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The general outline is taken from: [[http://web.sba.gov/busplantemplate/BizPlanStart.cfm]] | The general outline is taken from: [[http://web.sba.gov/busplantemplate/BizPlanStart.cfm]] | ||
+ | |||
+ | Another resource that School Factory pointed us at: http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf | ||
Further material was taken from the MakeIt Labs business plan at http://www.wpi.edu/Pubs/E-project/Available/E-project-122210-154836/unrestricted/Founding_a_Hackerspace.pdf with the author's permission. | Further material was taken from the MakeIt Labs business plan at http://www.wpi.edu/Pubs/E-project/Available/E-project-122210-154836/unrestricted/Founding_a_Hackerspace.pdf with the author's permission. | ||
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Joseph Schlesinger// | Joseph Schlesinger// | ||
- | |||
- | ===== Executive Summary ===== | ||
- | |||
- | This section should: | ||
- | |||
- | * Be written last. | ||
- | * Provide an enthusiastic snapshot of your company, explaining who you are, what you do and why. | ||
- | * Be less than 2 pages in length. | ||
- | |||
- | After reviewing this section the reader should: | ||
- | |||
- | * Want to learn more about your business. | ||
- | * Have a basic understanding about your company. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Business Description and Vision ===== | ||
- | |||
- | This section should include: | ||
- | |||
- | * Mission statement (business purpose). | ||
- | * Company vision (statement about company growth). | ||
- | * Business goals and objectives. | ||
- | * Brief history of the business. | ||
- | * List of key company principals. | ||
- | |||
- | After reviewing this section the reader should know: | ||
- | |||
- | * Who the business is and what it stands for. | ||
- | * Your perception of the company’s growth & potential. | ||
- | * Specific goals and objectives of the business. | ||
- | * Background information about the company. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Definition of the Market ===== | ||
- | |||
- | This section should: | ||
- | |||
- | * Describe your business industry and outlook. | ||
- | * Define the critical needs of your perceived or existing market. | ||
- | * Identify your target market. | ||
- | * Provide a general profile of your targeted clients. | ||
- | * Describe what share of the market you currently have and/or anticipate. | ||
- | |||
- | After reviewing this section the reader should know: | ||
- | |||
- | * Basic information about the industry you operate in and the customer needs you are fulfilling. | ||
- | * The scope and share of your business market, as well as who your target customers are. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Description of Products and Services ===== | ||
- | |||
- | This section should: | ||
- | |||
- | * Specifically describe all of your products and services. | ||
- | * Explain how your products and services are competitive. | ||
- | * If applicable, reference a picture or brochure of your products, which would be included in the plan’s appendix. | ||
- | |||
- | After reviewing this section the reader should know: | ||
- | |||
- | * Why you are in business. | ||
- | * What your products and services are and how much they sell for. | ||
- | * How and why your products & services are competitive. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Organization and Management ===== | ||
- | |||
- | This section should: | ||
- | |||
- | * Provide a description of how your company is organized as well as an organization chart, if available. | ||
- | * Describe the legal structure of your business (proprietorship, partnership, corporation, etc.). | ||
- | * Identify necessary or special licenses and/or permits your business operates with. | ||
- | * Provide a brief bio description of key managers within the company. | ||
- | |||
- | After reviewing this section the reader should know: | ||
- | |||
- | * The legal form of ownership for your business. | ||
- | * Who the leaders are in your business as well as their roles. | ||
- | * The general flow of operations within the firm. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Marketing and Sales Strategy ===== | ||
- | |||
- | This section should: | ||
- | |||
- | * Identify and describe your market – who your customers are and what the demand is for your products & services. | ||
- | * Describe your channels of distribution. | ||
- | * Explain your sales strategy, specific to pricing, promotion, products and place (4Ps). | ||
- | |||
- | After reviewing this section the reader should know: | ||
- | |||
- | * Who your market is and how you will reach it. | ||
- | * How your company will apply pricing, promotion, product diversification and channel distribution to sell your products and services competitively. | ||
