Master File - Final

8/18/2019 Master File - Final

1/56

To: Sir Fazal

By:

Omar Mansoor 14528

Aban Ali 14509

Yasir Shi!h 14909

Mariam Sha"# 144$$

%a&ood Khan 14810

'a"z Bilal 141(5

)h*lam M*hammad Mmon

Business Plan - Strategic FinancialServices


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Tabl o+ ,on-n-s

Executive Summary......................................................................6

Company Description....................................................................6

Company History........................................................................7

Mission Statement......................................................................7

Prouct an Services..................................................................7

Current Status............................................................................!

"egal Status an #$ners%ip.......................................................&

'ey Partners%ips.........................................................................&

(nustry )nalysis.........................................................................*+

(nustry Si,e ro$t% /ate an Sales Pro0ection.......................*+

(nustry Structure.....................................................................**

1%reat o2 3e$ Entrants...........................................................**

1%reat o2 Su4stitutes..............................................................**

/ivalry amongst 5rms............................................................*

Bargaining Po$er o2 Buyers....................................................*

Bargaining Po$er o2 Suppliers................................................*

PES1 )nalysis.........................................................................*

S8#1 )nalysis.......................................................................*9

3ature o2 Participants...............................................................*:

'ey Success Factors..................................................................*:

Strategic Financial Services Page


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(nustry 1rens an "ong 1erm Prospects.................................*6

Mar;et )nalysis...........................................................................*7

Mar;et Segmentation..................................................................*!

eograp%ic...............................................................................*!

Demograp%ic............................................................................*!

By )ge.................................................................................... *!

/ace.......................................................................................*!

Sex.........................................................................................*&

Psyc%ograp%ic..........................................................................*&

1arget Mar;et Selection...............................................................+

eograp%ic...............................................................................+

Psyc%ograp%ic..........................................................................+

"evel o2 Eucation..................................................................+

Socioeconomic Status............................................................+

Sex.........................................................................................+

/ace.......................................................................................+

By )ge.................................................................................... +

Buyer Be%avior...........................................................................*

Competitor )nalysis....................................................................

Mar;eting Plan............................................................................

Mar;et Summary......................................................................

Mission.....................................................................................



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Mar;eting #40ectives................................................................

Positioning................................................................................

#verall Mar;eting Strategy.........................................................9

Mar;eting Mix..............................................................................:

Prouct.....................................................................................:

Price.........................................................................................:

Promotion.................................................................................:

Distri4ution...............................................................................6

Management 1eam an Company Structure................................7

Management 1eam...................................................................7

#mar Mansoor........................................................................7

)4an )li..................................................................................7

%ulam Mu%amma Memon..................................................!


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%ulam Mu%amma...............................................................*


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./*-i S*mmary

Strategic Financial Services is a 5nancial services company in

Pa;istan. "ocate in 'arac%i Strategic Financial Services aims to

o@er a %ost o2 5nancial services 4ot% create 4y an 2or

entrepreneurs. Suc% services inclue 4ut are not limite to cas%

management services transaction %anling 4oo; A recor

;eeping an 4an;ing relations. 1%is 4usiness plan communicates

our vision p%ilosop%y an plan 2or a 4etter stronger an more

economically soun Pa;istan.

?sing ;ey success 2actors incluing 4ut not limite to =uality an

lo$ price o2 5nancial services ecient mar;eting =uic; turnover

customi,a4le services an exi4ility o2 payment $e pro0ect an

average net pro5t over t%e next t%ree years o2 approximately /s.

:7+++ per year.

,omany %sri-ion

Strategic Financial Services is a Pa;istani company proviing

superior 5nancial management services to entrepreneurs at

%ig%ly competitive prices. Foune in +*6 4y a group o2 stuents

2rom t%e (nstitute o2 Business Management t%e company $ill

ensure 4ot% t%e promotion o2 Pa;istans entrepreneurs an t%ose

o2 its s%are%olers. Strategic Financial Services currently %as

seven employees an one mentor $%o serves on t%e 4oar o2

avisors.

Strategic Financial Services Page 6


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1%e company aims to %elp ne$ entrepreneurs gain 4etter traction

$it% experience 5nance pro2essionals. 1%e company $ill provie

all 5nancial services re=uire 4y a 5rm suc% as Cas%

Management Boo; ;eeping 4an;ing relations etc.

1%is company is uni=ue 4ecause it i@ers su4stantially 2rom t%e

$ay most existing companies t%at provie suc% services operate.

1%e team inclues a %ost o2 experience iniviuals $%o are

entrepreneurs t%emselves.

Strategic Financial Services %as 4een 2oune 4y entrepreneurs

$%o %ave in-ept% ;no$lege o2 all aspects concerning 5nancial

management sales mar;eting an investment organi,ations an

operations. (n t%e near 2uture pro2essional talent $ill 4e ac=uire

an retaine 4y o@ering ;ey iniviuals an pro2essionals.

,omany 'is-ory

Strategic Financial Services $as 2oune in +*6 4y a group o2 stuents 2rom t%e (nstitute o2 Business Management as part o2

t%eir Entrepreneurs%ip an Small Business Management 1erm

Pro0ect. 8%at starte as a simple pro0ect turne into a massive

opportunistic venture t%at set in motion an entrepreneurial nuge

t%at $ill s;yroc;et Pa;istans entrepreneurial aoption an gro$t%

rate.

Mission S-a-mn-

Strategic Financial Services is committe to %elping entrepreneurs

manage t%eir capital an 5nances in t%e 4est $ay %elping 4ot%

Strategic Financial Services Page 7


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t%em an our s%are%olers gro$ $it% an in t%e communities $e

serve an 4ecome t%e 4est entrepreneurial 5nancial management

company.

3rod*- and Sris

8e $ill provie a %ost o2 4ot% stanar an customi,e

5nancial services to small an upcoming 4usinesses. Here is

a 4asic overvie$ o2 t%e prouct an services o@ere 8e $ill %anle all t%e cas% on t%e small start ups so t%at

t%ey $ont %ave to $orry a4out %o$ t%eyre going to manage

t%eir cas% t%at is loans or creit collection.

