time, enabling them to make necessary adjustments to stay on course.

Identifying market challenges: A thorough market analysis within the business plan helps identify market trends, customer preferences and potential challenges. By understanding the competitive landscape, the flower business can position itself strategically to differentiate its offerings and capture a target audience.

Enhanced decision-making: A flower business plan provides a clear framework for making informed decisions. Whether it's choosing the right pricing strategy, expanding the product line or targeting specific customer segments, the plan acts as a reference point to guide decision-making based on established goals and strategies.

Clear financial projections: Projections included in the business plan offer insights into the business's expected revenue, expenses and profitability over time. This clarity is essential for understanding the financial health of the flower business and for making well-informed decisions regarding budget allocation, resource allocation and potential growth opportunities.

Establish credibility: A well-crafted business plan showcases the flower business owner's commitment, knowledge and strategic thinking. This document can be shared with potential partners, suppliers, lenders and stakeholders to establish credibility and trust. It demonstrates that the entrepreneur is serious about the business's success and has taken the time to thoroughly plan and prepare.

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Florist Business Plan Template & PDF Example

• September 4, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful florist business. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your florist business’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a florist business plan, but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the retail industry, this guide, complete with a business plan example, lays the groundwork for turning your florist business concept into reality. Let’s dive in!

Our florist business plan is structured to cover all essential aspects needed for a comprehensive strategy. It outlines the shop’s operations, marketing strategy, market environment, competitors, management team, and financial forecasts.

• Executive Summary : Offers an overview of your florist shop’s business concept, market analysis , management, and financial strategy.
• Store & Location : Describes the store’s design, amenities, and why its location is appealing to potential clients.
• Supply & Products : Lists the types of floral products and related items provided by your shop, including pricing structure.
• Key Stats : Shares industry size , growth trends, and relevant statistics for the florist market.
• Key Trends : Highlights recent trends affecting the florist sector.
• Key Competitors : Analyzes main competitors nearby and how your florist shop differs from them.
• SWOT Analysis : Strengths, weaknesses, opportunities, and threats analysis.
• Marketing Plan : Strategies for attracting and retaining customers.
• Timeline : Key milestones and objectives from start-up through the first year of operation.
• Management: Information on who manages the florist shop and their roles.
• Financial Plan: Projects the shop’s 5-year financial performance, including revenue, profits, and expected expenses.

Florist Business Plan

Fully editable 30+ slides Powerpoint presentation business plan template.

Download an expert-built 30+ slides Powerpoint business plan template

Executive Summary

The Executive Summary introduces your florist’s business plan, offering a concise overview of your flower shop and its services. It should detail your market positioning, the range of floral arrangements and related services you offer, its location, size, and an outline of day-to-day operations.

This section should also explore how your florist will integrate into the local market, including the number of direct competitors within the area, identifying who they are, along with your shop’s unique selling points that differentiate it from these competitors.

Furthermore, you should include information about the management and co-founding team, detailing their roles and contributions to the shop’s success. Additionally, a summary of your financial projections, including revenue and profits over the next five years, should be presented here to provide a clear picture of your florist’s financial plan.

Florist Business Plan Executive Summary Example

Business overview.

Your  business overview  should provide clear and concise information about your florist shop. This includes the name of your shop, its location, and a brief overview of daily operations.

In this section, it’s essential to emphasize your  unique selling proposition  ( USP )—what makes your florist shop stand out. Whether it’s your focus on locally sourced flowers, custom floral designs, or sustainable practices, your USP should be central to your executive summary. This is your chance to captivate your audience by showcasing the distinct value your business offers in the marketplace.

Example “Blossom & Bloom Florist,” located in the bustling downtown area of Riverside, operates from a 2,000 sq. ft. space on Elm Street. The shop opens daily at 9 AM, offering a wide range of fresh bouquets, potted plants, and custom floral arrangements. The USP of Blossom & Bloom is its commitment to sustainability, using only locally sourced flowers and eco-friendly packaging materials, making it the go-to florist for environmentally conscious customers.

Market Overview

The market overview section should present the size, growth trends, and key dynamics of the floral industry.

Highlight the potential of the U.S. floral industry, supported by relevant data such as  market size  and growth rates. Discuss emerging trends like the increasing demand for sustainable and personalized floral arrangements, which can offer insight into how your florist shop fits within this evolving market.

It’s also important to address the competitive landscape. Identify your  key competitors  and explain how your florist shop positions itself uniquely within this environment. Whether through exceptional customer service, innovative floral designs, or a wide variety of seasonal flowers, this section should clearly illustrate how your florist shop will stand out.

Example Blossom & Bloom Florist is part of the $72.8 billion U.S. floral industry, which has been growing at a 15% CAGR over the past five years. Competing with several local florists and large retail chains in Riverside, Blossom & Bloom differentiates itself by offering bespoke floral designs and a strong commitment to eco-friendly practices, catering to a growing base of sustainability-minded consumers.

Management Team

The management team’s background is crucial to your business’s success. This part of your executive summary should emphasize the expertise and experience of your key team members.

This could include details such as the co-founder’s extensive experience in floral design or the financial manager’s background in retail management. Highlighting your team’s qualifications not only adds credibility but also reassures potential investors and partners of your florist shop’s potential for success.

Example At Blossom & Bloom, co-founders Emily Rose and David Green lead the team. Emily, with over 10 years of experience in floral design, has a passion for creating unique and memorable floral arrangements, while David, with a background in retail management, ensures the smooth operation and financial health of the shop, combining their expertise to drive the business forward.

Financial Plan

Your financial plan overview should succinctly outline your financial goals and projections, such as revenue targets and profit margins, giving a clear snapshot of your florist shop’s financial trajectory.

Example Blossom & Bloom aims to achieve $3 million in annual revenue by 2028, targeting a 12%  EBITDA  margin. The financial strategy involves an  initial investment  in premium floral supplies and a welcoming shop atmosphere, with growth driven by community engagement and a strong online presence, positioning the florist shop for profitability and local recognition within five years.

For a Florist, the Business Overview section can be concisely divided into 2 main slides:

Store & Location

Briefly describe the florist’s physical environment, emphasizing its design, ambiance, and the overall atmosphere that welcomes customers. Mention the store’s location, highlighting its accessibility and the convenience it offers to clients, such as proximity to shopping centers, main streets, or ease of parking. Explain why this location is advantageous in attracting your target clientele, including visibility to foot traffic and its appeal to the local community.

Supply & Products

Detail the range of floral arrangements and related products offered, from everyday bouquets and custom arrangements to event-specific decorations like weddings and corporate functions. Outline your pricing strategy , ensuring it reflects the quality of products provided and matches the market you’re targeting. Highlight any special offerings, seasonal promotions, or subscription services that provide added value to your customers, encouraging repeat business and customer loyalty.

Industry Size & Growth

In the Market Overview of your florist business plan, start by examining the size of the floral industry and its growth potential. This analysis is crucial for understanding the market’s scope and identifying expansion opportunities. Highlight the overall market value, recent growth rates, and projections for future growth. For instance, the global floral industry has seen a steady increase due to rising disposable incomes and the growing popularity of flowers for various occasions.

Key Market Trends

Proceed to discuss recent market trends , such as the increasing consumer interest in personalized floral arrangements, sustainable and eco-friendly flowers, and online flower delivery services. For example, highlight the demand for bespoke floral designs for events like weddings and corporate functions, alongside the rising popularity of sustainably sourced flowers and biodegradable packaging.

Competitive Landscape

A  competitive analysis  is not just a tool for gauging the position of your florist business in the market and its key competitors; it’s also a fundamental component of your business plan.

This analysis helps in identifying your florist business’s unique selling points, essential for differentiating your business in a competitive market.

In addition, competitive analysis is integral in laying a solid foundation for your business plan. By examining various operational aspects of your competitors, you gain valuable information that ensures your business plan is robust, informed, and tailored to succeed in the current market environment.

Identifying Your Competitors in the Florist Industry

Identifying competitors is the first step in understanding your position in the florist market. Begin by mapping out local florists and flower shops. For instance, if your florist business specializes in exotic flowers, your direct competitors include nearby florists known for their unique floral arrangements, as well as larger garden centers with extensive flower sections. Don’t overlook indirect competitors such as grocery stores or online flower delivery services that offer a range of floral products.

Use online tools like Google Maps to get a geographical sense of competitor distribution. Platforms like Yelp and TripAdvisor offer customer reviews and ratings, providing insights into competitors’  strengths and weaknesses . For example, if several reviews commend the personalized service and beautiful arrangements at “Blooming Bliss,” this is a key strength of your competitor.

Florist Competitors’ Strategies

Analyzing the strategies of these competitors involves several aspects:

• Floral Offerings : Examine their range of flowers and arrangements. If “Green Thumb Florals” is gaining popularity with its eco-friendly and sustainable options, it indicates a market trend toward environmentally conscious floristry.
• Design Techniques : Consider the design techniques and styles. A florist like “Classic Florals” that focuses on traditional, elegant arrangements might appeal to a different customer base than one like “Trendsetters Flowers,” known for modern and avant-garde floral designs.
• Pricing Strategy : Compare your prices with those of competitors. Are your floral products priced similarly to “Budget Blooms” or are they more aligned with the premium offerings at “Luxury Petals”?
• Marketing Tactics : Look at how competitors market their products. Do they have a strong social media presence, or do they rely more on local community engagement and word-of-mouth?
• Customer Experience : Assess the in-store experience. For instance, “Charming Bouquets” might be known for its inviting atmosphere and personalized customer service, enhancing the customer experience.
• Operational Efficiency : Observe if competitors are using technology or innovative processes to streamline ordering and delivery, such as “Fast Flowers” with its efficient online ordering and same-day delivery system.

What’s Your Florist’s Value Proposition?

Reflect on your florist’s  unique value proposition . Maybe your florist is known for its signature wedding arrangements, or perhaps you offer a unique range of exotic flowers that aren’t available elsewhere in your area.

Identify market gaps through customer feedback and industry trends. For example, the growing interest in personalized and custom floral designs could represent a market opportunity if competitors are not addressing this demand.

Consider your location: A florist in a busy downtown area might focus on quick delivery and corporate arrangements, while a florist in a residential neighborhood could capitalize on a more relaxed, community-oriented atmosphere with local events and workshops.

First, conduct a SWOT analysis for the florist business, highlighting Strengths (such as expert florists and a diverse product range), Weaknesses (including high operational costs or seasonal demand fluctuations), Opportunities (for example, the growing trend in eco-friendly products and online sales expansion), and Threats (such as economic downturns that may decrease consumer spending on non-essential items).

Marketing Plan

Next, develop a marketing strategy that outlines how to attract and retain customers through targeted advertising, promotional discounts, an engaging social media presence, and community involvement.

Marketing Channels

Marketing channels serve as avenues to communicate your brand and floral services to potential and existing customers, amplifying brand awareness and foot traffic to your store.

Digital Marketing

• Social Media:  Utilize Instagram to showcase captivating floral arrangements, share engaging stories on Facebook highlighting events or design processes, and leverage Pinterest for seasonal trends. Regularly engage with your audience.
• Email Marketing:  Build an email subscriber list by offering incentives. Send newsletters featuring floral care tips, seasonal promotions, and updates about new arrivals to nurture customer relationships.
• Website and SEO:  Develop a professional website showcasing your portfolio, testimonials, and a blog with floral design insights. Optimize it for local SEO to enhance visibility in searches for florists in your area.

Local Advertising

• Flyers and Local Print:  Distribute eye-catching flyers to local businesses, community centers, and event venues. Advertise in local magazines or newspapers to broaden your audience reach.
• Community Engagement:  Participate in local events, farmer’s markets, or garden shows to offer floral workshops, sponsor community events, or collaborate with local businesses for joint promotions, fostering strong ties within the community.
• Partnerships:  Form partnerships with event planners, wedding venues, or gift shops to enhance cross-promotions and jointly organize marketing initiatives.

Promotional Activities

Entice potential customers with compelling offers and loyalty programs:

• Seasonal Promotions:  Launch seasonal specials such as ‘Valentine’s Day Romance Bouquets’ or ‘Spring Garden Collection,’ enticing new customers with discounts to encourage trial.
• Customer Loyalty Programs:  Introduce a loyalty program offering perks or discounts after a certain number of purchases or referrals to reward and retain loyal patrons.
• Referral Incentives:  Provide rewards or discounts to customers who refer new clients to your florist shop, leveraging word-of-mouth marketing.

Sales Channels

Efficient  sales channels  are vital for revenue maximization and ensuring customer satisfaction through various methods of selling floral  products and services .

In-Store Upselling

• Add-On Services:  Suggest supplementary services like custom floral arrangements, vase rentals, or floral subscription packages during customer interactions.
• Retail Products:  Display complementary products like vases, candles, or gift items to complement floral purchases, encouraging additional sales.
• Bundled Deals:  Create packaged deals like ‘Event Floral Package’ or ‘Weekly Subscription’ at discounted rates to incentivize larger purchases.

Online Sales and Booking

• Online Ordering:  Implement a user-friendly online ordering system on your website, facilitating seamless browsing and purchasing experiences for customers seeking arrangements for delivery or pick-up.
• E-Commerce:  Sell floral products, gift cards, or seasonal collections online, allowing customers to shop conveniently at any time.
• Virtual Consultations:  Offer virtual consultations for personalized event floral designs or specialized requests, providing tailored services to online customers.

Membership and Loyalty Programs

Encourage repeat business and customer loyalty:

• Membership Options:  Introduce subscription-based models offering monthly floral arrangements or discounts on bulk orders for events or corporate clients.
• Loyalty Rewards:  Develop a digital loyalty program where customers earn points for every purchase, redeemable for discounts or exclusive floral collections.

Strategy Timeline

Finally, create a detailed timeline that outlines critical milestones for the florist business’s opening, marketing efforts, customer base growth, and expansion objectives, ensuring the business moves forward with clear direction and purpose.

The Management section focuses on the florist business’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the florist business toward its financial and operational goals.

For your florist business plan, list the core team members, their specific responsibilities, and how their expertise supports the business.

The Financial Plan section is a comprehensive analysis of your financial projections for revenue, expenses, and profitability. It lays out your florist business’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your florist business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your key assumptions (e.g. number of customers and prices, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

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Flower shop business plan template + PDF

This article presents an in-depth Flower shop Business Plan template , perfect for those intending to initiate or enhance their flower shop business. It's important to note that all names and financial figures used in this sample are purely fictional, serving only as illustrative examples. These instances are designed to demonstrate how you can craft your Flower shop Business Plan, customizing it to fit the unique characteristics of your floral business.

For convenient personalization, we offer the "Flower shop Business Plan PDF" for download. This document is an invaluable resource for entrepreneurs dedicated to building a robust, effective strategy for either starting or growing their flower shop. The 'Flower shop Business Plan' acts as an exhaustive roadmap, providing extensive knowledge about the flower shop industry and equipping you with the essential tools for efficient management and expansion of your flower shop enterprise.

How this flower shop business plan sample was created

Create your flower shop's business plan with ease using our AI business plan generator. Simply click on "Generate your flower shop business plan" and respond to a series of simple questions about your business. Our sophisticated AI will process your answers to develop a business plan that's specifically tailored to your shop's needs and objectives. This efficient method typically takes just 5-10 minutes and results in a well-organized, thorough plan. Our system is designed for flexibility, allowing you to make modifications to ensure the plan aligns with your unique vision. After finalizing, the plan is readily available for download, providing you with a clear, detailed guide to kickstart and expand your flower shop venture.

Flower shop business plan sample

Executive summary, business description, market research and analysis, swot analysis.

• Organizational Structure and Management Team

Products or Services

Marketing and sales strategy, operations plan, financial projections, risk analysis.

Floral Fantasy, a dynamic flower shop situated in the heart of our busy city, is in the business of delivering smiles and brightening up days with beautiful, fresh flowers and intricate floral arrangements. We specialize in serving individuals within the age limit of 25-50 who are seeking flowers for personal use, events and special moments. By appealing to this age demographic, we tap into numerous opportunities including weddings, birthdays, and anniversaries, along with special corporate functions.

Floral Fantasy offers diverse products such as fresh flowers, delicately crafted floral arrangements, wedding floral services, along with local and digital flower delivery. To ensure top-tier quality, our team comprises experienced professionals like Jane Doe, our CEO with a vast 15-year experience in the floral industry, and Laura Johnson, our design supervisor who's a Certified Floral Designer.

Legal operation wise, Floral Fantasy upholds a hierarchical structure. Jane Doe serves as the head, followed by our dedicated Shop Manager John Smith, Design Supervisor Laura Johnson, and a hardworking team of florists. Sarah Green, our Administrative Assistant, supports in ensuring smooth operations throughout all levels.

We regard Blossom Bazaar, Petals and Pots, and The Green Thumb as our main competition. While they inspire us to push boundaries, our unique point of differentiation lies in our attractive, handcrafted floral designs that are not only high-quality but also affordably priced.

We have integrated a diverse marketing and sales strategy, leveraging digital marketing, including social media advertising, email newsletters, and local community events. Our approach allows sales to be conducted in-store, through our pristine online platform, and via our reliable local delivery service.

Our operations plan is meticulously structured, with operations running from Monday through Saturday, from 8 AM to 8 PM. We source fresh flowers from local farms, delivering floral-quality at its finest within our reach to our shop at 123 Rose Avenue, where we cater to orders and undertake deliveries effectively.

Financially, we project exciting growth over the next 3-5 years, expecting to increase our revenue by 15% annually. By the 5th year, our goal is to attain around $500,000 in revenue, driven by exploring new opportunities, delivering superior service, and strengthening our customer base.

Risk management is embedded into our operations with contingency plans mapped out for natural disasters, supplier unavailability, demand market decline, and digital competition. To confront these, we have set up insurance coverage, ensured regular interaction with our diversified network of suppliers, and consistently boosted our shop's appeal through promotional efforts. Furthermore, an agile digital strategy has been implemented to cope with the growing e-commerce wave.

As we flourish in shaping an enchanting floral landscape, Floral Fantasy will continue to inspire and uplift our community one flower at a time. We believe that every bloom is an opportunity to enhance an individual's day and foster connections, thus we commit to delivering this magical experience consistently.

The go-to place for all your floral needs, 'Floral Fantasy' is a budding flower shop located in the heart of our vibrant city. A beacon of freshness and elegance amidst the hustle and bustle, Floral Fantasy aims to add color and beauty to individual and collective experiences through its extensive range of floral offerings.

Operating within the diverse and dynamic industry of floristry, Floral Fantasy prides itself on offering a bouquet of services catering to various occasions and demands. The industry is a flourishing one—budding with opportunities for businesses that offer high-quality, unique, and personalized floral services and products.

Born out of a passion for nature's most delicate and delightful creations—flowers—Floral Fantasy was established by a group of florists and entrepreneurs dedicated to bringing their fondness for floral aesthetics to the world. They envisioned an intimate shop where individuals cannot just purchase high-quality flowers, but truly experience the charm of bespoke floral designs.

The mission of Floral Fantasy is to enhance experiences and spaces with nature's beauty—ethically sourced and artistically arranged. United by a shared appreciation of delicate aesthetics, our team strives to bring joy to each customer, one flower at a time.

Floral Fantasy operates under a sole proprietorship, under owner Jane Doe. Jane holds more than a decade of experience in the floristry and brings a wealth of knowledge, a network of reliable suppliers, and a keen eye for upcoming trends to the business. Under her tutelage, Floral Fantasy has adopted ethics, beauty, quality, and customer satisfaction as its core business tenets.

The floral industry promises an exciting future, budding with growth opportunities and increasing mainstream acceptance as a delicacy and a form of expression. By capitalising on upcoming trends, including the preference for unique, personalized bouquets, increased interest in houseplants, and the steady demand for wedding florals, Floral Fantasy sees significant potential for long-term business success.

Our business strategy focuses on achieving a steady growth trajectory while ensuring the highest quality of products and services to our customers. Leveraging the creative talents and industry expertise of our team, we aim to position Floral Fantasy as a credible, reliable, and innovative player in the local floral market, with an eye on future expansion into the online sphere. Come, experience, and partake in our vibrant floral fantasy.

The floral industry is a vibrant and thriving market, with specializations in various segments - Retail Florists, Wholesale Florists, and Florists providing online services. The global flower market size was valued at USD 104.8 billion in 2017 and is projected to reach a CAGR of 6.3% from 2018 to 2023.