- | |||
- | Draft: | ||
- | |||
- | ===== Financial Management ===== | ||
- | |||
- | This section should include: | ||
- | |||
- | * For a New Business | ||
- | * Estimate of start-up costs. | ||
- | * Projected balance sheet (1 year forward). | ||
- | * Projected income statement (1 year forward). | ||
- | * Projected cash flow statement (12 months forward). | ||
- | * For an Existing Business | ||
- | * Balance sheets (last 3 years). | ||
- | * Income statements (last 3 years). | ||
- | * Cash flow statement (12 months). | ||
- | * If Applying for a Loan (in addition to the above) | ||
- | * Current personal financial statement on each principal. | ||
- | * Federal tax return for prior year. | ||
- | |||
- | After reviewing this section the reader should: | ||
- | |||
- | * Have a good understanding regarding the financial capacity and/or projections for your company. | ||
- | |||
- | Draft: | ||
- | |||
- | |||
- | ====== Draft Business Plan Starting From MakeIt Labs ====== | ||
- | ===== Executive Summary ===== | ||
- | |||
- | MakeIt Labs LLC. is an open-access workshop that will serve people in the North Boston/Merrimack | ||
- | Valley area. We will provide the equipment, classes and personal help to a membership community that | ||
- | allows them to prototype and develop any idea they can imagine. We are targeting people who have an | ||
- | interest in hands-on skills in a variety of design and manufacturing areas. | ||
- | We focus on developing and fostering a creative community of hands-on individuals, and providing them | ||
- | with the tools they need to succeed. The location will have equipment for welding, metalworking, | ||
- | woodworking, plastic-working, electronics, programming and many other skill sets. There will be regular | ||
- | classes over these areas that will train people to safely work with this equipment and how it can be used | ||
- | to realize their ideas. | ||
- | Owner Joseph Schlesinger is a Systems and Electrical Engineer with a long history of invention and self- | ||
- | started entrepreneurship. He has personal skills in machining, welding, electronics design and | ||
- | programming which he has used to complete numerous cross-disciplinary projects. He has started and | ||
- | run a Convenience store, businesses in Web Design, Defense/Aerospace Communications and Online | ||
- | Alternative Currency Trading. Invention, prototyping and teaching has been a life-long passion of the | ||
- | owner, and this business will allow him to utilize his skill set and passions into a successful venture. | ||
- | There will be a heavy focus on community. It is the belief and experience of the owner that a strong, | ||
- | active community fosters excitement, passion and innovation that drives members to both stay with the | ||
- | business and come out satisfied with continual completion of projects. | ||
- | Funding will come primarily from membership fees collected by those interested, and from classes held | ||
- | on various topics. Continual investment from the owner to make up initial revenue shortfalls. The | ||
- | business will eventually seek non-profit status and then donations from area business and equipment | ||
- | comes largely from the existing stock of the owner and initial generous members. | ||
- | |||
- | ===== Company Summary ===== | ||
- | |||
- | MakeIt Labs is an Open-Access workshop opening in Lowell, MA. MakeIt Labs is founded on the idea | ||
- | that designing and building your own ideas provides a level of satisfaction unmatched by many | ||
- | consumer activities. MakeIt Labs seeks to capitalize upon this by offering its members the equipment, | ||
- | facilities and knowledge necessary to build their ideas and projects of interest. | ||
- | ===== Keys to Success: ===== | ||
- | |||
- | ==== 1.1 Competitive Advantage ==== | ||
- | |||
- | The lack of similar locations in an area of the country known for its creative and inventive spirit offers a | ||
- | large, pent up demand for this service. Centralized control offers key competitive advantages over other | ||
- | similar spaces. | ||
- | Almost all similar businesses in this field are structured through a communal, non-profit structure. While | ||
- | the idea is to keep the space as free and creativity-fostering as possible, this structure slows capital | ||
- | acquisition, misallocates resources, breeds political infighting and leads to long reaction times to | ||
- | problems that arise. | ||
- | Because MakeIt Labs is structured as a business, and not a communally-organized space, there will be a | ||
- | greater emphasis on increasing revenue. Where research shows that many locations with a similar | ||
- | purpose shy away from increasing revenue for ideological reasons, and to avoid the political infighting | ||
- | that comes with money, the business-organized ownership of MakeIt Labs uses this to its advantage. | ||