8e $ill also loo; over an maintain our clients transactional

recors. Proviing t%em t%e 4oo; an recor ;eeping

services $%ere $e $ill recor t%e ay-to-ay 5nancial

transactions o2 a 4usiness responsi4le 2or $riting

t%e ay4oo;s $%ic% contain recors o2 purc%ases sales

receipts an payments.

8e $ill 4e responsi4le 2or ensuring t%at all transactions are

recore in t%e correct ay4oo; suppliers leger customerleger an general leger. #ur company $ill also 2ocus on

t%e 4an;ing relations o2 t%e company.

"Cs $ill 4e issue $%en ealing $it% 2oreign clients.

8e $oul provie our clients $it% t%e option o2 letting us

invest t%eir ile cas% in various investment avenues

epening upon t%e level o2 ris; t%ey are $illing to ta;e.

1%at is to say t%ey are ris; ta;ers an $e $oul invest in t%estoc; mar;et.

Ho$ever i2 t%ey are ris; averse t%en $e $ill invest in lo$

ris; government 4ons. )n also $e $ill %elp t%e

Strategic Financial Services Page !


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entrepreneurs at t%eir 5nancing o2 e5cits t%roug% various

means.

,*rrn- S-a-*s

#ur company is set an $ill launc% 4y *st May +*6. )s suc%

$%ile t%e company is currently up an running ue to planning

an minor evelopmental nees mar;eting an sales services

%ave yet to 4egin.

Strategic Financial Services Page &


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al S-a-*s and O&nrshi

Due to t%e num4er o2 iniviuals involve an t%e relative nature

o2 t%e 4usiness Strategic Financial Services is registere as a

"imite "ia4ility Partners%ip. )s suc% our lia4ilities are limite to

t%e amount $e plan to invest in t%e 4usiness.

#$ners%ip percentages $ill 4e split evenly among entrepreneurs.

Ho$ever since t%e main iea 2or t%e 5rm originate 2rom #mar

Mansoor )4an )li an Da$oo '%an t%ey $ill %ave a *:G s%are

eac% $it% t%e exception o2 #mar since %is %ome an its relateresources are 4eing use. 1%ere2ore o$ners%ip as a percentage

o2 e=uity is as 2ollo$ing

#mar Mansoor - +G

)4an )li - *:G

Da$oo '%an - *:G

Mariam S%a5= *.:G

Ha5, Bilal *.:G


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6nd*s-ry Analysis

6nd*s-ry Siz7 )ro&-h a- and Sals 3ro-ionFinancial services are t%e economic services provie 4y t%e

5nance inustry primarily 4y t%e 4an;ing sector. 1%is inustry

comprises o2 4an;s insurance companies creit unions

accountancy companies consumer-5nance companies

investment 2uns an some government-sponsore enterprises.

#ur companys primary 2ocus is on t%e 5nancial management

aspect o2 t%e 5nancial services. Ho$ever our company $ill also

provie ot%er 5nancial services suc% as investing ile cas% an

issuing ""Cs. 8e are targeting a nic%e in t%e 5nancial services

inustry an our main target $oul 4e ne$ entrepreneurs $it%

small startup 4usinesses. Hence our 4usiness can 4e 4roaly

consiere as an application o2 4lue ocean strategy. Blue oceanstrategy is t%e simultaneous pursuit o2 i@erentiation an lo$ cost

to open up a ne$ mar;et space an create ne$ eman.

1%ere are *! 4usiness anIor general universities t%at o@er t%e

entrepreneurs%ip course in 'arac%i. /esearc% estimates +G o2

grauates $ill 4ecome entrepreneurs. 8it% an average grauate

num4er o2 ++ stuents per year t%is means 6+ stuents 2romeac% university $ill 4ecome entrepreneurs. 1%is 4rings t%e gran

total o2 ne$ 5rms in 'arac%i every year up to *+!+ 5rms. (2 our

company c%arges a minimum o2 P'/. :+++ to eac% 5rm t%e

Strategic Financial Services Page **

https://en.wikipedia.org/wiki/Accountancyhttps://en.wikipedia.org/wiki/Consumer_financehttps://en.wikipedia.org/wiki/Investment_managementhttps://en.wikipedia.org/wiki/Government-sponsored_enterprisehttps://en.wikipedia.org/wiki/Accountancyhttps://en.wikipedia.org/wiki/Consumer_financehttps://en.wikipedia.org/wiki/Investment_managementhttps://en.wikipedia.org/wiki/Government-sponsored_enterprise


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current revenue stans at P'/. 7 million. 1%is is t%e estimate o2

'arac%i t%at $oul 4e ourinitial target mar;et.

6nd*s-ry S-r*-*r

Thra- o+ & .n-ran-s

(nustries are more attractive $%en t%e t%reat o2 ne$ entrant is

lo$. Since our company plans to provie exclusive 5nancial

services to small startup services t%ere is a %ig% pro4a4ility t%at

competitors $oul enter into t%e mar;et an provie similar

services to our target mar;et. Ho$ever t%ere are a num4er o2 $ay t%roug% $%ic% $e can ma;e %ig% 4arriers to entry.

8e can reac% out to our target mar;et t%roug% mar;eting

campaigns on plat2orms t%at is accessi4le to ne$ entrepreneurs.

(nitially our main ?SP $oul 4e to give t%e 4est services at t%e

most reasona4le prices. 1%e strategy t%at $e $oul aopt $oul

4e t%e cost leaers%ip strategy. 1%e cost 2actor is important 2orstart-up 5rms $%o are our main target mar;et.

Thra- o+ S*bs-i-*-s

(nustries are more attractive $%en t%ere is less t%reat 2rom

su4stitutes availa4le. (n t%e case o2 our 4usiness t%ere are a

num4er o2 su4stitutes availa4le t%at provie similar services.