Our market research teams have identified a growing trend for green and fresh products and a shift from generic gifts to unique floral arrangements. This presents an opportunity for 'Floral Fantasy' to carve out a niche by providing high-quality, diverse, and meticulously crafted floral designs.

On our target demographics, we intend to cater to individuals aged between 25-50 years. A sector that appreciates the beauty and sentiment of flowers and can afford the luxury of fresh, custom floral arrangements. Additionally, we see potential for growth in wedding and corporate event services. To further optimize this opportunity, we would provide tailor-made solutions to this demographic ensuring we meet their individual and corporate needs.

Market needs and demands have dramatically changed over time with preference for personalized and unique floral designs. Therefore, it is important for us to continually innovate and uniquely cater to these differentiated demands to maintain a competitive edge. Trends suggest consumers are inclined towards seasonal flowers and eco-friendly products and practices. 'Floral Fantasy' plans to incorporate these preferences into offerings and operational practices, setting us apart in our market niche.

In competitor analysis, our main rivals are "Blossom Bazaar", "Petals and Pots", and "The Green Thumb" . They are established businesses with a significant market share, thus providing stiff competition. However, we believe, with our unique offerings and customer-centric approach, we can tip the scale in our favor.

Blossom Bazaar's key strength lies in their extensive variety, but they falter in consistency in quality. Petals and Pots have sterling customer service, but their higher pricing is a deterrent for many potential customers. The Green Thumb’s strength is in their marketing strategy. However, they lack in providing personalized solutions, offering only generic floral solutions. While acknowledging these companies' strengths, 'Floral Fantasy' also plans strategies capitalizing on their weaknesses.

Getting into the floral industry does have its hurdles. The start-up cost for opening a florist is comparatively high, and preserving perishable inventory presents significant challenges. Moreover, established companies already have economies of scale, making it difficult for new entrants to compete on price. However, by carving a niche for personalized floral solutions, we expect to create an unparalleled value proposition that transcends these barriers and appeal to our targeted demographic.

In conclusion, through astute planning, innovation, exceptional customer service, and operation optimization, 'Floral Fantasy' aims to position itself as a leader in the floral industry. Our strategy gravitates towards understanding, meeting, and exceeding customer expectations, while leveraging market trends and competitor analysis to gain a competitive edge. 'Floral Fantasy' is set to revolutionize the floral industry experience, one flower at a time.

Strengths	Weaknesses
Fresh flowers and intricate floral arrangements. Skilled professionals in floristry and management. Central location in a busy city, attracting diverse clientele.	Significant initial investment and ongoing expenses. Managing and minimizing waste of fresh flowers. Reliant on local demographics and seasonal demand.
Opportunities	Threats
Increasing demand for unique and personalized floral designs. Potential for online sales and delivery services. Introducing more seasonal and customized floral products.	Established local flower shops and online florists. Impact on discretionary spending. Disruptions in the availability of fresh flowers.

Organizational Structure and Management

The Organizational Structure of Floral Fantasy is traditional hierarchical, led by our Founder & CEO, Jane Doe. With more than 15 years of experience in the floral industry, she brings unmatched expertise and a vision for innovation to the company. Below her is John Smith, Operations Manager, who handles the daily operations of the shop and supervises the florist team. He comes with 10 years of experience in managing a garden center and a diploma in Horticulture.

The creative department is managed by Laura Johnson, our Head Florist, a Certified Floral Designer with over 12 years of experience in designing stunning floral arrangements. Jane Foster, our Marketing Manager, manages marketing endeavors with her BA in Marketing and 8 years of experience in social media marketing. The Financial Management department is headed by Tom Hughes, a CFA holder with 6 years of experience managing the financial needs of retail businesses.

Our staffing needs currently comprise the management team and an additional team of 7 skilled florists. Over time, as we plan to expand our services and monitor the increase in demand, we will recruit more florists and delivery personnel accordingly.

Human resource policies at Floral Fantasy are centered on maintaining a positive work environment and promoting a culture of respect and equality. The policies include fair recruitment and selection, training and development, employee benefits, health and safety procedures, and mechanisms for resolving internal conflicts. Regular team-building activities and staff appreciation events will further ensure a motivated and satisfied workforce.

We are aided by an esteemed panel of external advisors, including a business growth strategist and financial advisor, who provide us with valuable industry insights and actionable strategies. Additionally, we plan to engage the services of professional marketing and legal consultants as required to ensure our strategies are effective and compliant with regulations.

Overall, our management team, with its diverse and comprehensive experience, is well-positioned to navigate the needs of a budding flower shop. Together with our valued staff, we strive to not only meet but exceed our customers' expectations and thrive in this competitive market. Equipped with robust human resources policies and the advice of external experts, we look forward to making Floral Fantasy a household name in the floral industry.

Floral Fantasy is a leading supplier and retailer of exquisite floral arrangements. We stock a wide range of fresh flowers appropriate for various occasions. Our team of florists specializes in crafting unique bouquets and floral designs, catering to the individual needs of our customers. Our versatile offerings also extend to the provision of wedding floral services. We understand the importance of this big day and stand ready to materialize the vision of each bride through our custom floral design and arrangements.

The unique selling points of Floral Fantasy revolve around the quality, diversity, and affordability of our offerings. We maintain a wide variety of flowers to suit different consumer preferences and the unique needs of specific events - ranging from somber funerals to lively weddings. Our emphasis on freshness and quality distinguishes us from the competition as we source our flowers from reliable and responsible growers.

Currently, Floral Fantasy operates a successful brick-and-mortar location, seeing consistent in-store traffic and sales. However, we aim to expand our services to reach a wider demographic by launching an online platform. This platform will provide our customers the convenience of browsing and ordering our products from the comfort of their homes. Future plans also include offering city-wide delivery, ensuring our beautiful arrangements can reach even those unable to visit our store.

Floral Fantasy has taken exhaustive steps to protect our intellectual property. Our business name and logo have been registered trademarks. However, as our product offerings chiefly consist of nature’s creations artfully arranged by our team, there is limited scope for patenting.

The production process at Floral Fantasy starts with sourcing fresh blooms from trusted local suppliers. Our experienced florists then carefully sort and trim the flowers, ensuring only the highest quality ones become part of our arrangements. Through a careful design process that blends artistry with the customers' requirements, the flowers are arranged into stunning bouquets or complex arrangements.

Our suppliers are local farmers that adhere to responsible and sustainable farming practices. We have meticulously vetted each supplier and have built strong relationships over time, ensuring a consistent supply of fresh, high-quality flowers. Maintaining these relationships and supporting local companies reflect our commitment to sustainable practices and the local economy.

In summary, Floral Fantasy is your go-to solution for high-quality floral products, with an array of services designed to satisfy any flower-related needs. With our expansion plans and commitment to quality, we are eagerly looking forward to enriching our community with blooming smiles for many years to come.

Marketing Plan

In order to bring in a consistent customer base and boost sales, an aggressive and comprehensive marketing strategy will be implemented. The backbone of this strategy is introducing Floral Fantasy to the area and differentiating ourselves from the competition.

Our primary marketing tactics will revolve around online and local advertising. Floral arrangement being a visually oriented product, we will focus on online platforms that excel in showcasing images, like Facebook, Instagram, and Pinterest. Here, we will post high-quality, striking pictures of our arrangements and announce upcoming promotions. This should attract those individuals in our target demographic who frequently use these platforms.

Additionally, we will leverage email newsletters to keep our customers updated on new products, services, and promotions. This will serve as a channel for direct communication with our customer base. We also intend to use Search Engine Optimization (SEO) to increase the visibility of our website on search engines.

Locally, we will promote Floral Fantasy by attending local events, farmers markets, and business events. Networking personally with people in our community will help to build relationships and increase the visibility of our brand.

Sales Strategy

Our sales strategy includes a blend of in-store sales and online sales. Our sales team will be responsible for managing customer interactions in-store, advising on suitable offerings and upselling where appropriate. They will be trained to offer exceptional customer service, aiming to not only meet, but exceed customer expectations.

The online platform of Floral Fantasy will extend our reach to those who cannot come to our store. It will also serve those who prefer the convenience of shopping online. All transactions on our website will be secure and user-friendly. We aim to incorporate features such as personalized suggestions based on browsing history to boost online sales.

Pricing Strategy

Our pricing strategy will follow a value-based pricing model. We aim to offer premium quality products at reasonable prices. This approach will allow us to set competitive prices that underline the quality we offer without alienating potential customers who are cost-conscious.

Distribution Channels

Floral Fantasy’s primary distribution channel will be our physical store located at 123 Rose Avenue. Customers can walk in and buy bouquets, place orders for custom designs, or discuss flower arrangements for events. To reach a broader customer base, we will also distribute our products online, offering convenient home delivery options.

Promotion and Advertising Plans

Aside from our marketing plan discussed above, we will regularly host seasonal sales and offer discounts on special occasions throughout the year. We plan to run a loyalty program where regular customers can earn points with every purchase, which can be redeemed later.

Customer Service Policies

Customer satisfaction lies at the heart of our business. We are committed to provide high-quality products, reliable delivery, and exceptional service. Our customer service policies include a swift response to client inquiries, handling and resolution of complaints within 48 hours, and full refunds or replacements for faulty products. We believe that by ensuring a positive customer experience at every touchpoint, we will encourage repeat business and foster customer loyalty.

The Operations Plan of Floral Fantasy involves a detailed approach to managing our workflow, production, quality control, inventory, supply chain, and facilities. Here's how we plan to administer these:

Operational Workflow

Our business operates six days a week, from Monday to Saturday, between 8 AM and 8 PM. We begin the day by receiving daily fresh flower supplies from our local farmers. The received stock is then sorted, cleaned, and prepped for display or use in floral arrangements. Our design team works on custom orders throughout the day while also maintaining a beautiful display of ready-to-sell arrangements in-store. The shop manager, John Smith, handles all managerial duties, including ordering supplies, coordinating with delivery personnel, and managing sales and support staff.

Production and Service Delivery

Our florists craft each design meticulously, considering our clients' preferences and the event at hand. Orders received in-store or through our online platform are promptly processed. Packaging is done with utmost care to maintain the aesthetics and freshness of our products. We aim to deliver the same-day for local orders received before our 1 PM cut-off time. Our dedicated in-house delivery team ensures timely and safe deliveries.

Quality Control Measures

Maintaining top-quality in all that we deliver is our key principle. We source flowers from trusted local farmers, ensuring their freshness and quality. Our design team, under the astute guidance of Laura Johnson, ensures the creation of pleasing and high-standard floral arrangements. We facilitate regular trainings for our team to keep them updated on new trends and techniques in the floral industry. Every arrangement is assessed before delivery or display in our store to ensure it meets our stringent quality checks.

Inventory Management

Flowers being perishable goods, proper inventory management is critical to avoid waste and loss. We use an inventory management system that tracks our stock levels, helping us order the right amount of supplies at the right time. We follow the FEFO (First Expire, First Out) principle for managing our inventory, ensuring that the oldest stock is sold first. This system helps us keep wastage at a minimum and maintain the freshness of our offerings.

Supply Chain Management

We have strong relations with our local suppliers, who provide us with fresh flowers daily. We also partner with other suppliers for the non-perishable items like packaging materials, vases, ribbons etc. Regular communication and good relationships with them aid in the smooth functioning of our operations.

Facilities and Equipment Needs

Our shop at 123 Rose Avenue is a welcoming space designed to display our flowers and arrangements beautifully. It is equipped with proper storage facilities to keep flowers fresh. This includes aural coolers that maintain optimum humidity levels to extend the flowers' life. In addition, we have necessary designing tools for our florists to craft the pieces. For delivery, we have a fleet of vehicles equipped with temperature-controlled systems.

By efficiently managing our operations, we aim to provide high-quality products, ensure customer satisfaction, and in turn, achieve our business goals.

Sales Forecast:

For the first year, we are projecting to generate $100,000 in revenue, assuming conservative growth. By the second year, we anticipate a 15% growth rate, amounting to about $115,000 in revenue. By the fifth year, we predict our annual revenue to reach $500,000, following a steady increase in our customer base, and expansion of our digital services.

Profit and Loss Projection:

We expect to reach profitability by the end of the first year, with a net income estimated at $20,000, assuming an average 20% profit margin. This will result from implementing cost-saving measures and increasing the sale of high margin products. Over time, we expect this margin to improve given the economies of scale associated with expanded operations.

Cash Flow Projection:

Our initial cash flows will be invested in inventory, marketing, and staffing. Once operational, we expect to generate positive cash flows. Any additional cash would be reinvested into the company to finance growth strategies and enhance our financial stability.

Balance Sheet Projection:

For the first year, the majority of our assets will be tied up in inventory. However, as the business grows, we expect to see an increase in accounts receivable through our online sales platform. Our financial position will strengthen over time as we steadily amass retained earnings.

Break-even Analysis:

Our break-even analysis suggests that we would need to sell an average of 35-40 floral arrangements per week to cover our expenses. However, this doesn't consider online sales, which will likely increase the sales volume.

Financial Assumptions and Considerations:

Our financial projections assume that there will be a steady demand for our products throughout the year, with notable increases during holidays and wedding seasons. It considers the overall growth of the floral market. However, unforeseen circumstances like natural disasters or financial downturns could impact these projections. Thus, a contingency plan has been built into our financial strategy to safeguard our business.

Risk Identification:

Floral Fantasy might encounter various risks in the course of its operations. These can be categorized into market risks, operational risks, and financial risks.

• Market Risk: There's a constant risk of a decrease in demand, changes in customer behavior, or a new competitor entering the market disrupting our potential sales.
• Operational Risk: Adverse weather conditions can affect the supply of fresh flowers from local farms, leading to a shortage of stock. Also, given the perishable nature of our products, improper storage or handling can lead to spoilage and wastage.
• Financial Risk: As a newly established business, there may be unexpected costs or longer-than-anticipated periods of negative cash flow. This could impact our financial stability.

Risk Mitigation Strategies:

• For market risks, we will keep a close eye on market trends, consumer behavior, and emerging competitors. This will help us to stay in line with customer preferences and meet their expectations.
• To mitigate operation risks, we will maintain alliances with multiple suppliers providing us with a backup in case of any disruption. Additionally, our team will be provided with necessary training regarding the proper handling and storage of our products.
• For financial risks, we will keep tight control over our expenses, maintain a healthy cash reserve, and ensure we have access to lines of credit for addressing unpredicted expenses.

Contingency Plan:

The contingency plan includes stepping up our marketing efforts in case of a sudden drop in demand, utilizing backup suppliers in case of disruptions, and securing additional financing in case of a financial crisis.

Insurance and Legal Considerations:

We will maintain insurance coverage adequate to cover our business risks, including property insurance, liability insurance, and workers' compensation insurance. This will help us manage any unforeseen expenses related to disasters, accidents, or legal actions. Legally, we will ensure to comply with all local and national laws applicable to our type of business.

Financially, our risk management approach involves maintaining a robust financial cushion, constantly analyzing financial health, and ensuring timely invoice processing and debt collection. We have in place financial advisors to guide us through the process of risk assessment and mitigation.

In conclusion, while risk is an inherent part of any business, Floral Fantasy is thoroughly prepared with strategies and plans to identify, assess, and respond effectively to any potential risks. This will not only safeguard our business interests but also help us keep our promise of delivering quality floral arrangement services to our customers.

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Flower Shop Business Plan Template

Written by Dave Lavinsky

Flower Shop Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their flower shop companies. We have the experience, resources, and knowledge to help you create a great business plan.

In this article, you will learn some background information on why business planning is important. Then, you will learn how to write a flower shop business plan step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is a Flower Shop Business Plan?

A business plan provides a snapshot of your flower shop business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategies for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for a Flower Shop

If you’re looking to start a flower shop business or grow your existing flower shop company, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your flower shop business to improve your chances of success. Your flower shop business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Flower Shop Businesses

With regard to funding, the main sources of funding for a flower shop business are personal savings, credit cards, bank loans, and angel investors. When it comes to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to ensure that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for flower shop companies.

Finish Your Business Plan Today!

How to write a business plan for a flower shop business.

If you want to start a flower shop business or expand your current one, you need a business plan. The guide below details the necessary information for how to write each essential component of your flower shop business plan.

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your executive summary is to quickly engage the reader. Explain to them the kind of flower shop business you are running and the status. For example, are you a startup, do you have a flower shop business that you would like to grow, or are you operating a chain of flower shop businesses?

Next, provide an overview of each of the subsequent sections of your plan.

• Give a brief overview of the flower shop industry.
• Discuss the type of flower shop business you are operating.
• Detail your direct competitors. Give an overview of your target customers.
• Provide a snapshot of your marketing strategy. Identify the key members of your team.
• Offer an overview of your financial plan.

Company Overview

In your company overview, you will detail the type of flower shop business you are operating.

For example, you might specialize in one of the following types of flower shop businesses:

• Retail Flower Shop : this type of flower shop is located in a retail location as part of a  shopping mall, store, or is housed in a stand-alone building. Customers served are typically from the local residential and business areas, with a high rate of repeat customer business. Flower delivery is usually offered at an additional cost.
• In-Store & Online Flower Shop: this type of flower shop supplies flower arrangements in various formats for both walk-in or call-in retail customers and, additionally, serves online retail customers. Pricing for flower arrangements is congruent in both types of sales; however, delivery charges vary according to the type of delivery required.
• Online-Only Flower Shop : As the name suggests, this type of flower shop is concentrated on the primary website of the business and offers numerous floral arrangements created and delivered to customers who order online. No services exist for walk-in or call-in customers and there is no store location.
• Mobile Flower Cart : Customers of a mobile flower cart include those who work in businesses or frequent busy city districts. Mobile flower carts typically carry floral bouquets wrapped in paper or loose arrangements rather than formal floral arrangements that  include vases.

In addition to explaining the type of flower shop business you will operate, the company overview needs to provide background on the business.

Include answers to questions such as:

• When and why did you start the business?
• What milestones have you achieved to date? Milestones could include the number of flower shop customers served, the number of deliveries made, reaching X number of mobile flower carts, etc.
• Your legal business Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry or market analysis, you need to provide an overview of the flower shop industry. While this may seem unnecessary, it serves multiple purposes.

First, researching the flower shop industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your marketing strategy, particularly if your analysis identifies market trends.

The third reason is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your florist business plan:

• How big is the flower shop industry (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential target market for your flower shop business? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your flower shop business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: individuals, wedding parties, families and corporations.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of flower shop business you operate. Clearly, individuals would respond to different marketing promotions than corporations, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the potential customers you seek to serve.

Psychographic profiles explain the wants and needs of your target customers. The more you can recognize and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other flower shop businesses.

Indirect competitors are other options that customers have to purchase from that aren’t directly competing with your product or service. This includes grocery stores selling loose flowers, flower farms, or wholesale flower markets. You need to mention direct competition, as well.

For each direct competitor, provide an overview of their business and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as

• What types of customers do they serve?
• What type of flower shop business are they?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regard to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide packages for wedding floral arrangements?
• Will you offer preferred customer discounts that your competition doesn’t?
• Will you provide better customer service?
• Will you offer floral arrangements for all budgets?

Think about ways you will outperform your competition and document them in this section of your plan.

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a florist business plan, your marketing strategy should include the following:

Product : In the product section, you should reiterate the type of flower shop company that you documented in your company overview. Then, detail the specific products or services you will be offering. For example, will you provide floral arrangements for weddings, funerals, social gatherings and corporate events?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your plan, you are presenting the products and/or services you offer and their prices.

Place : Place refers to the site of your flower shop company. Document where your company is situated and mention how the site will impact your success. For example, is your flower shop business located in a busy retail district, a business district, a standalone office, or purely online? Discuss how your site might be the ideal location for your customers.

Promotions : The final part of your flower shop marketing plan is where you will document how you will drive potential customers to your location(s). The following are some promotional methods you might consider:

• Advertise in local papers, radio stations and/or magazines
• Reach out to websites
• Distribute flyers
• Engage in email marketing
• Advertise on social media platforms
• Improve the SEO (search engine optimization) on your website for targeted keywords

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your flower shop business, including answering calls, building floral arrangements and delivering them, billing corporate accounts, or restocking your mobile flower cart daily, etc.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to sell you Xth floral arrangement, or when you hope to reach $X in revenue. It could also be when you expect to expand your mobile flower carts to reach your entire city.