- | This income can be effectively re-invested into the kinds of higher-cost, high-value equipment that | ||
- | attracts users. | ||
- | Our main keys to success include: | ||
- | * Creation and maintenance of a strong, vibrant community | ||
- | * Utilize existing online communities for marketing | ||
- | * Variety of high-value tools otherwise inaccessible to customers | ||
- | * Availability of proper training | ||
- | * Flexible access and use of facilities | ||
- | * Providing a work area free from intellectual property demands | ||
- | ==== 1.2 Mission ==== | ||
- | |||
- | MakeIt Labs offers a productive environment that nurtures innovation. MakeIt Labs will provide the | ||
- | equipment, space and knowledge to attract the area's leading inventors, citizen scientists and general | ||
- | innovators. We offer classes and events that entice new members, while expanding into new areas to | ||
- | keep experienced members coming back, all while fostering a community that cements members into | ||
- | long-term bonds centered on MakeIt Labs. | ||
- | ==== 1.3 Objectives ==== | ||
- | |||
- | The objectives of MakeIt Labs are the following: | ||
- | |||
- | * Achieve self-sustaining status within the first 6 months | ||
- | * Provide a rich community of innovation | ||
- | * Encourage collaboration among local innovators | ||
- | ===== Operational Strategy ===== | ||
- | |||
- | ==== 2.1 Company Ownership ==== | ||
- | |||
- | MakeIt Labs is a privately owned limited liability corporation operated by and under the sole ownership | ||
- | of Joseph Schlesinger. | ||
- | ==== 2.2 Management Team ==== | ||
- | |||
- | MakeIt Labs is run solely by Joseph Schlesinger, its founder. Joseph is a life-long hobbyist and maker | ||
- | who has long identified strongly with the culture to which MakeIt Labs will be targeting. The creation of | ||
- | MakeIt Labs comes after Joseph searched for a similar space in the area, asking many of the people that | ||
- | would be interested in such a space, and found no such thing. Also being a life-long entrepreneur with | ||
- | several ventures under his belt, he decided to start MakeIt Labs to satisfy both his own personal need | ||
- | for a workshop, and to provide a way to share his passion for creation. His C.V is listed in the appendix. | ||
- | ==== 2.3 Services and Activities ==== | ||
- | |||
- | MakeIt Labs will offer services to entice both existing and potential area innovators. MakeIt Labs will | ||
- | provide design, engineering and fabrication instruction in addition to the use of its facilities. | ||
- | === 2.3.1 Membership === | ||
- | |||
- | Membership offers people the chance to have 24/7 access to the MakeIt Labs facilities. Members will | ||
- | receive discounts on all classes, have the ability to store their projects in on-site lockers and be allowed | ||
- | to come relax with other members at MakeIt Labs. Membership allows people who do not have the | ||
- | tools, space or support to come anytime and be involved in an active community of innovators. No | ||
- | formal qualifications are necessary, beyond a mandatory liability waiver and payment of membership. | ||
- | There will be two tiers of membership: regular and student/out-of-work. The idea is that students and | ||
- | those who are currently out of work, while able to contribute a great deal of enthusiasm and time to the | ||
- | MakeIt community, aren’t able to provide the financial contributions that full members would be, and | ||
- | should be given lenience, as well as the fact that a reduced membership provides more income than no | ||
- | membership whatsoever. | ||
- | === 2.3.2 Classes === | ||
- | |||
- | MakeIt Labs will offer classes in large number of areas. Classes will be offered to both members (at a | ||
- | discount) and non-members (to draw interested people into membership). Instructors will be chosen on | ||
- | a class-by-class basis both from the member pool and the surrounding area based on their knowledge of | ||
- | the subject matter, experience in the field and ability to effectively teach. MakeIt Labs will focus on | ||
- | teaching the needed information in a casual, hands-on environment that adheres to its culture of strict | ||
- | safety. Classes will be offered both on a regularly scheduled group basis and special individual cases. | ||
- | These classes may or may not require material use charges. | ||
- | Fees for the classes will be based on a combination space usage, instructor, and material fees. Base cost | ||
- | of a class is $20 per session per person. This serves as a base level of income for MakeIt, to recuperate | ||
- | costs for running the event in the facility. This cost will be waived for members, as an incentive for | ||
- | membership. The rest of a cost of a class goes towards covering paying an instructor and/or any | ||