Ho$ever it is important to note t%at t%ese are not real su4stitutes

2or t%e services provie 4ut possi4le inirect su4stitutes t%at are

accesse normally as a part o2 a i@erent re=uire service. 1%ese

are

Strategic Financial Services Page *


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Ban;s

Speciali,e 5nancial management companies

(niviually %ire pro2essionals

3one o2 t%ese institutions concentrate speci5cally on t%e 5nancialservices t%at $e are proviing an t%eir target mar;et is i@erent

2rom ours. Ho$ever t%ey $oul still 4e strong su4stitutes o2 our

services.

ialry amons- "rms

#ur company is catering a nic%e an o@ering exclusive 5nancial

service an %ence $e o not %ave any irect competitors in t%e

mar;et. 1%ere is only inirect competition 2rom institutions suc%

as 4an;s insurance companies an accountancy companies $%o

provie t%ese 5nancial services as extras or a-ons. Since t%e

gro$t% rate o2 t%e 5nancial service inustry is %ig% $e can

expect rivalry in t%e 2uture.

Barainin 3o&r o+ B*yrs

)n inustry is more attractive $%en t%e 4argaining po$er is lo$.

Buyers can suppress t%e pro5ta4ility o2 t%e 5rms 4y emaning

lo$ prices an %ig% =uality services.

Ban;s an ot%er main 5nancial services institutions o not

consier ne$ entrepreneurs as t%eir main target. Hence ne$

entrepreneurs $oul %ave limite options le2t an t%e most

attractive one $oul 4e our company. #ur company $ill ai t%em

2or t%eir smoot% startup an eal $it% all t%eir 5nance relate

%assles. )lso t%e cost 2actor is important to ne$ entrepreneur



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an $e $oul 4e proviing t%em services at a lo$ cost. Hence $e

can conclue t%at t%e 4argaining po$er o2 4uyers $oul 4e lo$.

Strategic Financial Services Page *9


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Barainin 3o&r o+ S*lirs

(nustries are consiere to 4e more attractive $%en t%e

4argaining po$er o2 suppliers is lo$. #ur company is proviing a

service an %ence t%e scope o2 4argaining po$er o2 supplier

iminis%es. 1%e s$itc%ing cost o2 4uyers $oul 4e %ig% as our

company $oul 4e proviing goo =uality services at t%e most

reasona4le prices. 8e can conclue t%at t%ere $oul 4e no

attractive su4stitutes 2or our target mar;et. 8e can conclue t%at

t%e 4argaining po$er o2 supplier is lo$.

,om-i-i +ors o& Mdi*m 'ih

Thra- o+ & .n-ran-

Thra- o+ S*bs-i-*-s

ialry amons- Firms

Barainin o&r o+

b*yrs

Barainin o&r o+

S*lirs

)s suc% t%e inustry structure is 2avora4le an our since $e %ave

a 5rst mover avantage our company is %ig%ly li;ely to t%rive in

t%is ne$ inustry.

Strategic Financial Services Page *:


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3.ST Analysis

Political Factors

Jolatile political environment o2 Pa;istan unsta4le government

an t%reat o2 terrorism $%ic% %as a %uge impact on t%e 5nancial

service inustry.

Economic Factors

Hig% rate o2 ination an interest rate can a@ect investment. (2

t%ere is a %ig% level o2 interest rate t%en potential entrepreneur

$oul rat%er save t%eir money t%an invest in 4usinesses an vice

versa.

1%e %ig% rate o2 ination also ma;es it icult 2or ot%er 5rms to

survive in t%e mar;et.

(ncreasing eman 2or proucts is increasing t%e opportunity 2or

ne$ entrepreneurs to evelop 4usinesses.

Social Factors

(ncrease in living stanars o2 people in Pa;istan an t%e rising

population rate in Pa;istan an increasing rate o2 unemployment

4ot% %elp promote t%e inustry as an increasing num4er o2

iniviuals loo; to$ars entrepreneurs%ip to solve t%eir 5nancial

pro4lems.

Technological Factors

Development o2 ne$ an upgrae so2t$are $oul ma;e 5nancial

management easier. (ncrease in tec%nology t%at is giving rise to



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e-commerce an proviing opportunity 2or ne$ 4usinesses to set

up.

S;OT Analysis

Strengths

#ption o2 exi4ility o2 payments 2or customers.

"o$ cost c%arge 2or services.

#ption 2or customer to customi,e t%e services accoring

to t%eir nees. Expert team t%at unerstan t%e nees o2 t%e customers.

Weaknesses

Crei4ility $oul 4e lo$ initially as our company $oul 4e

ne$ in t%is 5el. "ac; o2 experience investment pro2essionals t%at $oul

ma;e t%e investment ecisions.

Opportunities

Huge mar;et gap 2or support services.

Ban;s o not cater to t%e clients speci5c nees.

1%ere are %ig% gro$t% rates o2 startup 4usinesses inPa;istan $%o are our main target mar;et.

3e$ entrepreneur lac;s t%e expertise to per2orm t%ese

5nancial services. 1%ey also %ave limite 5nancial resource to go to

institutions li;e 4an;s 2or t%ese services.

Threats

1%ere are a lot o2 inirect competitors present in t%e

inustry t%at o@er similar services.

a-*r o+ 3ar-iian-s

1%e 5nancial service inustry can 4e terme as an emerging

industry $%ic% %as great potential to ouris%. #ur company is



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striving to ma;e a ne$ mar;et 2or itsel2 $it%in t%e 5nancial

service inustry. Hence $e can say t%at $e $oul %ave t%e 5rst-

mover avantage 2or ourselves.

Ky S*ss Fa-ors

'ey success 2actors o2 t%is inustry inclues

Kuality o2 5nancial services

Cost o2 services

/is; 2actor

Crei4ility o2 t%e 5rm

Mar;eting

Customi,e services

Flexi4ility o2 payment

6nd*s-ry Trnds and on Trm 3ros-s

;hils- 3a!is-an


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institutions suc% as 4an;s to see; 5nancial services %as increase

over t%e years. Hence $e can conclue t%at our company %as a

%uge potential 2or gro$t% $it%in t%e 5nancial service inustry.