Management Team

To demonstrate your flower shop business’ potential to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in managing flower shop businesses. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing a flower shop business or successfully running a small gift shop.

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement

An income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenue and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you sell 50 floral arrangements per day, and/or contract with corporations for monthly floral services? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets

Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your flower shop business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a lender writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement

Your cash flow statement will help determine how much money you need to start or grow your business, and ensure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

When creating your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a flower shop business:

• Cost of equipment and office supplies
• Payroll or salaries paid to staff
• Business insurance
• Other start-up expenses (if you’re a new business) like legal expenses, permits, computer software, and equipment

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your office location lease or a list of corporations interested in long-term contracts for floral services.

Writing a business plan for your flower shop business is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will understand the flower shop industry, your competition, and your customers. You will develop a marketing strategy and will understand what it takes to launch and grow a successful flower shop business.

Don’t you wish there was a faster, easier way to finish your Flower Shop business plan?

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Florist Business Plan

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Red, White & Bloom

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

“ If, at any time, it comes into my head, that a present is due from me to somebody, I am puzzled what to give, until the opportunity is gone. ”   Ralph Waldo Emerson “ Gifts ,” Essays, Second Series (1844).

In the 160 years since Emerson made this statement, certain things haven’t changed: some of the most successful businessmen still have trouble purchasing gifts – especially flowers – for their wives, fiancées or girl friends. While some things don’t change, fortunately others – such as technology that can make the gift-giving process easier – do.

Red White & Bloom believes there is an opportunity to use technology to make it simple for male executives to easily purchase custom flower arrangements, with delivery on days they determine in advance, for their loved ones. The company plans to approach its goal short term by targeting affluent executive businessmen in Midtown and Downtown Atlanta for a very upscale, Frequent Flower Gift Program and, long term, to debut the city’s first floral art gallery in a neighborhood that is building its name as the next major arts community in Atlanta. Red White & Bloom will differ from traditional florists by cultivating personal relationships through the use of technology and marketing, offering a gift program that makes purchasing flowers easy (and forgetting special dates a thing of the past), and delivering exceptional customer service. Ideally the company plans to open its gallery in March in Castleberry Hill, one of Atlanta’s historic loft neighborhoods that is less than one mile from Downtown Atlanta.

The company anticipates modest first year total revenue with the opportunity to increase Year Two revenue dramatically because of Valentine’s Day sales (excluded in Year One due to a March opening). Additional revenue growth should stem from the maturing Castleberry Hill area as a destination shopping district. At the time of opening the Castleberry Hill area will have approximately 1,500 residents. Studies indicate that a population of 10,000 is necessary to support a traditional retail florist; therefore, it is important to point out that Red White & Bloom will not be a typical retail florist. In Years One to Three of Red White & Bloom’s development, the company will not depend on retail traffic, but will instead use technology and savvy marketing programs to target ideal, repeat buyers (individuals and commercial accounts) in the more than 1,500 targeted businesses in Midtown and Downtown Atlanta office buildings.

With the anticipated expansion of Castleberry Hill as an arts district for leading Atlanta galleries, along with continued projected commercial and residential growth for the downtown area by Central Atlanta Progress, the Castleberry Hill location presents steady growth opportunities for Red White & Bloom. The company is forecasting conservative, yet healthy, revenue projections for Years Two and Three. If the company manages to this plan, revenues should consistently reach over $170,000 each additional year.

Red White & Bloom is an S-Corporation started by Jamie Muir, who is the majority owner.

1.1 Mission

Red White & Bloom will use technology to identify and serve an ideal target audience within a five-mile radius of Castleberry Hill. The company will use sophisticated marketing techniques to secure a core clientele of executive businessmen and corporate accounts, and will differentiate from other traditional retail and on-line florists by offering Frequent Flower Gift Programs with personalized service (e.g., customers can select the specific delivery dates) and custom floral designs (e.g., customers can specify flowers, colors, scents, etc.).

Red White & Bloom is dedicated to operating with a constant enthusiasm for learning, being open to implementing new ideas, and maintaining a willingness to adapt to evolving market conditions.

1.2 Keys to Success

• Using technology to develop loyal, frequently-buying male clients instead of traditional, walk-in retail shoppers.
• Designing and selling innovative, high quality fresh flower arrangements using a variety of design styles, flowers, and containers.
• Creating a storefront that resembles an art gallery, with fresh, avant-garde floral arrangements displayed like art (and always for sale).
• Offering additional products, including gourmet chocolates and original artwork from local artists.
• Communicating with potential customers through direct mail, print advertising and an easy-to-use website.
• Offering complimentary in-store events, such as book signings, cheese tastings, and art showings, that coincide with other neighborhood gallery openings.

1.3 Objectives

• Generate healthy total revenue of $79,600 in Year One.
• Maintain an average direct cost of sales 40% or lower, and a high gross margin.
• Build pricing programs based on the assumption of 10% profit.
• Increase sales approximately 72% in Year Two and 21% in Year Three.*

*Note: Red White & Bloom will open after Valentine’s Day and Easter/Passover in Year One. The large percentage increase in Year Two reflects a full 12-months of revenue (versus 10 months in Year One), the benefit of one year of marketing, and the inclusion of Valentine’s Day and Easter/Passover. Valentine’s Day alone typically accounts for one third of a florist’s yearly revenue.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Red White & Bloom will initially target two key audiences within one geographic market:

Affluent businessmen who work in Midtown and Downtown Atlanta: They are ideal candidates for an automatic, fresh flower delivery program that will help them keep romance alive with their spouses or significant others. The concept involves establishing flower arrangements as a way to foster romance, and the company will target men with higher levels of discretionary income who are more accustomed to spending money on loved ones. With Red White & Bloom’s floral delivery program, these men will never have to worry about missing a loved one’s special day (anniversary, birthday, holiday) and fresh flowers will also be promoted as a way to say “I Love You” on any day of the year. Also, instead of delivering flowers to a woman at home, Red White & Bloom will deliver flowers to the man who works in Midtown/Downtown Atlanta, and let him reap the benefits of delivering the flowers to his loved one in person. To address the inconvenience of transporting flower arrangements from work to home, Red White & Bloom will develop special packaging to keep containers upright and spillproof. This packaging will be well branded with the company’s logo, and will serve as an additional marketing vehicle once delivered to a customer’s workplace (office building).

Midtown and Downtown Atlanta: These are prime areas from which to attract a handful of commercial accounts that require weekly floral arrangements. Downtown Atlanta alone, defined as a four-square mile area centered near the intersection of Peachtree Street and Andrew Young International Blvd, is home to more than 136,000 employees daily. Almost half of the dozen Fortune 500 firms headquartered in Atlanta are either headquartered downtown or have a major office presence downtown. More than 6,500 banks, hotels, large corporations, law firms, upscale restaurants, and consulate/foreign trade offices are located in this defined area, and these businesses are prime candidate for weekly floral arrangements for their lobbies and/or reception areas.

Store Location Because Red White & Bloom will not seek traditional retail customers, the company plans to locate in an area of Atlanta close to its downtown clients, but without the price tag of downtown retail space. Red White & Bloom plans to open a small gallery with warehouse workspace in Castleberry Hill, an up-and-coming arts district located approximately one mile from downtown Atlanta. The Castleberry Hill Arts District is currently home to several distinctive galleries, included Skot Forman Fine Art, the Marcia Wood Gallery, the Ty Stokes Gallery, 3TEN Haustudio, and the Wolf Fisher Gallery. In addition, the well-established Atlanta-based speciality furniture store, No Mas! Productions, plans to relocate its main store to the Castleberry Hill area, and create a distinctive destination shopping area for metro Atlanta shoppers. As a floral design gallery, Red White & Bloom will blend perfectly into this neighborhood, and can possibly secure some of the art galleries and stores – and their customers – as its own clients. During the first five years of operation, the company does not anticipate enough retail neighborhood foot traffic to generate desired revenue, but Red White & Bloom would be open to the public six days a week, and would offer a frequent buying program for residents.

Red White & Bloom plans to open in March, occupying approximately 600 square feet. Approximately one-third of the space would be allocated for retail use, and the other two-thirds would be used for workspace and storage. At this time, there are no other planned florists in the Castleberry Hill area.

Free parking is available for the shoppers who visit the area; however, the majority of Red White & Bloom’s revenue will come from routinely delivered floral arrangements outside of the Castleberry Hill area.

Atlanta is served by a large international airport, and access to imported flowers is excellent. Several of the city’s largest floral warehouses are located nearby: Hall’s (less than three miles); Cutflower Warehouse (less than six miles); and Floral Park (less than three miles). Red White & Bloom will also use the Internet to purchase from wholesalers throughout the country who offer a wide variety of flowers throughout the year and can drop ship directly to a retail florist.

Store Design The exterior of a florist shop is estimated to account for the attraction of 35% of all customers. While short term the company will not have a large amount of retail walk-in traffic, Red White & Bloom will still create an inviting storefront, one designed to be distinctive and inviting, including:

• Very simple, modern design with attractive displays
• Spacious interior design with lots of light and accent lighting to illuminate flower designs
• Unobstructed windows to showcase flower arrangement in a “gallery” format, with access to the store from the street
• Clear large glass windows with dramatic lighting and clear branding
• High visibility from the street, as well as visually pleasing at night
• Movable floor and ceiling displays to allow easy and frequent redesign of store
• Clearly priced merchandise
• A variety of pre-designed floral arrangements.

Store Operation Red White & Bloom will be open for operation Monday – Saturday, and closed on Sunday and on major holidays. Hours of operation will be 10:00 a.m. – 5:00 p.m. Monday – Friday, and from noon – 4:00 p.m. on Saturday. Hours may be extended during the holidays.

Owner Jamie Muir, who has more than 14 years of experience in corporate marketing and has trained as a florist, will create floral arrangements and run the business (manage operations, inventories, marketing and sales). She will engage the services of a part-time delivery person, and, for certain floral-intensive holidays, may employ temporary staffing.

Store Policies The company will invest in customer relationship management software (CRM) and a simple point of sales (POS) system to track sales and collect customer information, including names, address, e-mail address and other pertinent information (pets, flower likes/dislikes, color preferences, allergies, birthday, anniversary). This information will be used with e-mail and direct mail efforts to build custom marketing programs, establish customer loyalty and drive revenue. The company will offer a 24-hour return/exchange policy to build trust with customers and to maintain retention and loyalty.

2.1 Start-up Summary

Working capital, cash sufficient to cover build out costs in the second month, and long-term assets (such as refrigeration units) will make up the majority of the start-up requirements. Start-up expenses, which are detailed in this section, comprise the remaining 12% at $11,600.

Funding As detailed in Sources and Uses of Funds, Red White & Bloom requires $95,000 to soundly begin operations and have suitable cash reserves for a start-up company. Jamie Muir has secured a loan for $45,000, and is seeking additional funding. 

Sources & Uses of Funds The following chart recaps the sources and uses of funds for Red White & Bloom:

:
Jamie Muir: Loan (secured)	$45,000
Other Sources (unsecured)	$50,000
:
Build out	$18,000
Credit for Build out	-$9,000
Deposits	$1,000
Equipment*	$11,550
Inventory	$1,500
Start-Up Expenses	$11,600
Working Capital	$59,666

*
2-Line Phone System	1	$350
POS System & Software	1	$5,000
Laptop PC Computer	1	$1,635
Accounting & Credit Card Software	1	$415
Backup Device	1	$150
5 ft x10 ft Walk-In Cooler	1	$4,000

Start-up
Requirements
Start-up Expenses
Accounting/Legal Fees	$500
Initial Marketing & Advertising	$5,000
Collateral & Stationery	$2,500
Store Planner/Design	$1,000
DSL Installation & Service Activation	$100
Office Supplies, Giftwrap, Packaging	$1,000
Furniture	$1,500
Other	$0
Total Start-up Expenses	$11,600
Start-up Assets
Cash Required	$70,350
Start-up Inventory	$1,500
Other Current Assets	$0
Long-term Assets	$11,550
Total Assets	$83,400
Total Requirements	$95,000

Start-up Funding
Start-up Expenses to Fund	$11,600
Start-up Assets to Fund	$83,400
Total Funding Required	$95,000
Assets
Non-cash Assets from Start-up	$13,050
Cash Requirements from Start-up	$70,350
Additional Cash Raised	$0
Cash Balance on Starting Date	$70,350
Total Assets	$83,400
Liabilities and Capital
Liabilities
Current Borrowing	$50,000
Long-term Liabilities	$0
Accounts Payable (Outstanding Bills)	$0
Other Current Liabilities (interest-free)	$0
Total Liabilities	$50,000
Capital
Planned Investment
Jamie Muir	$45,000
Investor	$0
Other	$0
Additional Investment Requirement	$0
Total Planned Investment	$45,000
Loss at Start-up (Start-up Expenses)	($11,600)
Total Capital	$33,400
Total Capital and Liabilities	$83,400
Total Funding	$95,000

2.2 Company Ownership

Red White & Bloom is an S-corporation, and is majority-owned by Jamie Muir.

Products and Services

Red White & Bloom will offer a variety of products and services.

• Original Floral Designs, Using A Wide Mix of Flowers. Each Red White & Bloom floral arrangement will be a natural, original work of art. The company is committed to making each arrangement unique and custom-designed based on each customer’s needs. Red White & Bloom’s floral arrangements will feature a wide range of seasonal flowers. All sample arrangements in the store will be available for purchase.
• Unique Containers. Red White & Bloom will select and offer distinctive vases for the discretionary buyer or for a special occasion, as well as affordable options for routine purchases.
• Green and Flowering House Plants. Red White & Bloom may occasionally offer a selection of seasonal green and flowering house plants.
• Gourmet Chocolates. With consumer’s heightened awareness of chocolate brands and a seeming willingness to pay for a better product, Red White & Bloom will carry several lines of exclusive gourmet chocolate bars, that is, the brands will not be sold by other metro Atlanta retailers. The sale of gourmet chocolate is a perfect complement to flowers, and encourages consumers to indulge and experience something new because they are worth it.
• Paintings and Artwork from Local Artists. To create a gallery environment, the Red White & Bloom store will feature paintings and/or drawings from local artists, and the artwork will be for sale. The company will collect a small percentage of each sale (5%).
• Variety of prices. Red White & Bloom will offer a variety of arrangement sizes, and will always create a unique arrangement to meet anyone’s stated budget.
• Hand-tied Bouquets. For customers who prefer to use their own vases, Red White & Bloom will offer hand-tied bouquets.

Forget-Me-Not Club . Special occasions account for four out of every ten floral purchases made. To capture a portion of this market and to foster overall romance, Red White & Bloom will offer a Frequent Flower Gift Program called the Forget-Me-Not Club designed for men. This program will let each customer register a minimum of six days per year (birthdays, holidays, anniversaries or any day except Valentine’s Day) on which Red White & Bloom will automatically plan to deliver a floral arrangement to his place of work (which must be in Midtown or Downtown Atlanta). A courtesy call will be given or an e-mail sent to each customer 48-hours in advance. To make it as easy as possible for its customers to transport flower arrangements from work to home, Red White & Bloom will develop special packaging to keep containers upright and spillproof. This packaging will be well branded with the company’s logo, and will serve as an additional marketing vehicle once delivered to a customer’s workplace (office building). The customer must agree to the cost of each arrangement (minimum $100), in advance and the service must be guaranteed by a credit card in advance. The credit card will not be charged until the day of each delivery.

Commercial Account Program including :

• Free initial consulting . For retail and office tenants who are interested in a weekly delivery program, Red White & Bloom will conduct an initial free, on-site visit to the customer’s office or store to determine the optimum floral design plan.
• Priority delivery program . Red White & Bloom will work with each commercial customer to determine a weekly delivery schedule, and will assure that arrangements are delivered on the same day each week at the same time.
• Birthday Blooms . Red White & Bloom will offer a free arrangement to each office manager for a commercial account on his or her birthday.
• Referral Program . Red White & Bloom will offer a one-time 25% discount to each commercial customer for every additional commercial referral that becomes a customer.

Castleberry Hill Residential Program . For residents of Castleberry Hill, Red White & Bloom will offer a monthly fresh flower program with free delivery to encourage the habit of keeping fresh flowers in their homes. More frequent delivery options are available, and residents will be given a $5 discount if they pick up the flowers in the store, which will decrease delivery expenses as well as increase exposure to additional buying opportunities. Other special programs for local residents include:

• Forget-Me-Not Club. (As defined above.)
• Narcissus Club . For residents who desire a custom-designed floral plan for their homes, Red White & Bloom offers the upscale Narcissus Club, which includes a free in-home consultation to assess the customer’s home and the recommendation of a floral design plan; a minimum investment of $75 per month; and a minimum of a six-month commitment. The commitment must be guaranteed by a credit card in advance. This service will also be offered as a gift certificate (limited delivery).

Unique-buying experience . As the Castleberry Hill area becomes a destination shopping venue, Red White & Bloom will contribute to the experience by offering a pleasant shopping experience through the gallery-like design of its storefront, and its selection of materials and floral designs.

In-Store Presentations . In the spirit of education and event marketing, Red White & Bloom will offer periodic in-store workshops to attract potential customers. Topics will be seasonal in nature, and will feature guest artists such as regional cuisine, interior design tips from local designers, books signings, jewelry shows, and local artist showings.

Gift Cards . Red White & Bloom will offer $25, $50, $75 and $100 gift certificates, as well as gift cards for the Forget-Me-Not program that would enable women to receive the program as a gift, and then select the characteristics of each scheduled delivery.

Surveys/Comment Cards . Red White & Bloom will use in-store comment cards as well as occasional surveys to ensure products and services are meeting customers’ expectations.

Market Analysis Summary how to do a market analysis for your business plan.">

The following section presents a broad range of market information and projections, including:

• Who is the typical floral buyer, and who is the typical floral buyer at Red White & Bloom?
• How and why does he or she purchase flowers?
• What are the prevailing buying patterns in the floral industry?
• What is the size of the Atlanta market that Red White & Bloom plans to target?
• What is the overall buying potential/revenue for Red White & Bloom?
• Who is the competition in the Atlanta market?

4.1 Buying Patterns

Factors that Drive Typical Floral Purchases Holiday purchases traditionally drive the florist industry. The holidays, along with birthdays and anniversaries, are ideal dates for men to select as part of a Frequent Flower Gift Program. For reference, the following chart ranks floral purchases by holiday:

Percent Ranking by Retail Dollars

Valentine’s Day	36%
Mother’s Day	27.4%
Christmas & Hanukkah	15.1%
Easter & Passover	8.9%
Thanksgiving Day	7.4%
Sweetest Day	1.2%
Administrative Professional’s Day	1.1%
St. Patrick’s Day	.09%
Grandparent’s Day	.09%
Halloween	.05%
Father’s Day	.04%
Boss’ Day	.02%

Source: American Floral Endowment Consumer Tracking Study

Capturing Valentine’s Day Business Valentine’s Day ranks number one in single-day holiday cut flower purchases, capturing 34 percent of transactions and 36 percent of dollar volume. Eighty percent of consumers who buy florals for the romantic holiday purchase cut flowers. According to the International Mass Retailers Association (IMRA), men are more likely to give flowers than women, and men plan to spend $95 on the average, while women plan to spend $60. The average amount spent per household is approximately $94.50, and the trend is an upward one.

To maximize Valentine’s Day revenue with add-on sales, Red White & Bloom will offer special, seasonal gourmet chocolates in addition to the store’s normal gourmet chocolates. Chocolates account for 75% of Valentine’s Day candy sales, which totaled an estimated $1.1 billion in 2002. A survey conducted by the Chocolate Manufacturers Association revealed that 50 percent of women are likely to give a gift of chocolate to a man for Valentine’s Day.

Profile of Traditional Buyers of Floral Arrangements Which households buy fresh cut flowers, how often and how much do they spend? According to the American Floral Endowment Consumer Tracking Study, consumer spending is on the rise. For example, the percentage of U.S. households making at least one fresh cut flower purchase during the year continues to increase. The frequency of consumer flower purchases is also remaining consistent.