- | consumables used in the process of a class. Classes will be chosen based on the expected level of | ||
- | interest. | ||
- | The courses taught can be broken down into three basic types: | ||
- | == 2.3.2.1 Design/Engineering == | ||
- | Design and engineering courses will focus on the planning and theoretical aspect of making things. | ||
- | These courses will provide the overarching concepts that will aid the attendees in analyzing how best to | ||
- | realize their projects, while practicing these skills with free-form hands-on exercises. They may either be | ||
- | short one-session classes, or multiple-session, multi-week courses depending on the complexity of the | ||
- | material. An example of this type of class would be Introduction to Micro-controllers | ||
- | == 2.3.2.2 Safety == | ||
- | |||
- | Because of the inherently dangerous nature of some of equipment at MakeIt Labs, some will require | ||
- | mandatory safety courses before use is allowed. These courses will be short, one-session introductory | ||
- | courses that focus on proper operation, cleaning and maintenance on either individual pieces or groups | ||
- | of equipment. They will require people knowledgeable in the field. Those who take these courses should | ||
- | at their end feel confident that they can safely begin to use the equipment for their projects. An | ||
- | example of this type of class would be Basics of Arc Welding. While no safety ‘course’ will be required | ||
- | for general membership, a brief overview of the safety policy of the lab will be given upon attaining | ||
- | membership. | ||
- | == 2.3.2.3 Fabrication == | ||
- | |||
- | Fabrication courses will offer advanced hands-on techniques and skills that go beyond the minimal level | ||
- | of operation taught by safety courses. These will require a master of the field to teach. They will allow | ||
- | members to begin to fully realize the potential that the area of the course offers. These courses will | ||
- | usually run multiple sessions over the span of several weeks. Students should feel increased confidence | ||
- | at the end of the course that they can use their new skills to tackle a wider variety of projects. An | ||
- | example of this type of class would be TIG Welding for Bicycles. | ||
- | ==== Market Analysis Summary ==== | ||
- | |||
- | |||
- | MakeIt Labs provides a service that is critically lacking in an area with large, pent-up demand. An initial | ||
- | small advertising campaign attracted dozens of potential customers in days. Completing projects is a | ||
- | satisfying experience, as any do-it-yourselfer can attest. Today's typical consumer lifestyle leaves many | ||
- | without much realization of this joy. Local innovators with projects that lack the proper equipment or | ||
- | space are often forced to either make due, leading to lack-luster results, or put off projects till 'some | ||
- | day'. The most many people can do is dream. There is no doubt that innovative types would flock at the | ||
- | chance to work on interesting projects, learn valuable new skills and collaborate with like-minded | ||
- | people. | ||
- | === 3.1 Market Segmentation === | ||
- | |||
- | MakeIt Labs has determined that a large portion of potential members will come within a one hour | ||
- | travel time, estimating that 80% will come from within a 30- minutes travel time. The majority of | ||
- | interested people are expected to be people in the engineering profession. | ||
- | We will target engineers, students, artists and people in hands-on fields within 30-minutes of travel. We | ||
- | do not expect people to travel more than an hour to work on projects or take classes. Research into | ||
- | other hackerspaces shows that these are the most prevalent audiences. Age and gender vary wildly, | ||
- | with most coming from an engineering or artistic background. | ||
- | The area is host to an enormous engineering base. Major engineering employers within a 30 minute | ||
- | radius include, but not limited to: IBM, iRobot, Sun, Cisco, Intel, Adobe, Oracle, MIT Lincoln Labs and | ||
- | MITRE. Any one of these is filled with engineers without the multi-disciplinary facilities or freedom to | ||
- | create. Lowell is also home to a major engineering college, UMass Lowell. Lowell is also the center of a | ||
- | thriving art community that would enjoy exploring and creating with the equipment and skills that | ||
- | MakeIt Labs offers. | ||
- | Querying online social networking websites for users with related interests within this travel distance | ||
- | reveals 70,000+ people in the target market. | ||
- | === 3.2 Service Business Analysis === | ||
- | |||
- | MakeIt Labs was started because the founder attempted to find something similar and couldn't find | ||