Strategic Financial Services Page *&


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Mar!- Analysis

(n Pa;istan an increasing num4er o2 citi,ens are c%oosing to

4ecome entrepreneurs. 1%is is 2unamentally 2uele 4y primary

reasons

1> 1%e ina4ility to 5n 0o4s2> Become t%eir o$n 4oss?> Financial incentives

8%ile an increasing num4er o2 stuents $ant to 4ecome

entrepreneurs over *G 4elieve t%ey $ill 2ail in Lalmost &G in

'arac%i alone an t%us eit%er 2ail or =uit $it%in 6 mont%s or o

not start a 4usiness. #ne o2 t%e primary reasons 2or 2ailure ot%er

t%an t%e 2ear o2 it is relate to 5nancing anIor its management.

8%en it comes to 5nancial management services t%ere are

essentially routes most entrepreneurs ta;e. 1%ese inclue

1> Hiring an experience 5nancial manager at a very %ig% cost2> )c=uiring stanar services 2rom a 4an;?> Provie e=uity to an associate in return 2or s$eat capital in

t%e 2orm o2 5nancial management

?n2ortunately none o2 t%e truly unerstan entrepreneurs%ip

4eyon t%e aspect o2 a Nris;y 4usinessN $%ic% creates pro4lem

2or t%e mar;et.

1%us t%e mar;et 2or entrepreneurial 5nancial management

services is a rapily gro$ing mar;et t%at %as not 4een properly

tappe.

Strategic Financial Services Page +


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Mar!- Smn-a-ion

)orahieograp%ically t%e population o2 Pa;istan is locate accoringly

'arac%i O*.& million

"a%ore O7.6 million

Faisala4a O.+ million

/a$alpini O. million

Multan O*.! million

(slama4a O+.& million

%morahi

By A

(n t%e current mar;et young entrepreneurs lie commonly in t%e

2ollo$ing age 4rac;ets

*!-:

+-9:

::

a

8%ile $e $ill not iscriminate 4ase on race t%e 2ollo$ing race

4rac;ets exist in Pa;istan

Pun0a4i O99.7G

Pas%tun LPat%an

O*:.9G

Sin%i O*9G

Sarai;i O!.9G Mu%a0irs O7.6G

Baloc%i O.9G

#t%er O6.G



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S/

8%ile $e $ill not iscriminate 4y sex t%e 2ollo$ing sex

4rac;ets exist in Pa;istan

+-*9 years OG Lmale :&:&9&I2emale *7&7766

*:-9 years O*G Lmale *!+6*7I2emale +96*!9

:-:9 years O:G Lmale 6&+**&I2emale 6&:

::-69 years O:G Lmale :++!6!*I2emale :+9*99

6: years an over O9G Lmale &:**&+I2emale 99&++9:

Ho$ever stuies %ave s%o$n t%at in Pa;istan more men are

incline to$ars entrepreneurs%ip t%an are $omen. )s suc%

$%ile $e $ill not iscriminate $e 5n it necessary to

mention t%at men are more li;ely to 4e selecte 4ecause o2

t%eir generally larger proportion.

3syhorahi

Psyc%ologically our primary concern is $it% t%e attituinal

4asis o2 t%e young entrepreneurs o2 Pa;istan. (n Pa;istan

t%ere are generally ma0or attituinal categories associate

$it% entrepreneurs%ip. 1%ese are attitues

Favoring entrepreneurs%ip LO:G

Fear2ul o2 entrepreneurs%ip LO6:G


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Tar- Mar!- Sl-ion

)orahi 8it% t%e rapi increase in entrepreneurs in 'arac%i over

:+Iyear an t%e location o2 t%e 2ouners $e 2eel it is 5t to

target t%e entrepreneurs in 'arac%i.

3syhorahi

l o+ .d*a-ion 8e $ill target entrepreneurs $%o %ave complete at least

t%eir intermeiate-level eucation. Suc% stuents usually

progress 2or$ar $it% eucation an start a 4usiness later or

c%oose to start a 4usiness a2ter intermeiate eucation.

Soioonomi S-a-*s

Most entrepreneurs 2rom SEC ) o not nee entrepreneurial

5nancial management services as t%ey possess t%e 5nancial

4ac;ing or eucation to manage it t%emselves or c%oose a

%ig%ly pro2essional an expensive 5nance manager. 8e $ill

target young entrepreneurs 2rom SEC B an C as t%ey %ave

t%e tenacity 2or entrepreneurs%ip an usually re=uire an as;

2or 5nancial %elp.

S/

8e $ill not iscriminate 4ase on sex.


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a

8e $ill not iscriminate 4ase on race.

By A

Consiering t%e entrepreneurial an population

emograp%ics $e 2eel t%e *!-: an +-9: age groups

are ieal.


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B*yr Bhaior

(n our 4usiness our 4uyers are essentially t%e clients $e $ill

provie 5nancial management services to. )s suc% our

4uyers 4e%ave rat%er interestingly. Startups generally lac;

t%e 5nancial expertise to %anle t%eir 5nances an t%us

t%eir 4e%avior tens t%em to loo; to$ars traitional

solutions. 1%ey ten to c%oose solutions incluing

Commercial 4an;ing

Financial management companies

Hiring a 5nancial executive

Bringing a 2rien onto t%e team an proviing Qs$eat e=uityR

instea o2 paying t%em

1%e pro4lem is t%at t%ey ;no$ t%ey $ill get rat%er stanar

an simplistic services 2rom almost any commercial 4an;

t%ey c%oose.

1%ey ten to steer clear o2 expensive 5nancial management

companies espite t%eir exceptional level o2 services. 1%is is

primarily 4ecause t%ey ;no$ t%ey are a startup t%at nees to

4ootstrap an t%us t%is option contraicts it.

Hiring a 5nancial executive is a smarter ecision 4ut

4usinesses ten to %ire executives or * manager $%ic%

usually necessitate mont%ly payments o2 up to /s. *+++++.

Many entrepreneurs ten to 4ring a 2rien on t%eir team to

overcome t%e a4ove issue 4ut t%is causes a loss in e=uity


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control an o2ten a ma0or cause 2or isagreements an

2ailure.