• 27.7% of all US Household purchased fresh cut flowers at least once per year.
• The average floral purchase per buying household was 3.7 times.
• The average purchase price per buying household was $62.63.
• The most frequent purchases are women over 35, with incomes in access of $30,000 who live in metropolitan areas with populations greater than 2.5 million.
• Seventy percent of floral buys are planned purchased.

Source: American Floral Endowment Consumer Tracking Study.

4.2 Market Summary

Midtown and Downtown Atlanta Demographics Red White & Bloom will primarily target businessmen who work in highly-paid professions in Midtown and Downtown Atlanta. A second market includes businesses in Midtown and Downtown Atlanta that need weekly floral arrangements. The following chart provides an overview of potential prospects (businessmen and companies) within the defined areas.

• Midtown is defined as a one-mile radius from 10th NE at Peachtree.
• Downtown is defined as a four-mile radius from Peachtree and Andrew Young Intl Blvd.

	3,380	3,216	6,596
Law Firms	959	17	976
Banks	30	93	123
Securities & Commodities	43	25	68
Real Estate	150	87	237
Insurance	8	40	48
Hotels	27	31	58
Law Firms	9,075	1,500	10,575
Banks	1,895	10,637*	15,435
Securities & Commodities	1,062	–	–
Real Estate	1,418	–	–
Insurance	423	–	–
Services	32,715	49,343	82,058

*Represents Finance, Insurance & Real Estate Source: Central Atlanta Progress

To meet its target revenue goals, Red White & Bloom estimates that it needs the following number of clients:

• 2005 : Five commercial accounts (businesses); 50 Frequent Flower Gift Program Members (businessmen).
• 2006 : Eight commercial accounts (businesses); 75 Frequent Flower Gift Program Members (businessmen).
• 2007 : Ten commercial accounts (businesses); 100 Frequent Flower Gift Program Members (businessmen).

Given the combined 6,596 businesses located in Midtown and Downtown Atlanta, and the 1,510 ideal business (banks, law firms, securities firms, real estate, insurance companies and hotels), Red White & Bloom believes it has set realistic target levels for commercial accounts. Also, given the 195,149 employees who work in Midtown and Downtown Atlanta, with 26,010 identified as ideal prospects and assuming that 50% are men, the company also feels confident about its opportunity to reach its target goal for the Frequent Flower Gift Program.

For example, to reach its goal of five commercial clients in 2005, the company needs to secure .03% of its target company market (1,510), .05% in 2006, and .06% in 2007. To meet its Frequent Flower Gift Program estimates, the company needs to secure .04% of its targeted businessmen (13,005), .06% in 2006, and .08% in 2007.

Market Analysis
		Year 1	Year 2	Year 3	Year 4	Year 5
Potential Customers	Growth						CAGR
Select Businesses in Midtown/Downtown Atlanta	5%	1,510	1,586	1,665	1,748	1,835	4.99%
Businessmen within the Select Industries	5%	13,005	13,655	14,338	15,055	15,808	5.00%
Other	0%	0	0	0	0	0	0.00%
Total	5.00%	14,515	15,241	16,003	16,803	17,643	5.00%

4.3 Competition

Red White & Bloom plans to differentiate through its Frequent Flower Gift Programs for businessmen, and will treat in-office deliveries to its male clients as an opportunity to establish brand awareness with office managers for potential commercial account business. From preliminary research of the competition, Red White & Bloom has not identified any traditional florist in Atlanta, nor an on-line florist, that is offering a Frequent Flower Gift Program that allows the customer to choose random delivery dates in advance. As a result, the florists listed below are considered competition for commercial accounts: 

Carithers . 1893 Piedmont Road. Carithers is recognized as the leading florist in Atlanta, with three locations (one in town).

Petals: A Florist . 1422 Woodmont Lane NW. Petals offers flowers for delivery, as well as for special events such as weddings. The store uses fresh flowers to create designs with a natural garden feel. It also sells twig baskets and stone-finished containers with longer-lasting greenery and blooming plans, and offers baskets of fruit and gourmet food.

Lilly’s . 1197 Peachtree Street NE – Colony Square. Lilly’s is a full-service florist that serves the Colony Square retail and office clientele, along with the Sheraton Hotel.   

Twelve . 976 Piedmont Avenue – at 10th Street. Located in a former Midtown residence, the store carries unusual flowers and orchids. It also carries jewelry, designer handbags and sunglasses, throw pillows and bath towels.

Fuji Designs . 1157 West Peachtree Street. Fuji Designs is a Japanese-style florist, offering silk and fresh flower arrangements, along with Japanese gifts, jewelry, glassware and handbags.

Stems . 999 Peachtree Street – at 10th Street.  Located in the First Union building, Stems serves commercial clients in the building and is also a full-service floral shop. 

On-line Florists . In addition to traditional florists, floral arrangements can be purchased via the Internet. Such services are offered by Jackson & Perkins (jackson-perkins.com), Calyx & Corolla (calyxandcorolla.com), Hallmark Flowers (hallmark.com), FTD.com, Harry & David (harryanddavid.com), and many others. These companies offer a monthly delivery program; however, customers cannot select custom arrangements (they have to accept the “selection of the month”), nor can they specify a delivery date (they have to choose a “month” and the date of the delivery is determined by the company). Also, when the floral arrangements arrive, they require arranging, and often the finished product may not match the photo that drove the purchase. Deliveries present another challenge if the gift recipient isn’t home. The flowers are either returned to the shipper’s distribution center where they remain in a box, or they are left in the box on a doorstep for an undetermined amount of time. In either situation, the quality of the live, perishable flowers is reduced.   

Given the lack of Frequent Flower Gift Programs by Atlanta florists and on-line florists, Red White & Bloom believes there is a positive opportunity to establish a premium, niche service.

4.4 Target Market Segment Strategy

Buyer Characteristics  

Ideal characteristics of a typical Red White & Bloom customer are: 

Frequent Buyer Program Subscriber

• Male executive
• Works in Midtown or Downtown
• 25-60 years of age
• Married, engaged or in a long-term relationship
• Makes $150,000+
• Quality conscious
• Probably works as a banker, real estate agent, lawyer or financial analyst
• May have a preference for luxury items (cars, clothes, watches, homes, vacations)
• Homeowner, possible multiple home owner
• Has discretionary income

Commercial Accounts Customer Profile

• Primarily female office or store manager
• Professional 25-60 years of age
• Probably works for a law firm, hotel, large retail store, bank, real estate agency, foreign consulate or insurance agency

4.5 Market Projection

Using the target market numbers identified earlier in this section and the Midtown and Downtown Atlanta demographics, Red White & Bloom has made the following assessments regarding market opportunity and revenue potential:

POTENTIAL REVENUE FOR FREQUENT FLOWER GIFT PROGRAM CUSTOMERS: 13,005 Businessmen in Midtown & Downtown Atlanta x $600 (average purchase price [six deliveries per year, $100 per delivery])= $7.7 million of revenue opportunity. POTENTIAL REVENUE FOR WEEKLY COMMERCIAL ACCOUNTS CUSTOMERS: 6,596 Businesses in Midtown & Downtown Atlanta x $150 (average cost of an arrangement each week) x 52 weeks per year = $51.4 Million. If we assume (20) competitive florists in this area, that’s still $2.5M in potential revenue per florist. Or, if examined from another perspective, if the company can capture .05% of this potential business, that’s $257,244 in revenue opportunity.

As indicated previously, Red White & Bloom needs five commercial accounts and 50 Frequent Flower Gift Program Members to meet its first year revenue goals, and, given the breadth of the target market, the company believes these targets are reachable.

Strategy and Implementation Summary

According to the first American Express/RoperASW Global Affluent Study (October 2003), about half of high-income consumers around the world would choose to have more time in their lives than more money. Red White & Bloom’s goal is to facilitate this desire by creating marketing messages that emphasize being able to spend more time with love ones by: automating the flower arrangement buying process, fostering romance with the consistent delivery of flowers, and eliminating the worry of ever missing a loved one’s special day. The company’s intention is to gain market share with niche positioning, high quality products and, eventually, a unique shopping experience in an arts gallery district. The following sections review the various strategies that will support this effort.

5.1 Competitive Edge

Red White & Bloom will differ from traditional florists by creating customer intimacy based on personalized relationships that will save its male customers time and reduce anxiety often associated with the gift buying process. The company will achieve this goal by:

• Using technology to make the floral buying experience easy for customers and, at the same time, enable the company to identify and track its customer base.
• Creating a new fresh flower arrangement buying experience for customers – Atlanta’s first floral art gallery.
• Offering exquisite, artistic arrangements.
• Offering additional self-indulging products, including original artwork and gourmet chocolates.
• Building a customer database that identifies contact information as well as preferences (colors, vases, frequency, allergies, pets, children/spouse, birthday, anniversary, etc.).
• Adopting proactive customer service policies, for example, contacting each Frequent Flower Gift Program Member by phone call or e-mail within 48 hours of a scheduled delivery, and calling commercial clients after each delivery to ensure satisfaction.

As part of the definition process, it’s important to outline what Red White & Bloom is not. Unlike traditional florists, the company will not offer:

• FTD or Teleflora wire services. By recreating arrangements defined by another organization, this approach limits creativity.
• Weddings. Floral services for weddings are a specialty area. To remain focused on its Frequent Flower Gift Program objectives, Red White & Bloom may choose to refer potential wedding clients to other Atlanta florists.
• Funerals. Floral services for funerals are a specialty area. To remain focused on its Frequent Flower Gift Program objectives, Red White & Bloom may choose to refer potential funeral clients to other Atlanta florists.
• Balloons or stuffed animals.
• Atlanta-wide delivery services. Red White & Bloom will cater to Midtown and Downtown businesses, residents and workers.

5.2 Marketing Strategy

Overall Strategy It’s a widely-held thought that there are not too many florists in this country – there are too many florists who are the same. A florist with a well-defined niche business can thrive. Red White & Bloom’s marketing strategy is to develop a specialized, independent niche business that centers around Frequent Flower Gift Programs and features quality products, custom designs and outstanding personalized customer service.

Marketing Objectives Red White & Bloom needs to establish a reputation as an automatic, easy way to buy flowers and foster romance with loved ones, specifically with affluent men who work in Midtown and Downtown Atlanta. A measurable and specific objective includes initiating marketing efforts in the fall of 2004, and having a minimum of 25 male clients in a Frequent Flower Gift Program at the time of the store’s opening in March 2005.

Red White & Bloom needs to establish itself as a creative source for retail and office tenants in Midtown and Downtown Atlanta that need weekly flower arrangements. Measurable and specific objectives are to have five offices signed up for weekly deliveries by the time of the store’s opening.

Red White & Bloom needs to establish brand recognition to attract local shoppers who will eventually visit Castleberry Hill as a destination shopping area. Given the district’s art galleries, a measurable and specific objective includes having a least one local gallery as a client within one month of the store’s opening.

Positioning Red White & Bloom offers an upscale Frequent Flower Gift Program targeted to affluent businessmen, featuring custom, high-quality floral arrangements and personalized service. Additionally, the company plans to create a unique shopping experience with its floral design gallery, which is located in an up-and-coming arts district area.

Marketing Mix As outlined previously in this business plan, Red White & Bloom plans to serve three markets:

• Primary: Businessmen who work in Midtown and Downtown Atlanta.
• Secondary: Businesses in the same area.
• Tertiary: Residents of Castleberry Hill.

The company’s marketing efforts will focus on targeting men, and as a by-product of deliveries and promotional giveaway programs, the company plans to secure commercial accounts. Residential clients will stem from word of mouth and visibility of Red White & Bloom to neighborhood pedestrian and automotive traffic. The overall market approach involves creating brand awareness through targeted advertising, public relations and a website; and generating leads through co-marketing efforts with select venues, traditional direct mail/e-mail and events.

Primary Market: Businessmen Who Work in Midtown & Downtown Atlanta

Why should men subscribe to a frequent delivery program from Red White & Bloom?

• To foster romance with regular floral gifts for spouse/significant others.
• To eliminate “forgetting” about birthdays, anniversaries and other special dates.
• To be able to spend more time with loved ones and less time shopping for loved ones.
• Personalized service.
• Easy and convenient.
• Quality flowers and unique floral arrangements.
• One-of-a-kind gourmet chocolate available in addition to flowers.
• Free deliveries.

Other Markets

Why should commercial tenants buy from Red White & Bloom?

• Custom floral plan for each business.
• Frequent delivery program available.
• Free in-office/store consulting service available.
• Gourmet chocolate available as corporate gifts (for delivery).

Why should local residents buy from Red White & Bloom?

• Unique shopping experience.
• In home consulting available.
• Free neighborhood deliveries – discount for pickups.
• GOURMET chocolate.
• Event floral services (parties) available to local residents only.
• Support a local merchant.

Strategy For businessmen who work in Midtown & Downtown Atlanta in select industries, Red White & Bloom will emphasize services (Forget-Me-Not Club) to keep romance and love alive.

• Make giving flowers to loved ones an effortless, automatic process.
• Make the flower buying experience fun and easy.
• Make flowers a habit by encouraging men to take flowers home routinely, not just for special occasions.
• Shift the flower buying responsibility from women to men.

Public Relations While the company will primarily target men with its advertising efforts, it will target women in an effort to educate women about the Frequent Buyer Program, and the women may encourage their spouses/fiancées/significant others to participate.

• Announce the store’s Grand Opening and the availability of services.
• Issue at least one press release per quarter to local newspapers.
• Target Atlanta publications for possible feature stores (one per story per quarter).
• Press List: Around the Rings, Atlanta Downtown, Atlanta Homes & Lifestyles, Atlanta Intown & The Studio Arts/Culture, Atlanta Jewish Life, Atlanta Jewish Times, Atlanta Journal-Constitution (Home/Living Sections, Business Section), Atlanta Magazine, Atlanta Press, Atlanta Woman, Communities Magazine, Creative Loafing – Atlanta Edition, David Atlanta, Designer’s Handbook, Dixie Living, Hotlanta Buzz, Jezebel Magazine, Northside Newspaper, Peachtree’s Symbol of the South, The Piedmont Review, Post Notes, Southern Changes, Southern Lifestyles, Southern Living, Veranda, Westside Atlanta, Where Atlanta, Zoom.

Advertising The advertising program will explicitly target men.

• Develop a 1/8 page, one-color ad for routine insertions in the Atlanta Business Chronicle, the sports page and/or the business page of The Atlanta Journal & Constitution.
• Start ads in the fall of 2004 to build awareness and to generate business (in the form of gift certificates) for Christmas and Hanukkah.

Co-marketing Efforts

• Investigate contacting Peachtree Center Athletic Club, located in Downtown Atlanta, as a possible business partner. Offer free bi-monthly  floral arrangements in exchange for the opportunity to market to club members (which includes businessmen).

Direct Mail/Postcards

• Develop a list of potential clients for routine communications about holiday specials and frequent buyer/gift programs.
• Push users to a website that will enable them to see sample designs, read about the Forget-Me-Not Club, and complete a form to request a free phone consultation.
• Buy/develop an e-mail list for routine communications about holiday specials and frequent buyer programs.
• Push users to a website that will enable them to sign-up for a free phone consultation.

Marketing Materials Develop a consistent look and feel for all corporate collateral, including:

• Comment cards – collect name, addresses, e-mail, plus feedback on services.
• One-page brochure describing Frequent Flower Buyer Programs.
• Stationery – business cards, letterhead, envelopes.
• Gift cards.
• Packaging – develop no-spill packaging to make it easy to transport flowers and use all packaging for branding opportunities for Red White & Bloom logo and website.
• Highlight frequent flower program (for individuals and businesses), enable visitors to schedule a free phone consultation, spotlight the floral design gallery and any local gallery events. Photos will change monthly.

For Commercial Accounts: Identify 20 initial top retail and office prospects, especially new businesses in Centennial Park. Identify the primary buyer at each location, and deliver a free arrangement as a way of introduction.

• Network with store and office managers by researching and joining three key local business groups. 

For Local Residents

• Grand Opening Reception (April 2005).
• Hold Floral Design Gallery Shows in conjunction with other Gallery Openings in the neighborhood.

To keep costs down, events will be promoted using in-store signs (three-month forward-looking Calendar of Events), press releases and the company website.

5.3 Sales Strategy

Direct Sales

Today, over 90% of Americans cite word-of-mouth as one of the best sources of ideas and information. Word-of-mouth is rated as important as advertising or editorial content, and Americans place one-and-a-half times more value on it today than they did 25 years ago. ( Source: RoperASW, 2003 ). Red White & Bloom plans to foster direct sales by offering an exceptional level of personalized service to male executives in order to build loyalty, and ultimately, word-of-mouth referrals to their peers:

• The company will keep a database of customer names, addresses, e-mail addresses and preferences. This information will be used for e-mail and direct mail efforts to build customer loyalty.
• The company will offer a 24-hour return/exchange policy to build trust with our customers and maintain retention and loyalty.

Indirect Sales/Partner Opportunities

With its strategy of not offering special event or funeral arrangements, Red White & Bloom has an opportunity establish a referral service and partner with several key florists who can provide such floral services. The company would collect a flat percentage of each referral sale, with the sum payable at the end of each month.

5.3.1 Sales Forecast

2005 SALES FORECAST ASSUMPTIONS (MARCH 1 OPENING)

Retail	$150 (x 44 weeks)	$6,600
Commercial Accounts	$750 (x 44 weeks)	$33,000
Frequent Flower Gift Program	$600 x 50 customers	$30,000
Holidays/Events	Christmas	$10,000

The estimates above equate to approximately six deliveries per week for the Frequent Flower Gift Program, and five deliveries per week for Commercial Accounts.  

2006 SALES FORECAST ASSUMPTIONS

Retail	$200 per week	$9,600
Commercial Accounts	$1200 per week	$57,600
Frequent Flower Gift Program	$600 x 75 customers	$45,000
Holidays/Events	Christmas/Valentine’s Day/Mother’s Day/Easter	$25,000

The estimates above equate to approximately nine deliveries per week for the Frequent Flower Gift Program, and eight deliveries per week for Commercial Accounts. 

2007 SALES FORECAST ASSUMPTIONS

Retail	$200 per week	$9,600
Commercial Accounts	$1500 per week	$72,000
Frequent Flower Gift Program	$600 x 100 customers	$60,000
Holidays/Events	Christmas/Valentine’s Day/Mother’s Day/Easter	$25,000

The estimates above equate to approximately twelve deliveries per week for the Frequent Flower Gift Program, and ten deliveries per week for Commercial Accounts. This sales activity level represents the maximum amount of clients that Red White & Bloom can handle without adding another full-time floral designer and a full-time driver. 

Sales Forecast
	Year 1	Year 2	Year 3
Sales
Retail Sales	$6,600	$9,600	$9,600
Commercial Accounts	$33,000	$57,600	$72,000
Frequent Buyer Programs	$30,000	$45,000	$60,000
Holidays/Events	$10,000	$25,000	$25,000
Total Sales	$79,600	$137,200	$166,600
Direct Cost of Sales	Year 1	Year 2	Year 3
Flowers & Materials	$23,880	$41,160	$49,830
Other	$0	$0	$0
Subtotal Direct Cost of Sales	$23,880	$41,160	$49,830

5.4 Milestones

The following table lists important store milestones, with dates, implementation duty, and budgets for each. The milestone schedule emphasizes the timeliness for implementation per the sales and marketing targets listed in the detail in the previous topics.

Milestones
Milestone	Start Date	End Date	Budget	Manager	Department
Define Marketing Programs & Collateral	5/1/2004	7/31/2004	$3,500	Jamie	Web
Locate & Secure Retail Space	1/1/2004	10/1/2004	$500	Jamie	Marketing
Finalize Marketing Materials	7/31/2004	10/1/2004	$2,500	Jamie	Department
Secure Additional Funding	9/1/2003	12/1/2004	$0	Jamie	Web
Begin Retail Space Buildout Process	1/15/2005	3/1/2005	$18,000	Jamie	Department
Finalize Media Plan	8/30/2004	3/1/2005	$0	Jamie	Marketing
Release Press Announcements	10/15/2004	3/15/2005	$0	Jamie	Marketing
Purchase Inventory & Supplies	3/1/2005	3/15/2005	$1,500	Jamie	Marketing
Launch Website	10/1/2004	4/15/2005	$0	Jamie	Department
Grand Opening	4/15/2005	4/15/2005	Part of Mktg	Jamie	Marketing
Kickoff Advertising Program	11/1/2004	6/1/2005	$5,000	Jamie	Marketing
Totals			$31,000

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Owner Jamie Muir brings more than 15 years of marketing and management experience to Red White & Bloom. Her background in the technology and applications software industry includes using the Internet and integrated marketing communications to attract customers and develop brand loyalty. Jamie graduated cum laude from the University of Georgia in 1988 with a degree in Journalism. She has also completed training at the Vermont Academy of Floral Design, and apprenticed at De tuin van Heden, a retail flower shop in Ghent, Belgium. She currently holds a full time job as the public relations manager for a profitable, publicly traded technology company in Atlanta.