- | anything like it. There is no business in the area that offers a wide variety of hands-on classes in a casual | ||
- | environment, or offers the space and/or equipment to work on projects, let alone on a 24/7 basis. While | ||
- | there are clubs for specific interests (Ham Radio, RC models), there is no place in the area for general | ||
- | inventors and innovators to collaborate and create together. | ||
- | === 3.3 Competition === | ||
- | |||
- | Little competition exists for this market in the target area. Vocational schools in the area serve at the | ||
- | secondary-education level and don't offer full use of their facilities. Colleges are limited to a narrow | ||
- | band of students, and don't make their equipment or facilities available. While local technical colleges | ||
- | offer the classes for the skills some may require, they are often targeted at employment. With this, the | ||
- | focus is on teaching certification rather than necessarily then focusing on practical skills. Those purely | ||
- | interested in the creative process are often dissuaded by the high cost and certification-focus of these | ||
- | classes. Employers often discourage working on personal projects at work in order to avoid liability | ||
- | issues. Even when employers allow this kind of activity, employees will often avoid using their facilities | ||
- | to avoid potential intellectual property issues down the line. | ||
- | Within our target market area of 30-minutes of travel time, no other direct competitors exist. The | ||
- | nearest competition is located in Boston, MA, nearly an hour away. For an active hobbyist, it is expected | ||
- | that this travel time is considered too much for a membership. | ||
- | The largest threat would result from a competing hackerspace opening in the nearby area. Because of | ||
- | the potency of bandwagon effect when it comes to hackerspace communities, the strategy is to firmly | ||
- | cement a strong MakeIt Labs-centric community. | ||
- | === 3.4 Marketing Strategy === | ||
- | |||
- | We will use established networks and organizations to spread the word, including but not limited to | ||
- | professional engineering organizations such as IEEE and ASME, hobbyist clubs such as RC and Ham radio | ||
- | clubs, online inventors, 'Maker', 'DIY' and 'hackerspace' communities, both online and offline. The use | ||
- | of the label ‘hackerspace’ however, should be handled with care. While there is a strong community | ||
- | built up around the use of the term, the prefix of ‘hacker’ can give negative connotations to those who | ||
- | aren’t aware of its meaning. Therefore, the term should be used thoughtfully and selectively when | ||
- | advertising the purpose of the space. | ||
- | == 3.4.1 Online Social Networks == | ||
- | |||
- | Marketing will focus on targeting these communities as tightly as possible. Online advertising will be a | ||
- | key component. Using online social networks, advertisements can be delivered directly to people who | ||
- | already express interest in these types of activities. | ||
- | A brief, tightly-budgeted, limited-focus 3-day ad campaign on the social networking site Facebook.com | ||
- | attracted over two dozen interested people, 2 of which signed up almost immediately. It is believed | ||
- | that with a mildly expanded budget, better chosen interests, and a longer-running campaign, as well as | ||
- | advertising on a number of other targeted platforms, the results could be drastically improved. Initial | ||
- | results show that an effective initial campaign can be run on the order of $100/month. This can be | ||
- | achieved by focusing on only the most likely potential members, those with highly-aligned interests such | ||
- | as ‘hacking’ or ‘making’. As this pool becomes saturated, and revenue increases, the advertising target | ||
- | can be widened to less-aligned targets such as ‘welding’ or ‘programming’. | ||
- | Potential customers can also be advertised to via the websites they visit. Several online websites are | ||
- | particularly popular with people with the perquisite interests, including makezine.com, | ||
- | instructables.com and hackaday.com. However, these websites target a very large market | ||
- | geographically, unsuitable to a location-driven business. Their most effective use would be to create | ||
- | projects that would get posted on these sites, getting MakeIt free advertising. | ||
- | == 3.4.2 Affiliate Program == | ||
- | |||
- | Once sufficient interest has been generated from online advertising, and a broad enough network of | ||
- | customers has been established, affiliate programs can be started to recruit members. Members will be | ||
- | encouraged to recruit their friends by means of cash handouts upon recruitment (and payment of | ||
- | membership by) people they bring in. Payment will be proportional to the level of membership | ||