,om-i-or Analysis

Because Strategic Financial Services is t%e 5rst o2 its ;in

t%ere really are no irect competitors 2or t%e 4usiness. 8%ile

4an;s an 5nancial management companies C)3 4e t%oug%t

o2 as inirect competition it nees to 4e unerstoo t%at

t%ese are not competitors 4ut rat%er su4stitutes.

)s suc% t%ere really are no competitors 2or Strategic

Financial Services. )s suc% currently no competitor analysis

is re=uire.


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Mar!-in 3lan

Mar!- S*mmary #ur mar;et consists o2 men an $omen 2rom SEC B an C

$%o %ave complete at least t%eir intermeiate-level

eucation an live anIor plan to start an operate t%eir

4usiness in 'arac%i. 1%is represents a mar;et segment t%at

gro$s at roug%ly &G a year.

Mission

Strategic Financial Services is committe to %elping

entrepreneurs manage t%eir capital an 5nances in t%e 4est

$ay %elping 4ot% t%em an our s%are%olers gro$ $it% an

in t%e communities $e serve an 4ecome t%e 4est

entrepreneurial 5nancial management company.

Mar!-in Ob-is

1o ac%ieve at least an increase in clients 4y *+G every year

1o rapily gro$ 4ran a$areness 4y at least 7:G an ensure

top o2 min recognition $it%in *! mont%s "aunc% at least ne$ 4uilt pac;ages an customi,a4le

pac;ages every year 1o target an launc% customers in at least one ne$ city

every years Proviing s%are%oler $ealt% o2 at least /s. :+++ $it%in

years


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3osi-ionin

Strategic Financial Services aims to position itsel2 as a

2rienly a@ora4le an pro2essional 5nancial management

company 4uilt 4y entrepreneurs 2or entrepreneurs.


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Orall Mar!-in S-ra-y

#ur strategy $ill 4e 4ase on communicating Strategic

Financial Services ?SP an value to our c%osen segment o2

t%e mar;et using numerous pu4licity-4ase an avertising

met%os.

1%e *st inclues online avertising using PPC an social

meia posts 4ot% sponsore an pu4licity-4ase. Posts $ill

initially 4e targeting 4usiness universities 2or t%e 5rst

mont%s to 4ot% gro$ interest an con5ence in 4uing

entrepreneurs $%ile increasing a$areness an recognition.

1%ese inclue (oBM (=ra an S)B(S1.

)not%er source o2 mar;eting $ill 4e one $it% strategic

relations%ips $it% incu4ators suc% as PTSH) tec% incu4ator.

1%is $ill 4ot% serve as promotion an ac=uisition purposes. 1%e primary reason 2or targeting suc% incu4ators is t%e $ie

range o2 iniviuals an teams $%o align $it% our

emograp%ics.

(n t%e 5rst year avertising $ill 4e ;ept to a minimum o2 /s.

*+++++ $%ic% $ill primarily 4e 2or sponsore social meia

posts an PPC.

8it%in t%e 5rst year our overall mar;eting strategy is to

increase a$areness an recognition $it%in t%e 5rst mont%s

o2 operations to %elp ac=uire at least 9 clients $it%in t%at


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time an aim 2or at least * 4y t%e en o2 t%e 5rst *

mont%s.


32/56

Mar!-in Mi/

3rod*- #ur current range o2 proucts stans atCas% Management

Services

1ransaction Hanling

Boo; A /ecor 'eeping

Ban;ing /elations

"etter o2 Creits L"Cs

(nvesting excess cas% Financing e5cits

3ri

1%e pricing strategy $ill initially revolve aroun 9 pac;ages

as etaile in t%e 4usiness moel. 1%e minimum price o2

eac% pac;age $ill 4e set at /s. :+++ an $ill c%ange

epening on t%e services ae.

3romo-ion

1%e *st inclues online avertising using PPC an social

meia posts 4ot% sponsore an pu4licity-4ase. Posts $ill

initially 4e targeting 4usiness universities 2or t%e 5rst

mont%s to 4ot% gro$ interest an con5ence in 4uing

entrepreneurs $%ile increasing a$areness an recognition.

1%ese inclue (oBM (=ra an S)B(S1.


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)not%er source o2 mar;eting $ill 4e one $it% strategic

relations%ips $it% incu4ators suc% as PTSH) tec% incu4ator.

1%is $ill 4ot% serve as promotion an ac=uisition purposes.

1%e primary reason 2or targeting suc% incu4ators is t%e $ie

range o2 iniviuals an teams $%o align $it% our

emograp%ics.

(n t%e 5rst year avertising $ill 4e ;ept to a minimum o2 /s.

*+++++ $%ic% $ill primarily 4e 2or sponsore social meia

posts an PPC. 1%is $ill also inclue :+ small yersImini

4roc%ures 2or %anouts at incu4ator events.

%is-rib*-ion

#ur current istri4ution c%annels inclue

Social Meia

#nline Searc% Engines

?niversities

(ncu4ators

8or o2 Mout%


34/56

Manamn- Tam and ,omany

S-r*-*r

Manamn- Tam

Omar Mansoor

#mar Mansoor is a young entrepreneur $%o is t%e %ea o2

t%e company. #mar is a multi-talente iniviual $it% years

o2 experiencing managing large pro0ects teams an

resources to ensure organi,ational eciency in exceeing

organi,ational goals. He speciali,e in 4ot% H/ an

mar;eting an $ill complete %is BB)LH in +*6. He is

passionate a4out ma;ing an impact in society an giving

4ac; to it. He spens %is 2ree time reaing 4oo;s playing

games or en0oying some time $it% %is 2amily.

Aban Ali

is t%e CF#. He speciali,es in 5nancial management. He is a

top grauate o2 a leaing 4usiness sc%ool.

)4an )li is a young aspiring entrepreneur $%o %eas t%e

5nance ivision o2 t%is ne$ upcoming entrepreneurial

venture as CF#. )4an is a %ar $or;ing an pro5cient

iniviual $%o speciali,es in corporate 5nance an e=uity

investments.


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He is currently pursuing a BB) LH egree 2rom (oBM in

aition to completing %is CF) examinations.