6.1 Personnel Plan

Red White & Bloom will not employ any staff members directly. As an owner of the company, Jamie Muir will take quarterly payments in the form of an after-tax draw. Although actual draw may vary with realized sales and profits, we are projecting owner’s draw will steadily increase from the first year to the third year. Other employees, when necessary, will be employed via a local temporary agency. These labor expenses can all be found in the Profit and Loss table, below.

Jamie Muir will oversee financial management, merchandising and operations for Red White & Bloom. Responsibilities will include: selling to commercial accounts; ensuring a profitable sales picture; establishing pricing policies; keeping up-to-date on trends by monitoring trade journals, vendors, sales reps, buying trips, industry meetings and educational programs; preparing and executing marketing programs, including advertising, publicity and lead generation programs (via direct mail and e-mail); establishing partner relationships as needed and designing arrangements.

She will also oversee sales, design and delivery. Responsibilities will include selling to walk-in retail customers; designing arrangements; ordering flowers, plants and greens; purchasing supplies, vases and containers; pricing and selling merchandise and orders for profit; spot checking orders to ensure quality products; knowing social and religious customs of various holidays; and handling complaints.

Delivery Person

The delivery person’s primary tasks will include planning deliveries (right time, right day); loading and unloading products carefully, securing plants and flowers during transportation; repairing, returning and replacing any transit-damaged products; keeping track of deliveries; and performing on-site credit card transactions. This position will be secured through a local employment agency, and will work part-time. Based on projected sales for the first year, a delivery person will be required approximately two hours per day, four days per week in the first year; hours needed will increase proportionally with sales in years two and three.

Characteristics: courteous, knowledgeable, neat and clean. The person should know the Midtown and Downtown areas of Atlanta.

Temporary Help

Red White & Bloom will employ temporary employees via a local staffing agency to assist with sales and customer service prior to Valentine’s Day, Mother’s Day, Easter/Passover, Thanksgiving and Christmas/Hanukkah.

Second Year: Contract Floral Designer As Needed for Holidays & Special Events

The contract floral designer will create arrangements using flowers, floral products and/or plants, working directly with customers regarding price and type of arrangement or following information from an order form. Other tasks include giving estimates on design work; working promptly and profitably, including tracking all materials used in every arrangement for accurate pricing; keeping the design area clean; keeping the cooler clean and rotating flower stock. The designer may assist walk-in customers, operate the cash register, and handle customer concerns and complaints. This position will be a part-time contractor.

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• Contracted Labor and Rent make up over 40% of the operating expenses.
• Red White & Bloom wants to finance growth through cash flow.
• Marketing will remain at or below 6% of sales.
• Company expansion, while not a necessity, will be an option if sales projections are met and/or exceeded.

7.1 Break-even Analysis

For our break-even analysis, we assume running costs which include our full payroll, rent, and utilities, and an estimation of other running costs. The chart shows what we need to sell per month to break even, according to these assumptions.

Break-even Analysis
Monthly Revenue Break-even	$5,085
Assumptions:
Average Percent Variable Cost	30%
Estimated Monthly Fixed Cost	$3,560

7.2 Projected Profit and Loss

This business plan assumes an eventual 10% profit and is built using the following allocations of gross revenue:

• 30% labor (including owner’s draw)
• 10% inventory
• 27% overhead
• 23% cost of merchandise

Pro Forma Profit and Loss
	Year 1	Year 2	Year 3
Sales	$79,600	$137,200	$166,600
Direct Cost of Sales	$23,880	$41,160	$49,830
Other Costs of Goods	$0	$0	$0
Total Cost of Sales	$23,880	$41,160	$49,830
Gross Margin	$55,720	$96,040	$116,770
Gross Margin %	70.00%	70.00%	70.09%
Expenses
Payroll	$0	$0	$0
Marketing & Advertising	$4,640	$6,860	$8,330
Depreciation	$1,150	$1,150	$1,150
Rent	$4,800	$7,800	$8,400
Delivery Labor	$5,000	$8,500	$10,200
Temp Labor	$768	$1,000	$1,000
Contracted Floral Designer	$0	$17,000	$18,200
Insurance	$3,390	$4,068	$4,068
Dues & Subscriptions	$250	$300	$300
Repairs & Maintenance	$1,000	$1,200	$1,200
Supplies	$2,650	$5,488	$6,944
Taxes	$1,330	$2,000	$2,500
Other Fees	$1,500	$1,800	$1,800
Buildout Costs	$9,000	$0	$0
Deposits	$1,000	$0	$0
Utilities	$3,500	$4,200	$4,200
Van	$1,410	$1,692	$1,692
Merchant Fees	$1,330	$2,744	$3,472
Total Operating Expenses	$42,718	$65,802	$73,456
Profit Before Interest and Taxes	$13,002	$30,238	$43,314
EBITDA	$14,152	$31,388	$44,464
Interest Expense	$2,156	$1,404	$711
Taxes Incurred	$3,254	$8,650	$12,781
Net Profit	$7,592	$20,184	$29,822
Net Profit/Sales	9.54%	14.71%	17.90%

7.3 Projected Cash Flow

The Cash Flow table, below, shows a solid cash balance from day one. Because Red White & Bloom will sell on a cash-basis only, and will stock only slightly more than one month’s inventory at any time, we do not anticipate any problems with cash flow, once we have obtained sufficient start-up funds.

Pro Forma Cash Flow
	Year 1	Year 2	Year 3
Cash Received
Cash from Operations
Cash Sales	$79,600	$137,200	$166,600
Subtotal Cash from Operations	$79,600	$137,200	$166,600
Additional Cash Received
Sales Tax, VAT, HST/GST Received	$0	$0	$0
New Current Borrowing	$0	$0	$0
New Other Liabilities (interest-free)	$0	$0	$0
New Long-term Liabilities	$0	$0	$0
Sales of Other Current Assets	$0	$0	$0
Sales of Long-term Assets	$0	$0	$0
New Investment Received	$0	$0	$0
Subtotal Cash Received	$79,600	$137,200	$166,600
Expenditures	Year 1	Year 2	Year 3
Expenditures from Operations
Cash Spending	$0	$0	$0
Bill Payments	$64,913	$117,356	$135,553
Subtotal Spent on Operations	$64,913	$117,356	$135,553
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out	$0	$0	$0
Principal Repayment of Current Borrowing	$15,000	$13,860	$13,860
Other Liabilities Principal Repayment	$0	$0	$0
Long-term Liabilities Principal Repayment	$0	$0	$0
Purchase Other Current Assets	$0	$0	$0
Purchase Long-term Assets	$0	$0	$0
Dividends	$0	$0	$0
Subtotal Cash Spent	$79,913	$131,216	$149,413
Net Cash Flow	($313)	$5,984	$17,187
Cash Balance	$70,037	$76,021	$93,208

7.4 Projected Balance Sheet

The Balance Sheet, below, shows our projected assets and liabilities for the three years of the plan, including accumulated depreciation of long-term assets.

Pro Forma Balance Sheet
	Year 1	Year 2	Year 3
Assets
Current Assets
Cash	$70,037	$76,021	$93,208
Inventory	$3,947	$6,803	$8,236
Other Current Assets	$0	$0	$0
Total Current Assets	$73,984	$82,824	$101,444
Long-term Assets
Long-term Assets	$11,550	$11,550	$11,550
Accumulated Depreciation	$1,150	$2,300	$3,450
Total Long-term Assets	$10,400	$9,250	$8,100
Total Assets	$84,384	$92,074	$109,544
Liabilities and Capital	Year 1	Year 2	Year 3
Current Liabilities
Accounts Payable	$8,392	$9,758	$11,265
Current Borrowing	$35,000	$21,140	$7,280
Other Current Liabilities	$0	$0	$0
Subtotal Current Liabilities	$43,392	$30,898	$18,545
Long-term Liabilities	$0	$0	$0
Total Liabilities	$43,392	$30,898	$18,545
Paid-in Capital	$45,000	$45,000	$45,000
Retained Earnings	($11,600)	($4,008)	$16,176
Earnings	$7,592	$20,184	$29,822
Total Capital	$40,992	$61,176	$90,999
Total Liabilities and Capital	$84,384	$92,074	$109,544
Net Worth	$40,992	$61,176	$90,999

7.5 Business Ratios

Business ratios for the years of this plan are shown below. Industry profile ratios based on the Standard Industrial Classification (SIC) code 5992, Florists, are shown for comparison.

Ratio Analysis
	Year 1	Year 2	Year 3	Industry Profile
Sales Growth	0.00%	72.36%	21.43%	0.24%
Percent of Total Assets
Inventory	4.68%	7.39%	7.52%	36.28%
Other Current Assets	0.00%	0.00%	0.00%	24.49%
Total Current Assets	87.68%	89.95%	92.61%	76.91%
Long-term Assets	12.32%	10.05%	7.39%	23.09%
Total Assets	100.00%	100.00%	100.00%	100.00%
Current Liabilities	51.42%	33.56%	16.93%	39.45%
Long-term Liabilities	0.00%	0.00%	0.00%	11.77%
Total Liabilities	51.42%	33.56%	16.93%	51.22%
Net Worth	48.58%	66.44%	83.07%	48.78%
Percent of Sales
Sales	100.00%	100.00%	100.00%	100.00%
Gross Margin	70.00%	70.00%	70.09%	38.48%
Selling, General & Administrative Expenses	#VALUE!	68.09%	#VALUE!	23.26%
Advertising Expenses	0.00%	0.00%	0.00%	2.12%
Profit Before Interest and Taxes	16.33%	22.04%	26.00%	1.54%
Main Ratios
Current	1.71	2.68	5.47	1.68
Quick	1.61	2.46	5.03	0.68
Total Debt to Total Assets	51.42%	33.56%	16.93%	57.66%
Pre-tax Return on Net Worth	26.46%	47.13%	46.82%	3.25%
Pre-tax Return on Assets	12.85%	31.32%	38.89%	7.68%
Additional Ratios	Year 1	Year 2	Year 3
Net Profit Margin	9.54%	14.71%	17.90%	n.a
Return on Equity	18.52%	32.99%	32.77%	n.a
Activity Ratios
Inventory Turnover	9.79	7.66	6.63	n.a
Accounts Payable Turnover	8.73	12.17	12.17	n.a
Payment Days	27	28	28	n.a
Total Asset Turnover	0.94	1.49	1.52	n.a
Debt Ratios
Debt to Net Worth	1.06	0.51	0.20	n.a
Current Liab. to Liab.	1.00	1.00	1.00	n.a
Liquidity Ratios
Net Working Capital	$30,592	$51,926	$82,899	n.a
Interest Coverage	6.03	21.54	60.96	n.a
Additional Ratios
Assets to Sales	1.06	0.67	0.66	n.a
Current Debt/Total Assets	51%	34%	17%	n.a
Acid Test	1.61	2.46	5.03	n.a
Sales/Net Worth	1.94	2.24	1.83	n.a
Dividend Payout	0.00	0.00	0.00	n.a

Pro Forma Profit and Loss
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Sales		$0	$0	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$11,960	$11,960
Direct Cost of Sales		$0	$0	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$3,588	$3,588
Other Costs of Goods		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Cost of Sales		$0	$0	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$3,588	$3,588
Gross Margin		$0	$0	$4,872	$4,872	$4,872	$4,872	$4,872	$4,872	$4,872	$4,872	$8,372	$8,372
Gross Margin %		0.00%	0.00%	70.00%	70.00%	70.00%	70.00%	70.00%	70.00%	70.00%	70.00%	70.00%	70.00%
Expenses
Payroll		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Marketing & Advertising		$0	$0	$464	$464	$464	$464	$464	$464	$464	$464	$464	$464
Depreciation		$0	$0	$115	$115	$115	$115	$115	$115	$115	$115	$115	$115
Rent		$0	$0	$0	$0	$600	$600	$600	$600	$600	$600	$600	$600
Delivery Labor		$0	$0	$400	$400	$450	$450	$500	$500	$500	$500	$600	$700
Temp Labor		$0	$0	$0	$192	$192	$0	$0	$0	$0	$0	$192	$192
Contracted Floral Designer		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Insurance		$0	$0	$339	$339	$339	$339	$339	$339	$339	$339	$339	$339
Dues & Subscriptions		$0	$0	$25	$25	$25	$25	$25	$25	$25	$25	$25	$25
Repairs & Maintenance		$0	$0	$100	$100	$100	$100	$100	$100	$100	$100	$100	$100
Supplies		$0	$0	$265	$265	$265	$265	$265	$265	$265	$265	$265	$265
Taxes		$0	$0	$133	$133	$133	$133	$133	$133	$133	$133	$133	$133
Other Fees		$0	$0	$150	$150	$150	$150	$150	$150	$150	$150	$150	$150
Buildout Costs		$0	$9,000	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Deposits		$1,000	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Utilities		$0	$0	$350	$350	$350	$350	$350	$350	$350	$350	$350	$350
Van	15%	$0	$0	$141	$141	$141	$141	$141	$141	$141	$141	$141	$141
Merchant Fees		$0	$0	$133	$133	$133	$133	$133	$133	$133	$133	$133	$133
Total Operating Expenses		$1,000	$9,000	$2,615	$2,807	$3,457	$3,265	$3,315	$3,315	$3,315	$3,315	$3,607	$3,707
Profit Before Interest and Taxes		($1,000)	($9,000)	$2,257	$2,065	$1,415	$1,607	$1,557	$1,557	$1,557	$1,557	$4,765	$4,665
EBITDA		($1,000)	($9,000)	$2,372	$2,180	$1,530	$1,722	$1,672	$1,672	$1,672	$1,672	$4,880	$4,780
Interest Expense		$208	$208	$202	$196	$190	$183	$177	$171	$165	$158	$152	$146
Taxes Incurred		($362)	($2,763)	$616	$561	$368	$427	$414	$416	$418	$420	$1,384	$1,356
Net Profit		($846)	($6,446)	$1,438	$1,308	$858	$997	$966	$970	$975	$979	$3,229	$3,163
Net Profit/Sales		0.00%	0.00%	20.67%	18.80%	12.32%	14.32%	13.88%	13.94%	14.00%	14.07%	27.00%	26.45%

Pro Forma Balance Sheet
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Assets	Starting Balances
Current Assets
Cash	$70,350	$70,322	$69,289	$68,312	$67,590	$67,499	$66,976	$66,587	$66,168	$65,753	$65,343	$69,791	$70,037
Inventory	$1,500	$1,500	$1,500	$2,297	$2,297	$2,297	$2,297	$2,297	$2,297	$2,297	$2,297	$3,947	$3,947
Other Current Assets	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Current Assets	$71,850	$71,822	$70,789	$70,608	$69,887	$69,796	$69,273	$68,884	$68,465	$68,050	$67,640	$73,737	$73,984
Long-term Assets
Long-term Assets	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550	$11,550
Accumulated Depreciation	$0	$0	$0	$115	$230	$345	$460	$575	$690	$805	$920	$1,035	$1,150
Total Long-term Assets	$11,550	$11,550	$11,550	$11,435	$11,320	$11,205	$11,090	$10,975	$10,860	$10,745	$10,630	$10,515	$10,400
Total Assets	$83,400	$83,372	$82,339	$82,043	$81,207	$81,001	$80,363	$79,859	$79,325	$78,795	$78,270	$84,252	$84,384
Liabilities and Capital		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Current Liabilities
Accounts Payable	$0	$818	$6,231	$5,997	$5,352	$5,788	$5,653	$5,683	$5,679	$5,675	$5,670	$9,924	$8,392
Current Borrowing	$50,000	$50,000	$50,000	$48,500	$47,000	$45,500	$44,000	$42,500	$41,000	$39,500	$38,000	$36,500	$35,000
Other Current Liabilities	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Current Liabilities	$50,000	$50,818	$56,231	$54,497	$52,352	$51,288	$49,653	$48,183	$46,679	$45,175	$43,670	$46,424	$43,392
Long-term Liabilities	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Total Liabilities	$50,000	$50,818	$56,231	$54,497	$52,352	$51,288	$49,653	$48,183	$46,679	$45,175	$43,670	$46,424	$43,392
Paid-in Capital	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000	$45,000
Retained Earnings	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)	($11,600)
Earnings	$0	($846)	($7,292)	($5,853)	($4,545)	($3,687)	($2,690)	($1,725)	($754)	$221	$1,200	$4,429	$7,592
Total Capital	$33,400	$32,554	$26,108	$27,547	$28,855	$29,713	$30,710	$31,675	$32,646	$33,621	$34,600	$37,829	$40,992
Total Liabilities and Capital	$83,400	$83,372	$82,339	$82,043	$81,207	$81,001	$80,363	$79,859	$79,325	$78,795	$78,270	$84,252	$84,384
Net Worth	$33,400	$32,554	$26,108	$27,547	$28,855	$29,713	$30,710	$31,675	$32,646	$33,620	$34,600	$37,829	$40,992

Sales Forecast
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Sales
Retail Sales	0%	$0	$0	$660	$660	$660	$660	$660	$660	$660	$660	$660	$660
Commercial Accounts	0%	$0	$0	$3,300	$3,300	$3,300	$3,300	$3,300	$3,300	$3,300	$3,300	$3,300	$3,300
Frequent Buyer Programs	0%	$0	$0	$3,000	$3,000	$3,000	$3,000	$3,000	$3,000	$3,000	$3,000	$3,000	$3,000
Holidays/Events	0%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$5,000	$5,000
Total Sales		$0	$0	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$11,960	$11,960
Direct Cost of Sales		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Flowers & Materials		$0	$0	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$3,588	$3,588
Other		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Direct Cost of Sales		$0	$0	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$2,088	$3,588	$3,588

Pro Forma Cash Flow
		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Cash Received
Cash from Operations
Cash Sales		$0	$0	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$11,960	$11,960
Subtotal Cash from Operations		$0	$0	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$11,960	$11,960
Additional Cash Received
Sales Tax, VAT, HST/GST Received	0.00%	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Current Borrowing		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Other Liabilities (interest-free)		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Long-term Liabilities		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales of Other Current Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Sales of Long-term Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
New Investment Received		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Cash Received		$0	$0	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$6,960	$11,960	$11,960
Expenditures		Month 1	Month 2	Month 3	Month 4	Month 5	Month 6	Month 7	Month 8	Month 9	Month 10	Month 11	Month 12
Expenditures from Operations
Cash Spending		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Bill Payments		$28	$1,033	$6,438	$6,181	$5,552	$5,983	$5,849	$5,879	$5,875	$5,870	$6,013	$10,213
Subtotal Spent on Operations		$28	$1,033	$6,438	$6,181	$5,552	$5,983	$5,849	$5,879	$5,875	$5,870	$6,013	$10,213
Additional Cash Spent
Sales Tax, VAT, HST/GST Paid Out		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Principal Repayment of Current Borrowing		$0	$0	$1,500	$1,500	$1,500	$1,500	$1,500	$1,500	$1,500	$1,500	$1,500	$1,500
Other Liabilities Principal Repayment		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Long-term Liabilities Principal Repayment		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Purchase Other Current Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Purchase Long-term Assets		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Dividends		$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0	$0
Subtotal Cash Spent		$28	$1,033	$7,938	$7,681	$7,052	$7,483	$7,349	$7,379	$7,375	$7,370	$7,513	$11,713
Net Cash Flow		($28)	($1,033)	($978)	($721)	($92)	($523)	($389)	($419)	($415)	($410)	$4,447	$247
Cash Balance		$70,322	$69,289	$68,312	$67,590	$67,499	$66,976	$66,587	$66,168	$65,753	$65,343	$69,791	$70,037

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Writing a Powerful Flower Farming Business Plan (Template Included)

Are you dreaming of turning your passion for growing beautiful flowers into a thriving business? Starting a successful cut flower farm requires meticulous planning and preparation. One of the most important first steps is creating a comprehensive and powerful flower farming business plan. In this post, I will guide you in writing yours.