- | recruited. i.e. more paid for full members than student members. | ||
- | == 3.4.3 Media Publicity == | ||
- | |||
- | The idea of garage-style innovation easily captures media attention, especially when combined with | ||
- | demonstrable projects/inventions. Members will be actively encouraged to post the progress of their | ||
- | work online via the MakeIt Labs website (http://makeitlabs.com). Particularly interesting projects, | ||
- | especially those of media interest (green energy, etc) will have MakeIt Labs help in disseminating to the | ||
- | local press, whether it be newspapers, tv news, bloggers, special interest sites, etc. | ||
- | == 3.4.4 Open Houses == | ||
- | |||
- | MakeIt Labs will hold monthly open-house sessions where potential members will be encouraged to | ||
- | visit. While potential members will be encouraged to visit anytime, providing a set date for visits | ||
- | provides a no-stress atmosphere for people that would just want to “stop by” without having to | ||
- | announce beforehand. These open houses will be of a casual nature, and not require extensive planning, | ||
- | preparation or cost. They merely serve as an opportunity for people interested to satisfy their curiosity. | ||
- | These open houses will also provide a platform for members to show off their latest projects, providing | ||
- | the deadline that some members will need to motivate themselves. | ||
- | === 3.5 Location === | ||
- | |||
- | The location of the facility was chosen based on access to necessary services and economy. | ||
- | A loading bay door was considered essential for means of carrying in/out heavy equipment and supplies. | ||
- | A door which could have an electronic access lock attached was also considered mandatory. While the | ||
- | preferred layout would have had two separate locations, one for office/electronics/computer work and | ||
- | another for dirtier metal/carpentry/plastics work, for reasons of economy this was not possible in the | ||
- | first location. It was considered more important to have a location that could accommodate the ‘dirtier’ | ||
- | activities, as this is what most people lack in their own condos, apartment, etc. | ||
- | As far as nearby services, it was essential that the location be located nearby to hardware, general and | ||
- | food stores. The current location is down the street from a Target, less than a mile from a Lowes and has | ||
- | a 24/7 Walgreens and a dozen or so restaurants in the area, many open late at night for those night-owl | ||
- | inventors. It is also a quarter mile from the Route 3 Lowell Connector, the major thoroughfare in and out | ||
- | of the city. | ||
- | The street is in the industrial heart of Lowell, and boasts a steel foundry, rapid prototyping business, | ||
- | scrap yard, sheet metal fabrication show, and several automotive and welding businesses, opening up | ||
- | potential teaching and partnership opportunities. | ||
- | === 3.6 Competitive Edge === | ||
- | |||
- | Targeted customers currently spend their time in their making-centric hobbies and projects. What | ||
- | MakeIt Labs provides them, beyond equipment and a knowledge base, is the ability to hang out and | ||
- | interact with other people with similar interests. The key to locking in a customer base will be focusing | ||
- | on establishing a strong MakeIt Labs-centric community. Bandwagon effect applies strongly to | ||
- | hackerspaces. Interesting people producing interesting projects attracts more people of the same type. | ||
- | Being the first open-access workshop in the area provides a firm foundation that potential competition | ||
- | will find hard to overcome. | ||
- | MakeIt Labs will achieve this by focusing on providing the infrastructure for projects and collaboration. | ||
- | Research of other similar ‘hackerspaces’ reveals that projects are largely self-formed by the members. | ||
- | Therefore, MakeIt Labs will focus on providing the proper environment. Collaboration area will set up | ||
- | with a couch, whiteboards, computers, projector, snacks and drinks and high-speed wireless internet | ||
- | access. The goal will be to make MakeIt Labs centric part of the creation experience to its members. All | ||
- | of these items are already owned by the owner, and will be transferred to MakeIt as part of the setup | ||
- | process, minimizing startup cost. Additional equipment, along with replacements for broken or | ||
- | damaged equipment, | ||
- | === 3.7 Risk Factors === | ||
- | |||
- | This business poses certain risk factors: | ||
- | |||
- | * Sole Ownership | ||
- | * Liability and Safety Issues | ||
- | * Membership collection hassles | ||
- | We can minimize certain risk factors by: | ||
- | |||
- | * Delegating tasks to the established community | ||
- | * Fostering a culture of safety | ||
- | * Authoritative control of facilities | ||