His %o44ies inclue reaing 4oo;s an ne$spapers $atc%ing

movie an spening time $it% %is 2amily. He also %as a ;een

interest in an regularly 2ollo$s ;ey international

evelopments 4ot% political an 5nancial.

)h*lam M*hammad Mmon

He is loo;ing a2ter t%e %uman resource o2 t%e organi,ation

an speciali,es in conict management. He is a top grauateo2 a leaing 4usiness sc%ool.

%ulam Mu%amma is a young entrepreneur $%o %eas t%e

Human resource epartment. He %as $or;e in Pa;istan

State #il an in )s;ari Ban; as an intern. He is passionate

a4out 4ringing a c%ange in Pa;istani society an 2or t%at %e

%as 4een $or;ing $it% 1CF as a volunteer since +*9. He $ill

complete %is BB)LH in May +*6. He en0oys reaing 4oo;s

$atc%ing movies an playing s=uas%.

Yasir Shi!h


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'a"z Bilal

Mr. Bilal )n$er is an energetic an ynamic entrepreneur

an leaer $%ose ;ey areas are mar;eting an c%annel

management. He serve in Ma;e-a-$is% 2ounation Broo;es

P%arma Ha4i4 Metropolitan Ban; "1D an BAB Securities

"1D as a proli5c intern an in )(ESEC as $ell. He $ill

complete %is BB)LH in +*6.

He is passionate a4out mar;eting ynamics long-term

trens an t%e unexplore. His %o44ies inclue travelling

s$imming an reaing.


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Mariam Sha"#

)m4itious eicate an a true leaer Mariam S%a5=

serves Strategic Financial Services as t%e %ea o2 t%e

mar;eting epartment. )n aspiring entrepreneur Mariam

$or;s $it% Ha5, Bilal to ensure t%e 5rm remains t%e mar;et

leaer an gro$s year 4y year. Mariam speciali,es in

avertising mar;et researc% an content evelopment. (n

%er 2ree time s%e spens time $it% %er 2amily an 2riens

an en0oys reaing.

%a&ood Khan

Da$oo '%an is a 4rig%t young entrepreneur $%o 4rings to

Strategic Financial Services years o2 experience $or;ing at

i@erent 5nancial an supply c%ain 5rms. Polis%ing %is s;ills

in 4ot% %uman resources sales an supply c%ain

management Da$oo 4rings a vast s;ill set in multiple

isciplines giving %im crucial analytical s;ills an ma;es %im

ieal as t%e Director Sales. He $ill complete %is BB)LH in

+*6.

He is passionate a4out ma;ing an impact in society an

giving 4ac; to it. He spens %is 2ree time reaing 4oo;s

playing games or en0oying some time $it% %is 2amily.

Board o+ %ir-ors

*. #mer Mansoor. )4an )li.


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9. Mariam S%a5=:. Da$oo '%an6. Ha5, Bilal7. %ulam Mu%amma Memon

Board o+ Adisors

;a#as Ahmd Siddi#*i

8a=as )%me Sii=ui %ols an MB) LFinance 2rom t%e

(nstitute o2 Business )ministration an %as cleare all %is

CF) exams. 8it% years o2 experience uner %is 4elt at

numerous 4an;s suc% as HB" an 3ational 4an; an

running %is o$n igital mar;eting 5rm Mr. Sii=ui 4rings %isexpertise an s;ills to Strategic Financial Services as a

truste avisor.

Saad @ad

Saa >ave %ols an MB) LMar;eting 2rom (nstitute o2

Business )ministration. 8it% years o2 experience at Dollar

(nustries ?nion Biscuit etsol.com an "ogicose Saa %as

more t%an enoug% experience 4ot% managing an gro$ing

4usinesses an 4rans. Speciali,ing in prouct evelopment

4ran management competitive analysis an consumer

4e%avior %e ma;es a per2ect 5t as a truste avisor on

Strategic Financial Services Boar o2 )visors


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,omany S-r*-*r

#mar Mansoor

Ha5,

Bilal

Maria

m

)4an

)li%ulam

Mu%am


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Ora-ions 3lan

)nral Aroah -o Ora-ions #perations are t%e ma0or part o2 any 4usiness 4ecause i2

t%ey are conucte in proper 2orm t%en only a 4usiness can

earn pro5t an ma;e t%e 4est use o2 its competitive

avantage. 1%e operations at occasional treats run in a very

smoot% orer.

First o2 all our approac% $oul 4e to attract customers

irectly as a BB approac% suc% as personal selling etc. )n

as; eac% an every etail 2rom customer to ma;e sure t%e

4est =uality an esire prouct an service is elivere to

t%e esteeme customer.

1%en Mar;eting an social meia managers in2orms Finance

Manager an CE# a4out t%e orer an t%ey 4ot% 2urt%er loo;

$%et%er material or service is availa4le or not an i2 it is

availa4le t%en %o$ muc% more =uantity li;e 5nancial ata

5nancial analysis or no =uantity is re=uire.

)2ter loo;ing at t%e entire material nees an i2 t%e materials

or ata are s%ort our 5nancial analyst in2orms a4out t%e

esire in2ormation an ata to Finance Manager Mr. )4an

Senior Financial Manager ma;es an estimate o2 t%e cost o2

t%e proucts in2ormation an ata $%ic% $oul nee to 4e

purc%ase an a2ter ma;ing a cost estimate t%e amount is


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%ane over to one o2 t%e 5nancial analyst $%o goes an

purc%ases t%e esire in2ormation 2rom t%e stoc; mar;et or

t%roug% i@erent sources.

Mar;eting Manager on t%e ot%er %an ;eeps on $or;ing on

t%e 4ran activation activities 4y visiting i@erent 5nancial

institutions an corporate clients. #nce t%e in2ormation %as

4een collecte our team o2 5nancial analysts sits $it% t%e

senior 5nancial manager an analy,es it t%roug% i@erent

perspectives an customi,es it accoring to t%e re=uirement

o2 customer.