Having a well-crafted business plan for your cut flower business is crucial for several reasons:

Table of Contents

What Is a Flower Farm Business Plan?

The key components of a flower farm business plan typically include:

Why Do I Need a Flower Farm Business Plan Before Starting a Cut Flower Farm?

Last but not least, ensure you meticulously identify and claim all eligible deductions for flower farming . This will enable you to retain a greater portion of your well-deserved earnings from the fruits of your labor . Additionally, consider forming a Limited Liability Company (LLC) for your flower farming business , as it can provide personal liability protection and potential tax benefits. I recommend reading my article about Maximizing Tax Deductions for Flower Farming Businesses to explore more than 100 potential deductible expenses when growing cut flowers as a business (whether you’re growing in your backyard or have a flower farm).

Flower Farming Business Plan Template

1. executive summary, brief overview of your flower farm business.

Provide a concise summary of your flower farming operation.

Products/services offered

Target customers, future vision and growth plans.

A SWOT analysis is a strategic planning tool that evaluates the Strengths, Weaknesses, Opportunities, and Threats of a business or project. Learn How to Do a SWOT Analysis.

2. Company Description

Business name, address, and contact information, principal members and their qualifications/experience, legal structure.

Ready to profit from your passion? Start your own online business and make it legal with Bizee. Click here.

Company details

Human resources plan, list of farm assets.

Provide an inventory of current assets like equipment, vehicles, and supplies.

3. Market Research

Industry overview and trends, relevant regulations and licensing requirements, 4. product/service line, detailed description of products/services offered, pricing structure.

Explain your pricing model and strategy for each offering.

5. Marketing and Sales

Marketing strategies, sales channels, five-year business development plan, 6. financial projections, start-up costs, operating expenses.

Project ongoing costs for labor, supplies, utilities, insurance, etc.

Revenue forecasts

Break-even analysis, financing needs, 7. appendices, supporting documents, list of potential suppliers and vendors.

Identify companies from which to source supplies and services.

Tax and legal considerations specific to your business

Sign up and download your flower farming business plan template pdf, about julia morgan, 2 thoughts on “writing a powerful flower farming business plan (template included)”.

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Feb 28 How to Create a Solid Business Plan for Your Flower Farm

So, you want to start a flower business. You have a name picked out, you know you want to sell flowers, but maybe you're a little unsure how to get started. Don't panic!

A new business startup can be an overwhelming and confusing process. But there is one key thing you can do at the very beginning of starting your business that will not only help you get organized, but will also set you up for success in your first year and all the years that follow.

That key ingredient is a solid flower farming business plan.

Creating a florist business plan is essential in establishing a foundation of success.

What is a business plan? 

A business plan is a written document that outlines what your company does and how it operates.

Essentially, it’s a roadmap for your business that helps you accomplish your business goals.

Developing a solid flower farming business plan takes time, patience, and a willingness to scrap and start over.

However, the time invested in developing your business plan is absolutely worth it, especially when the insanity of the flower world comes closing in and you need something to help you refocus in the middle of the chaos.

Why is a flower farming business plan so important? 

For starters, a plan gives some structure and organization to your business, especially in the startup phase, and helps you determine your goals.

A business plan also helps you develop your target market and what you're selling. It will keep you on track financially too. Business plans can also be used to apply for funding or find potential business partners.

Sound overwhelming? It can be hard to know where to start when developing a flower farming business plan. There are many online templates and even services that will help develop your plan for you. Though, many of these are geared toward bigger companies with many products and employees and large amounts of financial data.

And if you're like me, you are probably starting your flower business with only a couple of products and one employee (you).

“ It can be hard to know where to start when developing a flower farming business plan. ”

In the sections below, I share some information on how I created my business plan from a small-scale flower farming perspective. Keep in mind that there is no set template for a business plan, and you can make yours however you see best.

Also, business plans can and should be fluid as your business grows or your goals change. But hopefully, this article can help you understand the most important aspects of a business plan and help you start writing your own.

My floral business plan is broken into the following sections—and I will go into more detail on each of them in the following paragraphs:

Company Description

Products and services, marketing plan, operations plan, financial plan.

This section in your plan should start by listing your company name and the date it was founded.

You can also mention your legal structure (sole proprietorship, LLC, etc.) and why you chose that structure.

Then it should include your mission statement. Why does your company exist? What does your company value? This can be hard to develop, so a helpful exercise is to write down what comes to mind when you think about your flower business.

You might write things like "beauty" and "happiness," but also try to think a little deeper about why you want to start your flower business in the first place.

“ My mission for my business became that I wanted to provide my customers with sustainably and locally grown flowers. ”

For me, I kept coming back to "sustainable" and "local" because those are two things I really value. So my mission for my business became that I wanted to provide my customers with sustainably and locally grown flowers.

This section of your floral business plan should also briefly touch on what products or services you are planning to sell.

You will go into more detail on this in your Products and Services section, but providing a short description of what you intend to sell will give the reader context for your business operations and your goals.

Your business plans should include several sections, including goals—both short and long term.

The next part of this section should list your short-term and long-term business goals.

This section is essential because it defines how you want your business to grow and progress.

Setting goals also forces you to focus on what you want to get out of your business. Goals should follow the SMART principle:

Specific: Define a clear, specific goal.

Measurable : Give yourself the ability to track your progress by determining a metric you want to hit.

Attainable : Be realistic. Think about your constraints (budget, time, etc.) and make sure you can realistically hit your goal.

Relevant: Make sure your goal aligns with your mission and your values.

Time-based: Give yourself a timeline for achieving your goal to encourage yourself to stay motivated.

Here are a few examples of SMART goals that are relevant to a flower farming business:

I will have 3 contracts with local florists in place by the end of year 4.

I will save $3500 of my net profits to fund the construction of a greenhouse in April 2023.

I will sell 30 bouquet subscriptions during my first year of business.

Remember that your flower farming business plan is fluid, and your goals will change as your company grows. Visit this section of your business plan often—not only to keep yourself moving toward your goals, but also to determine if you want to set new goals as your business grows.

You should also write briefly on your industry and target market in this section, but you will have an opportunity to go into more detail on these items in your Marketing Plan section.

Discuss if your industry is growing or stable and how you will take advantage of the available market space. How will you be competitive? What sets you apart?

You can always come back to this section of your company description after you've done the research to develop your Marketing Plan, which we will talk more about later.

In this section of your flower farming business plan, you’ll go into detail on what products or services you will sell.

It might sound simple (flowers—duh), but how exactly will you sell those flowers? Will you sell wholesale to florists? Are you going to create your own bouquets to sell yourself or at a place like a farmer's market? Will you offer other floral services like wedding work or host flower-arranging workshops?

List each product or service, and then describe how that product will be created or how the service will be executed.

For the bouquet subscriptions I offered during my first year in business, I listed the following:

How often each bouquet would be offered (weekly)

How the bouquet would reach my customers (delivery)

How long the subscription would run (6 weeks)

How many stems would be in each bouquet (20 stems)

What the bouquets would be transported in (mason jars)

How far I was willing to travel to deliver the bouquets (30 miles)

The last piece of this section is to list each product or service's price and briefly describe how that price was determined.

“ List each product or service, and then describe how that product will be created or how the service will be executed. ”

I find it helpful to come back to this piece after completing the Marketing Plan section, where you will research your target market and your local competitors, and the Financial Plan section, where you will set your budget and profit goals.

Knowing your competition will inform your business decisions.

This section is where the bulk of your research will be done, and I think it is best to complete this section pretty early in creating your business plan.

Chances are, if you've decided to start a flower-farming business, you already know a little about the flower-farming industry.

However, you should still do some in-depth market research to truly understand the industry and what you are getting into.

Overall, the demand for locally grown flowers is increasing, but what is the demand like in your local area, or within your target market?

If you are planning to supply to local florists, research the latest trends in floral design to understand what their needs and demands are like. 

Researching your local competition is an important part of your marketing plan and will also help you determine current demand in your area.

If there are well-established flower farms in your area, check out their website or social media pages to see what products and services they are offering and what their prices are like.

This will help you determine whether you can be competitive with your products and what price you should set for those products to get a portion of the market share.

“ You should view your other local flower professionals as an opportunity for collaboration and learning. ”

Something important to remember is that, although we use the word competitor in the context of target markets and business planning, you should view your other local flower professionals as an opportunity for collaboration and learning.

The flower-farming industry is open and welcoming. It is full of valuable knowledge that you will miss out on if you close yourself off and treat your other local businesses as competition.

When you start your own flower farming or floral design business, reach out to other local flower farms or floral professionals on social media or even in person. I can almost guarantee you will find a network of fantastic, like-minded people willing to collaborate and share ideas.

Back to your Marketing Plan, though—you should also list the risks associated with your business and product offerings. What could happen that would keep you from reaching your goals?

Unfortunately, in an industry that relies heavily on mother nature, a lot can go wrong. Disease, pests, and extreme weather are all major risks.

Burnout is another risk. Farming is hard work with long days, especially if you launch your flower business as a side-hustle to a typical day job. How will you overcome the challenges associated with these risks?

We will talk more about risk mitigation in our Operations Plan, but listing your potential roadblocks in your business plan and thinking ahead of time about how you will address them will help you be prepared when they inevitably occur.

Lastly, your Marketing Plan should also describe your target customer:

Who do you think will buy your product?

Where will they want to shop for it?

Do you need an in-person location, or can you just open up an online store?

How will your advertising reach them?

Will social media pages be sufficient to reach your target customer, or will you need a website or an ad in the local paper?

Your Marketing Plan is a crucial piece of your business plan that will help you determine what you are selling, who you are selling to, and how much you can anticipate selling.

The next section, your Operations Plan, will determine how you make your product and operate your business.

You’ll also need to detail out how your business will operate to accomplish your goals.

In this section, you should outline how your business will operate on a day-to-day basis. Start by describing how you will produce your product.

What kind of supplies and equipment will you need to create your product from start to finish?

In the flower production industry, this is everything you will need to start seeds, support growing seedlings, create an outdoor environment where your plants will thrive, harvest healthy flowers, and create your final product.

It also includes what you will do in the off-season to continue supporting your business. Thinking through the entire growing process—and really what an entire year looks like for your flower farming business—will help you spot potential hiccups in the process.

Listing out the necessary supplies and equipment to accomplish your operations will also help you develop a budget for your Financial Plan section of your business plan.

For my bouquet subscriptions, my list looked something like this:

Seed starting supplies: Seeds, seed trays, grow lights, heat mats, seed starting mix, vermiculite

Preparation of outdoor growing space: Compost, soil additives, tiller, landscape fabric, gardening gloves, shovels

Supporting healthy plants: Hoses, drip irrigation system, fertilizer, Neem oil for disease and pest control, backpack sprayer, support stakes, trellises, netting

Flower harvesting: Snips, pruners, buckets and vessels, flower preservative

Bouquet creation: Rubber bands, mason jars, paint, stickers, kraft paper

When you list these items, you should include what you anticipate being able to reuse and what will need to be purchased new each year.

If you have certain suppliers in mind, create a section to list your suppliers and their contact information.

Next, you should think about what else will be required to run your flower business.

Some things to consider include:

Will you need to buy/rent a brick-and-mortar space to sell your product? How will you maintain this space on a daily basis?

Will you need to create and maintain a website and online store? How often do you plan to update your webpage?

Will you have social media pages, and how will you manage posting to those pages? How often do you plan to post new content?

How will you track your expenses and your income?

How will you deliver your products or services?

Will you require help from others? How will they be compensated?

Lastly, think about the risks you outlined in your Marketing Plan. What can you do in your day-to-day operations to mitigate those potential risks?

For example, I planned to mitigate the risk of disease and pest damage by implementing weekly applications of Neem oil to my plants.

Don’t forget to create a financial plan! Budgeting is vital.

The last section of your flower farming business plan should cover the financial aspect of your business.

Many finance terms and confusing references to different "projections" and other phrases can surface when you start looking at the nitty-gritty of financial planning.

I have never had the brain to understand the deep world of finance, so reading about these terms made me feel completely overwhelmed. However, I do understand the importance of budgeting and that money management is the most critical factor in running a successful business.

So I pushed aside all those confusing terms and just started with the basics of creating a budget: expenses vs. income. I encourage you to start the same way. You can always return to this section and add more detail as your business grows and you have access to more financial data.

Luckily for you, by developing the other sections of your business plan, you've already done the bulk of the work for estimating your expenses and projected income.

Take a look at the lists you made in your Operations Plan for the supplies and equipment that will be required to operate your business. These are your anticipated expenses.

Then circle back to your Products and Services section, along with your Marketing Plan. What are you planning to sell, how much of that product are you planning to sell, and at what price? This is your projected income.

Your total projected income minus your total projected expenses result in your net profit. Look at this number—how does it align with your goals? Are you just breaking even, or is your profit enough to cover that greenhouse you wanted to fund?

If this number does not allow you to achieve your goals or encourage sustainable business growth, where can you make adjustments to the rest of your business plan?

“ It’s vital to be patient and take the time to set yourself and your business up for financial success.  ”

Should you charge more for your product or try to sell a larger volume to increase your income? Can you make any cuts in your spending to bring your total expenses down? If you can't make changes to either of those, you may need to adjust your goals to be more attainable. 

This part of your business plan development can be frustrating, but don't be afraid to be flexible and make changes. It can also be helpful to work through this portion with an accountant. They can also help you navigate the tricky tax laws that you will want to factor into your financial plan. It's vital to be patient and take the time to set yourself and your business up for financial success. 

What’s next after creating your flower farming business plan?

Now that you've made it through every section of your new business plan, read through it all again.

Is there anything you missed in your research or in listing out your day-to-day operations? Do you still feel strongly about your goals? It's okay to make changes until you feel like you've got it all right. 

After your first year of operation, and every year after that, revisit your business plan and make any necessary changes to it to continue reaching your goals and growing your business.

Remember that this is your business, your goals, and your dream. Create a plan that fits you and your values. Stick to your plan, and set yourself up for success. And don't forget to have fun and enjoy the ride!

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Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden i2dr TableofContentsTableofCntsfebaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaab5T.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.bvdwfCfhfystihbtfersCdoisferbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabITLabRdrnhrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabITLaTbCnetwbwiMsrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabITLa.bDnrsedrrbgfCdhbsedoEsdFrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabTGT7abHeihIrsrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabT.T7aTbCnetwbwiMsrbieihIrsrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabT.T7a.bledoEsdFbieihIrsrbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaabT.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.abHccdeCsMbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaab.TTT.aTbRdFosdebsedoEsdFbgienihbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaab.TTT.a.bRdrngdbfmbwdbsedoEsdFbaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaab.TT

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden c2dr h. Introduction The foundation of future feconomicC prosperi ty lies within the fie ld of entrepreneurship fCallejon Segarras hLLLB Iudretsch Keilbachs dMMiB Rosmas Stams Schutjenss dMhhaB Schumpeters hLidC. Ent repreneurship originates from innovations whi ch takes its point of departure in humanÕs ability to focus and be creative fWards dMMiB Idriana Constantins dMhMB Ko Rutl ers dMM6C. The se skills ares am ong otherss used to identify and develop business opportunities fRaron R. I.s dMMrB Ve salai nen Pi hkalas hLLLC where the development of a sustainable business model is a key ingredient fMorriss Schindehuttebs Illencs dMMcC. In order for humanÕs to develop and acquire these cognitive skillss food is a must. The lack or insecurity of food affects the development of these skills negatively fJyotis Frongillos Joness dMMcC. Furthermores research has shown that the development of these cognitive skills can be stimulated through a healthy diet fPieper Whaleys dMhhCs and since lunch is most peopleÕs only food intake during their workday it becomes an important and interesting field of studys at least in the eyes of the author. Several studies involving lunch have been carried out with school childrens all indicating improved academic and cognitive performance fRelota Jamess dMhhB Nelsons dMhhB Feinsteins dMMrCs thus improved ability to innovate and develop businesses. The scope of this paper is not concerning the nutritional elements of lunchs nor its effect on cognitive skills and innovations but the industry that has emerged around lunchtime at workplaces. This industry was chosen since it is relatively news with several int eresting business modelss and the fact that it is growing fsee belowC. Furthermores it has the potent ial to effect innovation2interpreneurshiph within the existing companiess as stated above. d. Problem and purpose In generals focus on eating habits has increased during the recent years in both Denmark and Sweden fMikkelsens et al.s dMMiC. The benefit businesss including the lunch industry fMatpŒjobbets dMhdB Nielsens dMM1Cs is growings and is expected to keep growing in both Denmark and Sweden fRandstads dMhhC. The benefit business had its general breakthrough at the beginning of the economic boom at the start of the dhst century. Companies in Denmarks and in the Western world in generals fought to keep and attract skilled personnel fDuggans dMhhB Stevnhoveds dMMrC. One way of doing this was to offer the employees fringe benefits fMotess dMhdC. I now common benefit in Denmarks which arose in this periods is employer paid or partly paid lunch. The common business model is lunch served as a delivery buffet directly at the ordering company fexamples of companies in Denmark which apply such a model areu frokost.dks frokostkokken.dks maaltidet.dk etc.C fDanielsens dMhMC. In Swedens a number of business models exist in the area of lunch benefits. The common Danish models as described aboves does not exists or companies operating in Swedens that apply this models has not been detected during the research for this thesis. The most common lunch business models found in Sweden a reu fhC coupons that employees buy from their employer with tax reductions and use as payment in restaurants fEdenreds dMhdC. fdC Delivery of ready5made frozen food that workers can buy with a tax reduction as well fMatpŒjobbets dMhdC. fgC Delivery of lunch as single dishes from different restaurants fgastroni.ses aptit.seC. Rusiness model number one is the oldest one and has existed in Sweden for more than dc years. aTbleofolContsfTsnTleofolContsfT5tlTseTt.fflnT5setslT.lT2nsneslMThdgf.liTfTidd Ressants dMMLC.T