- | * Carrying adequate insurance | ||
- | * Minimize collection costs through automated membership system | ||
- | == 3.7.1 Sole ownership == | ||
- | |||
- | The fact that MakeIt Labs is run by a single individual is both a key strength and a weakness. The singular | ||
- | point of contact and decision making leads to quick decision uniform to the overall strategy of MakeIt | ||
- | Labs, but leaves the business vulnerable if for some reason the owner is unavailable. | ||
- | Security and financial transactions are largely automated through the use of online billing and bill | ||
- | payment tools. This is to ensure that in the event of absence of the owner for a period of time, the space | ||
- | can continue to run smoothly with minimal intervention. | ||
- | As time progresses with MakeIt Labs, responsibilities for day-to-day operation will be delegated out | ||
- | amongst the more active members of the established community, either through direct election of | ||
- | positions by the owner, or by a more democratic process if deemed appropriate. This will help to further | ||
- | the sense of community within MakeIt Labs. Sole ownership will still be retained for the sake of being | ||
- | able to have swift, final decision making should the need arise, and to address liability/business | ||
- | concerns. | ||
- | == 3.7.2 Liability and Safety Issues == | ||
- | |||
- | MakeIt Labs possesses equipment that makes safety a key concern. Among the collection of equipment | ||
- | in the facility, there will be dangerous equipment that could pose a safety risk to people without the | ||
- | knowledge of how to use them properly. | ||
- | A focus will be on embedding the need for safety in the community. There will be constant reminders in | ||
- | all events/activities that safety is a top priority at MakeIt Labs. It will be made clear to members at | ||
- | multiple levels that this equipment will be off limits to those who cannot demonstrate the required | ||
- | safety knowledge. Safety courses will be provided by knowledgeable professionals to allow members to | ||
- | access this equipment. | ||
- | As part of the MakeIt Labs security system, multiple cameras will be in place, and gone over from time | ||
- | to time. It will be known to the membership that MakeIt Labs policy that anyone caught using | ||
- | equipment in an unauthorized or unsafe manner will be ejected from the premises and not allowed to | ||
- | return. This practice will be enforced by the owner. The membership will be made aware of the | ||
- | transgression, and new codes can be changed as soon as an issue occurs so the member will not be | ||
- | permitted access. These systems are part of the initial setup cost, and require no further purchases | ||
- | beyond routine repair and replacement | ||
- | The aspect that will most influence safety at MakeIt will be establishing a culture of safety. Members will | ||
- | be reminded from the beginning that safety takes priority over everything at MakeIt. Warnings will be | ||
- | posted around dangerous equipment reminded members of their needs for proper knowledge and | ||
- | caution before and during operation. | ||
- | Beyond this, liability waivers and insurance will be a key component to protecting MakeIt Labs from | ||
- | litigation should an accident occur. All members will be required to sign a statement understanding the | ||
- | MakeIt Labs safety policy, and disavowing MakeIt Labs of any and all liability from any harm to one’s self | ||
- | or property while performing MakeIt-related actions. | ||
- | == 3.7.3 Membership Dues Collection == | ||
- | |||
- | One of the issues with running a membership-based income model is the time-consuming process of | ||
- | collecting membership fees. Once membership is initially approved, the system will be entirely | ||
- | automated. Membership fees will be collected by a 3rd party online payment collection and the results | ||
- | transmitted to the MakeIt Labs security computer system. Access to the building is controlled by an | ||
- | electronic lock, also controlled by the same computer system. When membership expires, the code used | ||
- | by the member will cease working, requiring them to pay to re-activate it. | ||
- | ==== Financial Plan ==== | ||
- | === 4.1 Start-up Funding === | ||
- | |||
- | The start-up expenses for MakeIt Labs are minimal. A number of tools are already largely owned by the | ||
- | founder, and tools from interested parties have been offered for use free of cost to MakeIt Labs. Both | ||
- | initial capital expenses and monthly deficits will be covered by the founder until break-even has been | ||
- | achieved. | ||
- | === 4.2 Important Assumptions === | ||
- | |||
- | An important aspect of the operating model is that costs are highly scaled to membership levels. The | ||