#nce all t%e computations %ave 4een one 4e2ore sening it

to t%e client our CE# goes t%roug% it an $%et%er approves

or re2use it. #ur Customer /elations%ip Manager also in2orms

t%e esteeme customer a4out t%e orer once it is

ispatc%e. )ll t%e partners $or; in a team an respect eac%

ot%ers ieas an $or;.

B*sinss oa-ion

#ur 4usiness $ill 4e locate at #mar Mansoors resience.

)part 2rom t%at a su4-4ranc% $ill also 4e operating in our

university t%e (nstitute o2 Business Management L(#BM as

a 4ootstrapping tec%ni=ue. 1%e university is proviingincu4ator space to t%e company to operate in.


42/56

Boo-s-rain

Bootstrapping is a $ay 2or entrepreneurs to cut expenses

an save plenty o2 )s Entrepreneurs $e ;no$ t%ere are

plenty o2 $ays to save money 4ot% 4e2ore an uring

operations. )s suc% $e %ave ivie our 4ootstrapping into

t$o segments i.e. Primary Bootstrapping an Seconary

Bootstrapping tec%ni=ues. 1%ese are

3rimary So*rs 1%ese are t%e tec%ni=ues $e $ill 2ocus

more

• 'eeping our ay 0o4 $%ile starting t%e 4usiness in o@-%ours

• "iving o@ an 4orro$ing 2rom our 2riens an 2amily $%ile

starting t%e company.

• Carpooling to clients instea o2 meeting t%em iniviually

• Cautiously using creit cars

• Most o2 t%e 0o4 $e $ill o 4y our o$n-selves rat%er t%an

going 2or outsourcing or %iring people until a4solutely

neee.

Sondary So*rs: 1%ese are some tactics on $%ic% $e

also o 4ootstrapping

• Borro$ t%e e=uipment $e $oul nee or use our o$n suc%

as computers laptops an oce stationery.

• ?se extra %ome 2urniture instea o2 4uying ne$ 2urniture.


43/56

• 8e $ill call in past 2avors an rely on personal relations%ips

to get t%ings one 2or 2ree.

• 8e $ill %ire interns instea o2 regular employees $%enever

neee. 8it% our relations in universities t%is $ill 4e easy.

Faili-is and .#*imn-

Currently our 2acility inclues t%e %ome o2 our %ea #mar

Mansoor 2urniture $e $ill 4ring in 2rom our %omes our o$n

laptops an a central server L#mars PC.

(n t%e university t%e 2acilities provie inclue

"o$ cost printing

Cu4icles to $or;

Free 8iFi

Furniture


44/56

Sri0s

,ombina-i

on

3A,KA). 1

*-Cas% Management

-1ransactionHanling

-Boo; 'eeping APrepping Financial

1ransactions

9-Ban;ing /elations

3A,KA). 2

*- )ll servicesprovie in Pac;age *

plus- "etter o2 Creits

- #verra2t FacilityLS%ort 1erm "oan

3A,KA). ?

*- )ll Services inPac;age * plus

6- (nvestingSolutions

7- "ong 1ermFinancing Solutions

3A,KA). 4

*- )ll services inPac;age 6 plus

6- (nvestingSolutions

7- "ong 1ermFinancing Solutions

Sri %sin and %lomn- 3lan

%lomn- S-a-*s and Tas!sCurrently all our initial services %ave 4een evelope.

Consiering t%at $e plan to launc% soon ne$ services are not in

evelopment. 8e plan to see %o$ t%e current services run an

evelop as neee. 1%e current status o2 our services are

#ur Business moel $oul 4e a uni=ue an novel one. 8e $oul

c%arge our customers a nominal 2ee 4ase on t%e com4ination o2

services t%ey c%oose to ac=uire 2rom us until t%ey get t%emselves

into a pro5ta4le position. 1%e com4ination o2 services an t%e 2ee

structure 4e2ore t%e start-ups attain a pro5ta4le position are as

2ollo$s


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F.. ST,T. F..S B.FO.

3OF6TAB66TY

F..S AFT.

3OF6TAB66TY

3A,KA). 1 P'/ ++++ per

mont%

9G o2 pro5t Lsu40ect

to revision

3A,KA). 2 P'/ ++++ per

mont%

:G o2 pro5t

3A,KA). ? P'/ ++++ per

mont% plus '(B#/G on "ong-term

loans

9G o2 pro5t on

investments plus'(B#/G on "ong-

term loans

3A,KA). 4 P'/ ++++ per

mont% plus'(B#/G on "ong-

term loans

9.:G o2 pro5t on

investments plus

'(B#/G on "ong-

term loans


46/56

,hallns and is!s

TY3.S OF

6SK

'O; 6T AFF.,TSC ;ays -o Mi-ia-

Finanial

is!

)long $it% customers

5nances $e also %ave to

manage our o$n 5nances.

Cas% ino$s an #uto$s

/evenue an Expenses

$eat%er to go 2or e4t or not

in 2uture. Because o2 5rst

mover in t%e mar;et our

5nancial ris; $oul 4e %ig%.

Even i2 $e %ave a line o2

creit securing a regular cas%

o$ is icult an stress2ul.

8e $ill properly analy,e

our 2uture eman

perioically so t%at $e can

$or; on our cas% o$

4e2ore %an.

8e $ill iversi2y our

5nancial ris; 4y partneringot%er 5nancial institutions

in our operations. For

(nstance Partner any 4an;

2or selling t%eir 5nancial

services in 4ul; at lo$

cost.

B*sinss

is!

8e mig%t 2ace operational ris;

4ecause $e are epenent onot%er 4an;s an ot%er 5nancial

institution 2or our operations i2

t%ey 2aile or 2ace any

pro4lem $e $ill irectly 4e

a@ecte.

#ur pro2essional cali4er also

comes uner 4usiness ris;.

1%eir intellectual a4ilities toeal $it% t%e operations o2

4usiness are also important 2or

us.

8e can contact i@erent

5nancial institution at onetime.

Simultaneously $or; on

ma;ing ourselves

inepenent on Ban;s an

ot%er 5nancial institution

4y eveloping our o$n

similar services.

For 1eam $e can $or; on

innovations an

evelopment in t%e

services 4y stuying aily

mar;et upates.