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden r2dr Given the Scandinavian regionÕs close relations and similarities fLindell Irvonens hLL6B Ylalahtis hLLLC the countries first look to their neighbourss when expanding business beyond their native market fNordens dMhhs s. hhhC. One would think that companies within the lunch industry would have done the sames howevers this has not been the case and sos the objective of this study is a market comparison in order to identify why this has not happened. The research questions and purpose of this thesiss is to identifyu Why have the Danish and the Swedish lunch business modelss respectively not been introduced into the other country7 In order to answer this questions the following two elementss proposed as research questionss will be subjected to research. Tac rt.eT.oTetT6Cl1.gle.LTu.LCnT5setslTetTB.lsntT.l1TetTm51sntTLClhtTt.vsenwTTaTbleTofCenTtsTtl5fT.2eft5soTC5MMThnsd5geTiosCMegceTsrTlsCTtleTtCsT62Mt2nefThen6e5deTtle5nTM2o6l1TbleTeLhneff5soTur2ogBeotMTdM2efmT6sdenfTT62Mt2nMT2ogenftog5ocTsrTtleTceoef5fTsrTM2o6lTveld5s2nwTlv5tfTogTrds2nf1Tbl5fTeMeBeotTCfT6lsfeoTrtenTneg5ocT7sloffsowTetTM1TfdMMLCwTClsTfttefTtltTrssgTogTet5ocTneTgeehMyTeBveggegT5oT62Mt2ne1TTT7c rt.eTsnTetTyiTnChhnnT6.hedonTd6TetTvCnslnnTgd1LnT.ffLs1TslTetTLClhtTsl1CneoiTslT Blg.oyT.l1Tm51lTonfhesuLiwTTTaTbleTofCenTtsTtl5fT.2eft5soTC5MMTg5fhMyThsff5vMeTg5rreneo6efTogTf5B5Mn5t5efT5oTtleTCyTsrTgs5ocTv2f5oeffTC5tl5oTtleTtCsT6s2otn5efTM2o6lT5og2ftn5ef1TTThe word and elements of a business model can vary from one person to another fMorriss Schindehuttebs Illencs dMMcCs thus to create a common understanding the author refers to the work of Ilexander Osterwalder and Yves Pigneur fdMMLC. This model was chosen since it is one of the most popul ar among s cholars fKuparinens dMhdC. The y identify nine main categories fValue propositions Customer relationshipss channelss customer segmentss ke y activitiess key resourcess key partnerss c ost struc ture and revenue stream sCs which will underlie the second research question. g. Delimitation In order to ensure a more comparable study this paper will concentrate its empirical findings on the capitals of the two countries. This will be done in order to minimi ze pote ntial demographic and market issues. i. Frame of reference Comparative research in general aims at developing concepts and generalizations based on the identified similarities and differences among the social entities being compared fLewis5Recks Rrymans Liaos dMMis s. hcdC. Lewis5Recks Rrymans Liao furthermore argues that the primary scientific objective of comparative research is not theory testings per ses but concept formations elaboration and refinement fdMMis s. hcMC. Comparative research is often defined by its focus on phenomena that are of interest because they are rares meaning a small number of Ns whi ch gives the comparative research a strong induct ive component fLewis5Recks Rrymans Liaos dMMis s. hiLC. Cross5national research or analysis is a form of comparative researchs which concentrates on two or more countries fHantrais Mangens hLLrs s. hC.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden 62dr Scrutiny of the existing literature on comparative cross5national research suggest that there is no si ngle way to construct such research as diff erent scientists use different approa ches depending on the compa red s ubject. This assertion is supported by Hantrais Mangen fdMM6Cs two of the leading scientist within the field of cross5national comparative researchs who stat esuÒ There is no single recipes or one best wa ys for carrying out cross5national comparisonsÓ. In their book Cross5National Research Methodology Practise fdMM6Cs they have gathered articles discussing the main problematic areas within this type of research. The ideas and conclusions of this book provide the theoretical foundation of this paper. c. Method It the very beginning of this works several methodologies where considereds but as soon as the research objective stood clears a comparative study seemed to be the only logical choice. Due to the limited timeframe of this study a wide andTableaofCfntsfo5T.2sMCsChoTf2dhobTgodoTdoioco5rTsM5TsfTsTdof26Te1TaCfrTaCfTf25bTCfTLosMTeTtoTCModldoChoTsM5TcsfoTf25bTtsfo5u Is described in the section above there is no Òhow toÓ manual for conducting comparative research. Hences the author initially divided his research into two stages. fhCThe objective of the first stage was to researchs identify and describe lunch habits within the two countries. fdCThe intention of the second stage was to identify the content of different business models within the lunch industry in the two countries. In order to achieve an extensive knowledge within lunch habits and businesss a thorough literature reviews and several case studies fLeedy Omrods dMMhCs have been conducted. Due to the e xplorative int entions of the study fresearch questions one and tw oC a qualitat ive approach fFlicks dMMLB Lockyers dMM1C inspired by semi5structured interviews fIyress dMM1B Rernards dMMrC was chosen. Iccording to the Iyres fdMM1C and Rernard fdMMrCs the semi5structured approachs allows t he interviews to be more flexible and also permitting new questions and thoughts to be brought up during the interviews as a result of the communication between interviewer and respondent. I number of open5ended questions were to be used with the purpose of ensuring the respondents explicit view about the investigated subject. The first section of the results contains a literature review in order to identify and describe the fundamental values within lunch habits. This review contains official documents and studies from both national and Nordic institutionss as well as research from professional organizations and studie s by several scholars and scientists. The second se ction of the resul ts contains several case study interviews with leading actors within the lunch business industry. Prior to these interviews a manual was developed fcovering research question number twoC to ensure focus on the specific subject. This template was constructed on the basis of the Rusiness Model Canvas fOsterwalder Pigneurs dMMLCs wi th the intention of getting a t horough understanding of the business models of the current actorss in order to identify the key success factors of the industry. The prepared questions were open in form and gave the respondents the opportunity to put forward their answers in an explicit manner. The interview manual was first written in Englishs since the Rusiness Model Canvass on which the questions are based is in English. Furthermores the business terms used by the model are widely known in the two countries and do not have direct translationss let alone Scandinavian names. Howevers when conducting the interviewss the questions were asked in Swedish when the research subject was Swedishs and asked in Danish when the subject was Danish 5 this approach was selecteds following the recommendations of Lawrence fhL11C. The interview candidates were found using the Internet and the search engine Google s searching for words like ÒlunchÓs ÒfrokostordningÓ etc. The candidates in Denmarks where

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden 12dr found after a specific search on the wordsu Òfrokost ordning k¿benhavnÓd. The first i hits were initially chosen and contacted. These companies had different sizess and were found to give a representative picture of the business in the Copenhagen area. Iddit ionallys these searches unveiled a Danish com pany called Frokost.dk whos e busines s model is a mix between the common Danish one fbuffetC and the earlier described grd Swedish one fdelivery from different restaurantsC. Thi s company was c ontacted as wel l. Ifter these interviewss where one of the companies did not want to participates the answers were so similarB that the author felt no additional data was neededs and sos no more interviews were conducted in Denmark. The Swedish candidates initially chosens were the ones mentioned as examples in the problem and purpose section. Since scrutiny in the Internet search did not reveal any more companies engaged in the lunch industry within the Stockholm areas no more interviews were conducted. Ill of the inte rviewees fi Danish a nd i SwedishC had higher5level positions in the ir respective companiess and were often the operating managerss the companies CEOss or the owners themselves . I complete designation of occupation can be found in the inte rview resume in the appendix. 5.2 Methodologicalconsiderations I game5changing hurdle arose during the initial telephone calls. When candidates became aware of the intention to interview them on their business plan2models reluctance became obvious. It seemeds that the word business plan2model triggered this reaction. The solution to this problem was a rewrite of the interview manual concealing the business model questions in more acceptables less alarming ones. The finals amended version of the interview manual can be found in the appendix. The initial plan was to conduct face5to5face interviews w ith Stockholm candidatess and telephone interviews with the Danish candidates. The reason for this dissimilar approach was the authors profound believe in increased interaction when communicating face5to5face and the time and economic limitation of the project. Howevers when trying to set op face5to5face interviews in Stockholms the timetables of the candidates greatly complicated such meetingss and finally all interviews were done by telephone. This choice might decrease the level of interactions and thereby the quality of the interviewss but on the other hands it increases the comparability between the interviews conducted in the two countries. r. Results Is described in the methods this section is divided into two parts. The first part contains a review of the lunch habits within the two countries and the second part describes the content of different business models of different actors within the two examined countries. 6.1Lunchhabits Johanssons et al. fdMMLC concluded that food and e ating are deeply e mbedded in culture. dÒLunch solution CopenhagenÒ in Danish 5 httpu22www.google.com2search7qvfrokosttordningtkeCgeR1benhavnievutf51oevutf51aqvtrlsvorg.mozillaudauofficialclientvfirefox5a

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hM2dr did a doctoral thesis on ready meals from the Swedish consumers perspective and found that microwave ovens and ready meals are strongly connected in the mind of the consumers. Only 1e of her sample did not have access to a microwave oven at work2school Ð dMe did not have one at home. 6Me agreed that ready meals are tastys have improved and are sufficiently filling. dMe perceived ready meals as unhealthy. Furthermores Prims fdMM6C study connected ready meals with stress and time pressure. Ready meals where most commonly eaten at home for dinners or at work for lunch 5 iLe eats at least one ready meal a week fPrims dMM6C. Finally a study claims that people want to eat healthier buts due to high pricess they do not do sos and that people who eat a healthy lunch are more inclined to obtain a healthy way of living in general. fLunchfrŠmjandets dMhMC TTTBcced5CMmTeTvsffoMrTwsMfoMrT7Tyde66 o fdMMrCTthe typical food selection in Danish company canteenss consist of cold cutss a variation of breads sandwichs salad and one hot dish. Inother study indicates that the most frequently served dishes are fin orderC salads a warm dishs open sandwich fDanish sm¿rrebr¿dCs a hot dishs and finally sandwiches fMikkelsens et al.s dMMiC. I research paper from hLLc states that the percentage of Daness eating lunch at least four times a weeks in the age between dc5ris are 6rsre fF¿devaredirektoratets hLLcC. I more recent study finds that cLe prepare a packed lunchs at least every second day and ihe prepare it five times a week fLandbrug og F¿devarer af Synovates dMhMC. Furthermores this report argues that the number of alternatives are the greatest hazard to the packed lunchs thuss the amount of packed lunches are smaller in Copenhagen then any other place in Denmark. Finally the study asked the respondents how their packed lunch habits have evolveds and the result was that i1e have been making fewer packed lunches throughout the year prior to the research. This tendency is further being confirmed by a reports which documents an increased use of cante en fac ilities among younger people fhL 5gi Ye arsC fGroths S¿rensens Ri ltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Iccording to this studyTIRCTe1 the Danes eat lunch in a canteen five times a week. g6e eat at least one lunch a week in a canteen fGroths S¿rensens Riltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Their study further revealeds that only h6e eat a t least one ready meal a week at home. The re latively low numbers compared to Swedens are being explained by prioritizing of home cooked meals and a desire for fresh ingredients fGroths S¿rensens Riltoft5Jensens Matthiessens K¿rups Fagts dMMLC. Research claims that Lge of the Danes think that work canteens should make healthy food with many vegetables fLagneviks LindŽns Nybergs J¿rgensens Mikkelsens Thorsens dMMLCs and that c6e find it important that the packed lunch is healthy fLandbrug og F¿devarer af Synovates dMhMC. Is mentioned in the introductions Swedes that want to enjoy lunch with tax reduction have two choices. Either they can purchase Rikskupongers which is done by more than hrc.MMM people fticketrikskupongers dMhMCs or t hey c an purchase rea dy5made frozen at t heir workplaces which is done by more than 6c.MMM people fOlsons dMhdC fSkatteverkets dMhdC. In Denmark the only way to obtain tax benefits are through the canteen solution fSkats dMhdCs which a study shows that ghe of companies with more than hM employees offers fRamb¿ll Managements dMMcC. 6.2 Businessmodelinterviews Due to the rewritten interview manuals the resume of the interview answers given below is subjected to a great deal of interpretation by the author of this paper. The Danish lunch companies are focusing on serving healthy and fresh made food to work staff. Their offered val ue propositions could be described as making sure that staff in

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hh2dr customer companies are getting feed well during their workday in order for these to contribute their utmost. The Swedish companiesÕ answers are very similars with the addition that they see themselves as a burden easier and a way of increasing efficiency. Iccording to the inte rviewed compani ess in both countriess a typical cus tomer cannot be described as they have all kinds in their portfolio Ð both regarding industry and number of employees as well as type of work perf ormed etc .. Howevers the tendency to use l unch companiess such as the intervieweds seems greater among academic heavy companies than manufacturers. This tendency is particularly valid among the Swedish companies applying business model number three. Furthermores several of the respondents claim that art isan companies and shops do not use this kind of services do to odd working hours and lack of facilitiess such as a common eating area2room. Ill respondents state customer relationship as a key factor within this industry. They all have regular mail and telephone correspondences and several have developed systems to tracks document and analyse customer satisfaction regarding variations qualitys delivery etc. Regarding accretion of new customerss all interviews indicate that it is generally the lunch companies that seek up the pot ential customers rather than cust omers coming to the m. Internet advertising fgoogle adwordsCs companies2employees networks referencess booking of sales meetings etc. are all mentioned as ways of getting new customers. Is described aboves a typical customer does not exists and therefore a typical customer profile cannot be made or used when segmenting the market. One company reported that they mainly look at companiess which had their physical location close to already existing customerss so that transportation cost could be divided on a larger customer group. Inother company saids that they mainly targeted companies that already had a lunch arrangement but with a different company. The tendency for lunch compani es to s eek up custome rs seemed stronger in Sweden t han in Denmark. One Swedish interviewee even saidu ÒThe customers never come to uss we always contact themÓ. This interviewee further stresseds that in his point of views this was connected with a non5existing tradition of Swedish companies taking care of their employeeÕs lunch. When asked about preferences and patterns within the customerÕs choice of food based on industrys type of work or education etc.s no general tendencies were observeds althoughs they all greatly stre ssed the importance of variation. Ill respondents underl ined the fac t that physical hard work requires more energy2food than sitting down in front of a computer all days and t hat younger pe ople and men tend t o e at more than older people and wome n. Furthermores some Danish lunch companies said that they saw a small trend among some academic intensive companies to order a little more sophisticated food e.g. sushi or exotic dishes but this was not a general picture. One of the Swedish interviewees stated some food ordering differences connected to which area of Stockholm city their customerÕs office was located in. The typical Danish lunch buffet offering consists of a hot dishs some saladss cold cuts and different kinds of bread incl. butter. Regarding ecology and health issues some respondents reported dissimilarities between what was spoken out loud and what the customers actually wanteds or maybe wanted to pay for. Most of the interviewees found their possibility of affecting the lunch market and behaviours in their respective countriess to be very limited. In generals they said that they just followed the market needs and trendss which are controlled by the customers. It is a general opinions in both countriess that one of the most important activitiess if not the most importants is the connection and communication with the customers. Some companies do this in a very organised way e.g. week5 or monthly questionnaire among the customers employeess in order to constantly adjust and optimize the offered product. Other companies keep the contact more casuals although still frequents with face5to5face meetings or telephone calls focusing on a personal relation with their customers. Most oftens howevers the bigger

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hd2dr players perform both structured and un5structured customer surveys f requently. The companies applying a business model where they do not make the food themselves state communication with their suppliers to be vital as well. Regarding the question on how the different companies differentiate themselvess the answers can be summed up in two wordsu variation and service. I few companies mentioned their it5systems as wells but this was just seen an instrument to reach service and food variation. If the respondents pointed out any partnershipss which far from all dids it was mainly that with their respectively suppliers. Is described aboves this depended to a large extend on which business model that the particular company applied. One Swedish company told about a co5operation with a branch organisation of restaurant ownerss and one Danish companys about them being part of an educational program. When the respondents where asked about what they found to be most important to succeed in their industry they all had quite similar answers. The element mentioned most often was variation. The interviewees stated that this element is crucial if one wanted to survive in the businesss and that selection variation and menu planning have to be implemented with great diligence. Delivery and logistic s was another important element that e specially Swedi sh operators mentioned several times. I general themes which goes for almost any businesss was customer focus e.g. observing and constantly identifying customer needs and wants in order to adjust the product. Food quality and nutritional balance were mentioned a few times as well. 6. Inalysis The following section contains an analysis of the findings in the result section. 7.1Lunchhabitsanalysis I personÕs food habits are greatly affected by ones childhood experiences. In Sweden the free school lunch for everyone is embedded in the society and is seen as part of the educational system. This could very well be the reason for most grown5up swedes to perceive the lunch as important compared to breakfast and dinner. Furthermores the school tradition of hot lunch is carried into the adult lifes as most Swedes prefer to eat a hot meal for lunch. Contrary to thiss most Danes eat the lunch cold and prefer rye bread open sandwichess as they know them from childhoods schools work and the Danish culture2society in general. Howevers it seems that the trend is moving away from packed lunches. The packed lunch symbolises a little piece of Òfamily2mom and dadÓ. The fact that Swedes are served their school lunch in a canteens thus get used to a food serving environments could be the explanation for more Swedes to choose restaurant2staff canteens compared to Danes. It seem s that Swedes have a more positive attitude towards ready meals than Daness in general. The populations of both countries seem to desire a healthy and nutritional lunch. Finallys similar tax reduction is possible in both countriess and does by suchs not influence the comparison of lunch eating habits. The tax benefit in both countries is directed at eating in restaurants2canteenss hence the number of people choosing the option might be lowers than if the reduction was not available. 7.2 Interviewanalysis The lunch industriess in the two examined countriess appear quite similar at the first glance. This thought is confirmed by the interviews in this study. Ilthough there may be differences in the applied business modelss the basic content and areas of importance are more or less the same.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hg2dr Due to the re write of the intervi ew manual it was difficult to get exact a nswers on the interviewed companiesÕ value propositi ons. Howevers the answers circul ated around the convenience of delivery of healt hy food. Regardi ng customer segmentat ions a typi cal customer could not be described in neither of the two countriess nor in any of the interviewed companies. Nonethelesss the us e of lunch companies seemed more wide spread among academic companies in both countries. Concerning the act of attracting new customerss no differences were reported between the two countries. Roth used direct and indirect channelss such as sal es persons ca lling potential customers s and different ki nds of marketing and commercials e.g. Google adwords. Ill respondents agreed that customer relationship is an essential element if one wants to succeed in the lunch busine ss indust ry. They all mentioned buildi ngs maintaining and developing customer relationships as key activities. Howevers the way of doing this depends more on the particular lunch company than on applied business model or operating country. Furthermores most companies regarded their way of doing this as one of their key resources. Some respondents re ferred to advanced IT5systems and structured processe s in t heir communication and partnership with the customerss and others often smaller companiess told about occasiona l telephone calls and sporadic ques tionnaires. Inother key resource mentioneds by all respondentss were the ability to vary the offered solution. Suppl ier partnerships were declared importants but only by the companies that apply a business models where these play an essential role e.g. those companies that bought the food from independent restaurants. The key success factors emphasised by the respondents did not differ between the countries or applied business model. Variations delivery and logisticss customer focuss and quality were identified as the four most important elements if one wants to succeed in the lunch business industry in Sweden or Denmark. 1. Conclusion From the day Swedes begin in school they get used to hot meals for dinner. Furthermores they get accustomed to a restaurant2canteen environment when dining for lunch. These early life experiences seems to deeply affect the habits of most Swedish peoples as the traditions of restaurant visits and hot meals for lunch are continued throughouts at leasts their work life. The fact that many Swedes prefer to eats at leasts some of their lunches in a restaurants have led to the existence of a rather large lunch restaurant industry compared to Denmark. The Danish children grow up with a home packed lunch in their school bagss containing rye bread and cold cuts. I traditions which many of them brings into their adult life. Howevers the traditional Danish way of lunching got heavily influenced by the breakthrough of the lunch business industrys which came about with the economic boom in the start of the dhst century. I still increasing number of Danish companies incorporate a lunch arrangement in their daily activities. The Swedish tradition of eating ones lunch in a restaurant was pickeds and further developeds by Edenreds the company who offers ÒRikskupongerÓs back in hL1c. Todays one of their greatest strengths is their network as such a business model requires a number of restaurants to participate and accept their payment methods e.g. couponss in order to function properly. Is the lunch restaurant industrys known from Swedens virtually does not exist in Denmarks such a business models as the one applied by Edenteds would be very difficult to implement in Denmarks which probably is the reason why this have not been done. The general Danish attitude towards ready5made meals is properly the reason why the second Swedish business models with delivery of frozen ready5made foods has not been introduced on the Danish market. This model mights howevers work if the delivered food is fresh instead of frozens as the Danes are used to eat cold lunch.