- | two largest cost factors, leasing and energy consumption, are directly proportional to membership | ||
- | levels. Long-term capital investment is almost non-dependent on the membership size targeted for the | ||
- | initial growth period. This flexibility allows the business to scale its costs dynamically as membership | ||
- | revenue fluctuates, providing a resilient business model. | ||
- | As the shop and its use is the primary interest of the owner, funds will be directed towards growth and | ||
- | expansion of the shop. After the initial break-even period, there is no foreseeable need for outside | ||
- | funding. Additionally, while it is believed that the business is ripe for franchising opportunities, this is | ||
- | not part of the initial business plan. Effort will be instead be focused on creating a successful enterprise | ||
- | and lab space for the founder. The reasoning for having it remain for profit is two-fold: control and | ||
- | options. The eventual goal of is for it to later service as an incubation chamber for later business ideas | ||
- | and projects of the founder, as well as any that may crop up as a result of the community established. | ||
- | === 4.3 Accounting, Legal and other services === | ||
- | |||
- | To keep operating costs low, accounting will be handled largely by the owner. This is also another | ||
- | reason why an LLC was chosen. Its simplified tax structure makes it easy for the owner to do his own | ||
- | accounting, keeping the costs of outside accounting minimal. | ||
- | Little to no legal expenses are anticipated beyond the initial setup fees. Because of this, the monthly | ||
- | budget for legal and accounting fees will be carried from month-to-month creating a slush fund for | ||
- | unforeseen needs, and will accumulate for a time when it is needed. | ||
- | Given the size of the facility, the need for other 3rd party services such as janitorial are eliminated. | ||
- | === 4.4 Breakdown of Monthly Expenses === | ||
- | |||
- | Rent – Covers the cost of leasing the facilities. Includes ‘triple net’ real estate costs such as grounds | ||
- | maintenance, essential repairs to the building, plowing, etc. Does not cover infrastructure | ||
- | improvements. | ||
- | Internet – Cover the cost of internet service. Does not cover phone or television (not needed). | ||
- | Utilities – Covers the cost of electricity (including that involved in cooling) and heating. Costs are | ||
- | projected based on talks with other tenants in nearby units. | ||
- | Equipment Purchase – Covers the cost of both purchasing new equipment and replacing or repairing | ||
- | damaged equipment and infrastructure upgrades. | ||
- | Insurance – Covers the cost of insuring the business from property lost due to theft, and liability | ||
- | coverage against members. | ||
- | Legal/Accounting/Etc – Covers the needed end-of-year accounting assistance, Also covers unforeseen | ||
- | legal needs. Monthly budget for legal and accounting fees will be carried from month-to-month creating | ||
- | a slush fund for unforeseen needs, and larger expenses like the end-of-year tax preparation. | ||
- | Maintenance – Covers miscellaneous unforeseen expenses related to keeping the place running. | ||
- | Advertising – Covers the cost of advertising the business. Funds will initially mostly be consumed by | ||
- | online advertising, but maybe later include publicity stunts, contests and travel to relevant | ||
- | events/conferences. | ||
- | ==== Appendix A. – Startup Costs ==== | ||
- | Provided by Owner Value Cost | ||
- | Couch 400 0 | ||
- | Drill Press 200 0 | ||
- | Desks 300 0 | ||
- | Oscilloscope 300 0 | ||
- | Function Generator 200 0 | ||
- | Power supply 200 0 | ||
- | Mini-Fridge 150 0 | ||
- | Computers 500 0 | ||
- | Monitors 500 0 | ||
- | Shelving 160 0 | ||
- | Workbench 100 0 | ||
- | Chairs 50 0 | ||
- | Small Tables 20 0 | ||
- | Printer 100 0 | ||
- | Total 3180 0 | ||
- | |||
- | Acquired for Free Value Cost | ||
- | Welder 200 0 | ||
- | Drill Press 300 0 | ||
- | Microwaves 200 0 | ||
- | Workbenches 300 0 | ||
- | Chairs 150 0 | ||
- | Air Conditioner 250 0 | ||
- | Stereo 50 0 | ||
- | Total 1450 0 | ||
- | |||
- | Purchased Value Cost | ||
- | Shelving 300 300 | ||
- | Paint 100 100 | ||
- | Painting supplies 75 75 | ||
- | Toiletries 20 20 | ||
- | Cleaning supplies 30 30 | ||
- | Metal lockers 20 20 | ||
- | Air Conditioner Installation 250 250 | ||
- | Safety/Surveillance 300 300 | ||
- | Legal Setup 800 800 | ||
- | Total 1895 1895 | ||
- | |||
- | Grand Total | ||
- | Value | ||
- | Cost | ||
- | 6525 | ||
- | 1895 | ||
- | |||
- | ==== Appendix B. – Cash Flow Analysis ==== | ||
- | ==== Appendix C. - Projected Operational Earnings ==== | ||
- | ==== Appendix D. – Sensitivity Analysis - Projected Worst-Case Operational Earnings ==== | ||
- | |||
- | |||
- |