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hi2dr The third Swedish business modesl with delivery of lunch as single dishes from different restaurantss becomes kind of superfluous when compared to the common Danish business model of buffet deliverys or at least when compared to the business model of frokost.dks where the customer can choose between a number of kitchens2restaurants and change this as often as one would wish to. It first sight the commonly applied business model of buffet delivery in Denmarks seems to fit better with the Swedish society and traditions as the hot lunch meal served as a buffet is more embedded in the Swedish than in the Danish culture due to the childhood experiences in school. When examining the actors of the lunch business industry in the two countriess no major differences in the content of the business models were found. Furthermores the same four key success factors were identified in both countries fVariations delivery and logisticss customer focuss and qualityC. Thuss this study shows no obvious explanation to why this business model has not been introduced into the Swedish market. L. Future research Refore rushing in and f ounding a com pany with this business m odel in Swede ns further research into preferences of the Swedish populationÕs lunch habits is advisable as this could enlighten potential problematic areass and perhaps provide a more detailed explanation to why this model have not been introduced earlier. Idditionallys a thorough study of Swedish law and regulations could add other important elementss and last but not least a survey of the potential customers fbeing companiess if the Danish business model if followed accuratelyC interest would be crucial to a potential business. hM. Source of error In the following section the author will try to describe a number of the potential errors that have been made throughout this paper. The section on lunch habits is based on a large number of studies by several researchers and scholars. Since these s tudies differ in thei r designs number of respondent s and research methodologys their results and conclusions may not be summed up or compiled as it has been dones and their level of representativeness might undermine the conclusions made in this paper. The empirical part of this study contains a number of potential errors as well. The research relies on a number of intervi ews that might be too s mall t o justify the conclusions. Furthermores the rewrite of the interview manual added a substantial veracity hazard as the new questions might not trigger an answer to the element wished fors and that the answers were subjected to the authorÕs interpretation. The last of the major possible errorss which will be accounted for heres were the interviews themselvess where the interview technique and language differences fin SwedenC might have biased or triggered uncompleted answers. b

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hc2dr hh. References G1os.l.HTBcHTITJdlne.leslH TmcTK7LaLMc TNleofo lContsfTGl1TJo.esuseicTIooMfTsrTRsBh2tt5s oMTC6sosB56fTwTDTKIOMHTaP7EaPPcTGC1oenhtHTBcTQcHTITFsLv.htHTDcTK7LLRMcTBdnTNleofolContsfTJ.fse.LTD.eeowTCotnehneoe2nfl5hTblesnyTogTEn6t56eTwTFGTKSMHTRaTER7TcTGionHTUcTK7LLOMcTmgsEneoCheCo1Tsleous5ncTsTUcTDcTVsulHTbleTHceTCo6y6Msheg5TsrTI2M5tt5deTJefen6lTKetlsgfTKnncTOaLEOaaMcTmGVNTWCvLsh.esdlncTQ.odlHTXcTYcHTITZ.ll.lHTDcT[cTK7LL7McT\oM.ls].esdl.LTQLCfoslenT6doTmChhnnTslTZsMtE[htTme.oeE^fnRTUnndlnT6odgTetTme.l6do1TWod_heTdlTNgoMslMTJdgf.lsncTRM5rsno5TJed5eCTKoceBeotTwTLLTKIMcTQ.odlHT`cTGcTK7LLaMcT\ffdoeClseiT`hdMlsesdlT.nTW.eeolT`hdMlsesdlRTZd5TNleofolConTbJdllheTetTBdencTedTb1les6iTY5TQCnslnnT\ffdoeClsesnTcTbleTI6geByTsrTKoceBeotTEenfhe6t5defTwTFMTKaMHTaLREa7LcTQLde.HTDcHTITX.gnHTXcTK7LaaMcTZ.LetiTnhtddLTg.LnT.l1T1Ch.esdl.LTdCehdgncT7s2noMTsrTNeMtlTC6sosB56fTwTDMTKIMHTROTESLRcTQol.o1HTZcT`cTK7LLaMc Tmgsneo CheCo1Tb leous5slMcTsTZcT`cTQol.o1H TJefen6lTBetlsgfT5oTotlnshsMscyOT.2M5tt5deTogT.2ot5tt5deThhns6lefTKncT7a7McT\26do1HT^FRTGLe.Dso.TWonncTQsoLiHTmcHTITrnet.1HTWcTKaTTRMcTGTe.2dldgiTd6TvCnslnnTne.oeECfTo.ndlnT.l1TetsoTsgf.heTdlT6sogTMod5etT.l1Tns]cT7s2noMTsrTP2f5oeffTQeot2n5ocTwTRTKaMHTPEIacTQL.lht6Ld5oHTBcTVcHTIT\n5.L1HTGcTXcTKaTTLMcTrZG[TDGFNmTGTd\^YVTNY[`NW`NYN^`wTSPCJTTsni5ocTEhenTwTDFUFcTQL.lht6Ld5oHTBcTVcHTIT\n5.L1HTGcTX cTKaTTOMc Trt.eTD.ynT .lTNleo folCowTcT7s2noMTsrTVvsnTC6sosB56fTwTWXTKaMHT7aEaLcTQdng.HTYcHTme.gHTNcHTITmhtCe_lnHTecTK7Laa.McTJo.esuTBneoChesdlT.l1T`Msdl.LTWod1ChesuseiTVod5etfTNus1lhT6odgTetTBCehtTD.lC6.heCoslMT.l1TmoushnTbl1CneosncTHBMMTP2f5oeffTC6sosB56fTwTDXTKRMHTRLaERaOcTQdng.HTYcHTrlly onHTmcHTITGgdo gnHTXcTNcTK7LaaMcTYVZPIVTCSbJCEJCSC[JHN\ ETKZS\bZJTFMWWTC]bCS^C^TJCEZJbOTCotne hneoe2nfTogTCotnehneoe2n 5MTCBhMsyeefTI6nsffTtl eTYMsveT1TVLdv.LTNleofolContsfT`n.ohtTGnndhs.esdlTKVN`GMTcTQo.llHTUcHTIThLe htoHTXcTKaTT TMcTJdg f.osndlTd6TJdLLMTmeC1leniTJCooleTN. eslMTZ.vse nT.l1T`hdLLhesdlnTd6T[tsoTJtsL1tdd1hdd1TWo.heshncTCMfed5enTwTDWTKaMHTILREIaLcTJ.LL_dlHTDcHTITmM.oo.HTGcTKaTTTMcTQCnslnnT1il.gshnT.l1T66shslhiTslTsl1CneosnT.l1ToMsdlnRT[tTh.nTd6Tmf.slcTcTHBMMTP2f5oeffTC6sosB56fTKaIMHT7SIE7PacTJtosng.lHTXcTXcHTQ.Conhtg s1eHTGcHTITZd6oHTJcTrcTKaTTOM cT[tTBe ogsl.len Td6TY5TeleCoTWo6dog.lhRTGlTN2el11TDd1LcTCotnehneoe2nfl5hOTblesnyTogTEn6t56eTwTFDHTaE7acT

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden hr2dr Jdlne.leHTGcHTmt.htgCoduHTdcHTITjsggog.llHTFcThcTK7LLPMcTrt.eTD.ynT.lTNleofolCoT.l1TBdnTseTW.iwTY.esuTDlHT[CoynHT.l1T\etoTDsMo.lenTslTVog.liTcT\otenot5soMTK5cnt5soTwTLUTKRMHTPaEaLLcTJddyHTUcTK7LLPMcT[tTsgfdoe.lhTd6T2fdnCoT6doTt.LetiT.eslMTslThtsL1tdd1RT.Tous5cT7s2noMTsrTN2BoTS2tn5t5soTogT^5etet56fTwTFMTKRMHT7TREILacTJo.56do1HTUcHTWdLL.hyHTXcHTITNlML.l1HTBcTK7LLaMcT^lhduoslMTetTeol1nTslTfod_heTg.l.MgleRTXdCol.LTgft.nnTduoTetTL.neTaLTi.oncT\otenot5soMT7s2noMTsrTEns_e6tTKoceBeotTK7RMHTaPSEaORcTB.lsLnlHT`cTK1lT aRTRT7LaL McTltthO``fsogcfd5feo1gicTZk ge.eT6ollThLneTC1lT6 odydnedo1lslMRT teefRCCndl1.Mn.usnlc1yC7LaLCaSC6LneEC1lE6odydnedo1lslMc.nf2T1lT7LT7T7La7TTB.lHTQcTecTKaTOaMcT[tTWod_heED.l.MgleT.ffod.htTslTetTmninegshTg.l.MglemTd6Tslldu.esuTne.oeECfT6sogncT7s2noMTsrTP2f5oeffTQeot2n5ocTwTWHTaRTTETaaLcTBCMM.lHT[cTK1lT7LTTT7LaaMcTltthO``CCC1vn5cltl2v16sBcTKXcTmhts1HT`1.yenoMTZkge.eT6ollT\lEmedfTVCs1TedT[.LleT D.l.Mgl eT6doTZ`TWod6nnsdl.L nRTteefRCC555cvosMtetCvchdgCd66s hCtCg.lEondCohnC.oeshLnCa7RPISc.nf2T1lT7LT7T7La7TTN1lo1cTK7La7McTegeoneg1fecTZk ge.eT6ollT[shyeT`syny CfdlMoRTteefRC C555c1lo1cnCnuC [shyeE`synyCfdlMoCT1lT7IT7T7La7TTNydldgs6.ye.cTKCc1cMcTCisosB5rit1fecTZk ge.eT6ollTh.ye.TdhtT me.esnesyRTteefRCC555cydldgs6.ye.cnCnuCh.ye.CGoveng.oyl.1CminnLn.eelslMCminnLn.eelslMnCeuhyLslMCT1lTaST7T7LaaTTNydldgsh.ye.cTK1lTaTTT7LaLMcTCisosB5ait1fecTZk ge.eT6ollTGoesyLoRTteefRCC555cydldgs6.ye.cnCnuCGoesyL.oC7LaLCmfegvoCmg.6doe.MnL.l1eEmuosMCT1lTaST7T7LaaTTNCodf.lTJdggsnnsdlcTK7LLIMcT[tTl5TmDNT16slsesdlTET^noTMCs1T.l1Tgd1LT1hL.o.esdlcTZrr565MT7s2noMTsrTtleTC2nsheoT[o5soTKa7RMHTIacTho1u.o1soyedo.eecTKaTTSMcT^ofienoefTisftdoenTWRRUTaTKgTscTBbMt5gen1Tho1u.o1soyedo.eecThslneslHTGcTmcTK7LLaMcTTNIbT\HTbNCTJ CVIb\ZSHN \ETPCbTCCSTR N\V^TS[bJ\b\ZSTIS^THRNZZVTZ[bRZKCHcT1TJleoT6doT`n.ohtTdlTetTrs1oTQl6senTd6TU.olslMTblneseCeTd6TN1Ch.esdlHTcThLshyHT^cTK7LLTMcT[tT`L.h .lhTd6TpC .Lse.esuT`n.oht cTsT^c ThLshyHTIoT5otn sg26t5soTtsT.2M5tt5deTnefen6lTKnncTa7E7LMcTmGVNTWCvLsh.esdlncTV.leeWod_heT[.gcTKlc1cMcTYottEns_e6tcT`eosu1T7La7TqrsTaTetEGfosLT6odgT555cM.leefod_hecvs]TVtdv.1s.lHTGcHTITV.LL.oHTBcTKaTTPMcT[pDT.l1TdoM.ls].esdlTns]cT\otenot5soMT7s2noMTsrTZhent5sofTdTEnsg26t5soTKoceBeotTwTWeTK7MHTa7aTETaaIcTVodetHTDcTecHTmoo lnlHTDcT `cHTQsLed6eEXlnlHTGcHTD.eetsnnl HTXcHTFooCfHTF cHTITh.MeHTmcTK7LLTMcT^ofienoefTBbMt5gfdoenwTlsMgo5ocenwTBst5dt5soTscTvnn5enenTrsnTtTfh5feTf2ogtTWRRUaFMMG1TB[^Tho1u.oslneseCeeeHTG61LslMT6doTNoltoslMcTho1u.oslneseCeeeTB[^cT

Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden h62dr VCLLvoMHTNcTK7LLaMcThdd1T6doThCeCoTJses]lnRTmhtddLTD.LTJCLeCoTslTm51lTcTassgwTR2Mt2neTogTHs65etyOTIoT\otenot5soMT7s2noMTsrTK2Mt5g5f65hM5onyTJefen6lTwTRTKIMHTIIPEIRIcTZ.LLslHTGcTK7LaaMcTWod_heTD.l.MgleRTU.1ontsfT.l1TJdleodLcTblTFcThdConTKN1cMcTZ.leo.snHTUcHTITD.lMlHTmcTK7LLPMcTRnsffTSt5soMTJefen6lTKetlsgsMscyTogTEn6t5fe1T`dCeL1McTZ.leo.snHTUcHTITD.lMlHTmcTKaTTaMcTRnsffaot5soMTnefen6lTBetlsgfT5oTtleTfs65MTf65eo6ef1TUdl1dlHT^FRTQs11LnTL1ecTZ..neoCfHTUcTK7LLSMcTD.1TdM TglLes1o TsTnydLlcTsTUcTZdLgHTKgwTBeooefie nTscTBbMt5genOTHBr2ogfd5geofiveM5ctThenfheit5dTKedLcTaHTnncT7RPE7a7McTDClynM..o1TB.lg.oycTZd1MndlHTBcHTITJshgsLHTmcTK7LLaMcTKi5ocTEns_e6tfTRn5t56MTfKoceBeotwTTsniTogTZnco5ft5sofg1TKWcTD.hgsLL.lHTN1cMTY5TddoycTXdt.lnndlHTQcHTDkyLkHTXcHT`ddn HTVcHTZsLLul HTmcHTZ.lnlHTVcTUcHTXl nlHT[cT DcHTdc.cTK7LLTMcTYdo1 shTJtsL1olvnThdd1nh.fnRTbg.MnT.l1T`6LhesdlncTassgwTR2Mt2neTogTHs65etyOTIoT\otenot5soMT7s2noMTsrTK2Mt5g5f65hM5onyTJefen6lwTwTWFTKaMHT7SESacTXidesHTBcThcHThodlMsLLdHTNcTGcHTITXdlnHTmcTXcTK7LLSMcThdd1TblnhCoseiTG66henTmhtddLTJtsL1olinTGh.1gshTWo6dog.lhHTrsMteTV.slHT.l1Tmdhs.LTmysLLncT7STaTbleT7s2noMTsrTo2tn5t5soTwTWDUTKa7MHT7OIaE7OITcTFL1oHTmcTZcHTWooi HTJcTU cHTFLffHTFcTbc HTITUieLHTUcTU cTKaTTRMcTUdl MseC1sl.LTeo.h yslMTd6T.1dLnhl eTngdyslMHTftinsh.LT.hesuseiHT.l1T6dd1ThtdshTvt.usdoncTIBT7TE2vM56TNeMtlTwTGLTKPMHTaa7aEaa7acTFo]loHTZcTK7LLLMcTEns_e6tTKoceBeotOTIT HyfteBfTIhhns6lTtsTEMoo5ocw TH6leg2M 5ocwTogTRsotnsMM5ocTKedLcTmuletT1sesdlMcTKecTYcT`sltdL1HTN1cMTY5TddoycTFdHTmcHTITQCeLoHTXcTNcTK7LLPMcTJo.esuseiRTGTyiTLslyTedTleofolCos.LTvt.usdocTP2f5oeffTNsn5hsofTwTUMTKSMHTIaSEIP7cTFCf.osllHTWcTK7La7McTP2f5oeffTKsgeMTJeoeCMT ogT\tfTSetCsni5ocTIfhe6t fT5oTTbeMe 6sBTHend56eT RsBhoyT1T[GDWN`NT^YbeN`mb[dT \hT[NJZY\U\VdTHTh.hCLeiTd6T QCnsl nnT.l1T[htldLdMiTD.l.MglecT[GDWN`NT^YbeN`mb[dT\hT[NJZY\U\VdTcTFCo.eydHTBcThcTK7LLTMcTCotnehneoe2nfl5hOTblesnywTEns6effwTEn6t56eTKOetTN1sesdlTCffLcMcTD.ndlHT\ZHT^mGRTmdCetErneolTJlM.MTU.olslMcTU.MlusyHTDcHTUsl1ulHTGcEUcHTYivoMHTDcHTXooMlnlHTDcTmcHTDsyyLnlHTQcTNcHTIT[tdonlHTGcTecTK7LLTMcTKtThbTnv etetTgyco etTn2otcTNeTn.g.ov _1TgLLgTUCl1nT^lsuons eeHTB.lg.oynT[ylsnyT^lsuonseeTdMTwonCl1Thdd1TYe5doyHT7LLPE7LLOcTwonCl1Thdd1TYe5doycTU.l1voCMTdMTho1u.ooT.6Tmildu.ecTK7LaLMcTKghiieoTenThsh2MinT5TgeTgofieTl_eBaTM5gtTeogo2T1TU.l1voCMTdMTho1u.oocTU.nnlHTGcHTZ.lnlHTFcHTIT[odLLHTNcTK7LLaMcTJdgf.osndlTd6TvC66eT.l1T.xTL.Th.oeTnouslMT.eT5doynseTh.lelnTdlTlCeosleTsle.yT.l1T6oCseT.l1TuMe.vLThdlnCgfesdlTcTE2vM56TNeMtlTS2tn5t5soTwTWMTKIMHT7T7E7TPcTL.5olhHTWcTKaTOOMcTblT.ldetoThdCleoicT^s5ocTnefen6lT5oTZnco5ft5sofTHTTaEaLPcT

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Lasse Tindb¾k Master Thesisu The lunch restaurant business in Denmark and Sweden dh2dr hd. Ippendix 12.1RewritteninterviewmanualThis amended version of the interview manual laid the foundation for the telephone interviews. The underlined texts were the specific subjects that the questions in bold where suppose to illuminate. Given the fact that a semi5structured interview method was useds additional questions were asked depending on the respondentÕs a nswers. The additi onal questionss the ones in parenthesiss we re help questions with the purpose of guiding the interviewee in the right direction. Is stated aboves the manual was translated into Swedish when Goddags mit navn er Lasse Tindb¾k. Jeg er I ¿jeblikket I gang med min Master thesis Ð en sammenligningsstudie mellem Danmark og Sverige. I den forbindelse vil jeg gerne have lov til at stille jeres virksomhed nogle sp¿rgsmŒls har du hM mi n7 FormŒlet med sp¿rgsmŒlene2st udiets er at fŒ et bedre overblik over frokost industrien. Sp¿rgsmŒlene f¿lger Osterwalders Rusiness Model Canvass og hvis du ikke ¿nskers eller kan svare pŒ et specifikt sp¿rgsmŒls er du naturligvis velkommen til at sige pas. Value propositionu h. Hvis du skulle pr¿ve at definere jeres virksomhedsrolle i samfundets hvordan ser du sŒ den7 fHvad er det i bidrager med7C Customer relationshipsu d. Hvem er jeres kunder typisk7 fHvem har sŒdan frokost ordninger7C g. Hvordan foregŒr den typiske ny5kunde proces fkontakter i dem eller kontakter de jerC7 ia. Hvad laver i for mad7 ib. Hvad vil folk gerne have7 ic. Er der forskel pŒ brancher fRanker vil hellere have fisk etc.C7 c. Hvordan er jeres muligheder for at pŒvirke markedet og frokoster i DK fHvor store er iC7 Channelsu Hvordan s¾lger i7 ops¿gende salg eller via internet etc.7 Uddybelse af sp¿rgsmŒl g Customer segmentsu Segmenterer I jeres kunder7 Hvis I g¿rs hvordan g¿r I sŒ det7 Uddybelse af sp¿rgsmŒl ic Key activitiesu Hvilke aktiviteter udf¿rer i7 og hvilke er de vigtigste7 r. Hvad skulle du beskrive som jeres vigtigste aktiviteter fMadlavningens gŒr jeg ud fras men ellersÉ Kontakt med leverand¿rers kontakt med kunders egen innovations sp¿rgeskemaer etc.C7 Key resourcesu 6. Hvordan differentierer i jer7 Key partnersu 1. Har i nogen samarbejdspartners og hvad gŒr samarbejdet ud pŒ7 fDeltager I i nogen branche organisationers udvikling med Universiteter2kokkeskolers j eres kunders jeres leverand¿rerC Key success factorsu L. Hvad skal man v¾re dygtig til for at lykkes i jeres branche7 12.2ResumeoftheinterviewDo6egTaoTdos5odTc sMT1CM5Ts66 TaoTsMfgodfT1deLTao TfoLCnfd2c2do5TCModhCogfuTyaoTsMfgodfTsdoTgdCoMTCMTEsMCfarTfCMcoTaCfTCfTaoTMsChoT6sMm2smoTe1TaoTs2aedTsM5TsT6osfTas61Te1TaoTsMfgodfTgaodoTmChoMTCMTaCfT6sMm2smouTRuTTFCT6ohododTLs5TC6T1edosmTemTldChslodfeModuTDoaehTt6sM5ThCdGfeLao5odrT5odTfGs6TtoflCfoTLo5sdtoi5odouTH2M5TemTMIdoM5ouTFCTasdTJInJKTLo5sdtoi5odorTfLTsMfhsdoT1edT5oLTfeLTsdtoi5fmChodTodTemfLThCmCmuTFCTmMdTahod5smo MT6oodoT1edTsdtoi5oM5oTLoMM ofGoduTFCTodToM TfodhCcoTMLdTLoMMofGodTtoaMhodTLs5TlLTfCMoTLM5oduTFCTodToTGeLl6CLoMuT

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