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Thnolo

ial is!

Since in start it $ill 4e easy 2or

us to eal $it% our customers

$it%out any expensive

so2t$are. Ho$ever as our

customers increases $e nee

to 4uy #racle or S)P 2or ata

management an 2or 5nancialservices. So t%at $e can eal

$it% t%e tec%nological 4arriers

eciently an e@ectively.

8e $ill start to save

money 2or t%e purc%ase o2

t%ese so2t$are 2rom t%e

start.

8e can get S)P online

so2t$are as lease

so2t$are online 4y paying

U:++ per mont%. Hence $e

can use t%is in 2uture.

3oli-ial

and al

is!

Strict overnment policies 2or

any ;in o2 4usiness 2or

entrepreneurs%ip are ris;y 2or

us. )ny ;in o2 government

4arriers $ill 2or entrepreneur

$ill irectly a@ects us.

"egal ris; inclues intellectual

property. #ur copyrig%ts an

traemar;s $ill nee to 4e

secure. Proper license an

registration o2 4usiness is very

important.

1%e e@ect o2 transaction

cost or any ot%er relate

cost 4ecause o2 ne$

government policies can

4e irectly ae it to t%e

price o2 our prouctV t%is

$ill ma;e our services

expensive $it%out

ecreasing in =uality o2

services.

Proper legal guielines 2or

t%e patents traemar;s

an copyrig%t $ill 4e ta;en

4y our 2rien circles $%o

are our 4atc% mates in our

university. Hence Friens

$%o are stuying la$ $ill

4e use.


48/56

S-ra-i

is!

Strategic ris; is t%e ris; o2

2ailing in strategy. 1%e Factors

$%ic% a@ects our strategy

inclues sta;e%olers $%ic%2urt%er inclue Entrepreneurs

Financial (nstitutions

overnment an 1eam.

Hence 2or not 2ailing in our

strategy $e $ill %ave

2oresig%t o2 our plan

properly. Plus $e may not%ave ;no$lege a4out

every aspect o2 a 4usinessV

%ence $e $ill 4e in touc%

$it% i@erence

experience pro2essionals

$%o $ill guie us in a rig%t

irection.

6n-ll-*al 3ror-y

Currently t%e only intellectual property $e o$n are t%e

companys name an a traemar; on our logo.


49/56

Finanial 3ro-ions

So*rs and ss o+ F*nds S-a-mn-Currently t%e sources o2 5nance inclue our o$n savings o2 up to

/s. 9 million in avances an e=uity. 1%e 2uns $ill 4e use in

getting t%e operation up an running researc% salaries

travelling an ot%er expenses.

Ass*m-ions Sh-

.onomy and 6nd*s-ry

#ur target 2or t%e 5rst year $oul to o4tain *6 5rms as our

clients.

)t least 9+ 5rms currently exist as our target mar;et.

#ur target 2or t%e 5rst is to capture 6G an 2or t%e secon

year to o4tain *G o2 t%e overall mar;et. 8e expect our

sales volume to gro$ 4y *++G in t%e secon as compare to

t%e 5rst an a2ter t%at it $oul gro$ 4y :G a2ter$ars.

(n F


50/56

"ac; o2 employment opportunities in t%e corporate sector

%ave 2orce young grauates to start t%eir o$n 4usinesses

$it% ma0ority opting to start a 4usiness venture $%ic% is

relate to t%eir 5el o2 stuy.

6nom S-a-mn-

)ccoring to current researc% at least +G o2 university

grauates 4ecome entrepreneurs.

(n +*: alone startups manage to raise approximately U

*++ million in investment.

Cas% ino$ in t%e 5rst year is expecte to 4e lo$ since $e

o@er our clients exi4ility o2 payments. Ho$ever it is

expecte to signi5cantly 4oost up in t%e secon year. For t%is

purpose $e $oul re=uire 5nancing in t%e 5rst year in orer

to maintain our operations.

1%e companies to $%om $e $oul exten our services $oul

4ecome pro5ta4le on an average years a2ter t%ey

commence operations.

1ransaction cost are G o2 total pro5t on investments.

8e $oul not 4uy any capital e=uipment suc% as personal

computers or laptops rat%er $e $oul lease t%em on a

mont%ly 4asis. )lt%oug% t%is mig%t result in us %aving to pay

a %ig%er cost %o$ever it $oul save us some vital cas%o$s

initially uring our ventures initial ays.


51/56

Ban; C%arges are expresse as )verage cost per customer

times no. o2 customers. )verage 4an; c%arge per customer

is P'/ :+++.

/esearc% cost is P'/ ++++ in t%e 5rst year an is expecte

to increase $it% t%e rate o2 ination. (t inlcues t%e

expeniture incurre in purc%asing various researc% reports

an investor recommenations reports.

1%e aggregate employee salaries are P'/ *:++++ 2or t%e

5rst year P'/ +++++ 2or t%e next year an P'/ +++++

an 9:++++ 2or years r an 9t% respectively.

Balan Sh-

#ur 5rm $oul %ave no 5xe asset except 2or oce

e=uipment.

Cas% in %an $oul 4e $ort% e=ual to 6 mont%s o2 operating

expenses 2or t%at year.

)s our customers $oul 4e ne$ starts so t%ey most

e5nitely $oul 4e s%ort on cas%. 1%ere2ore $e pro0ect t%at

account receiva4le $oul constitute +G o2 total revenue.

"oans an avances to customers $oul 4e P'/ 9 million in

t%e 5rst year a2ter $%ic% $e expect it to increase 4y :G eac%

year.

Mar;-up receiva4le on investments $oul constitute *+G o2

t%e total pro5t on investments. 1%is *+G is to account 2or


52/56

t%e cas%o$s o2 t%e pro5t on investments $%ic% %ave 4een

reali,e 4ut %as not 4een receive 4y t%e 5rm ue to some

time lags in trans2er o2 cas%.

Ban; #verra2t $oul 4e P'/ +.: million eac% year.

)ccounts paya4le is expecte to account 2or *+G o2 total

cost o2 goos sol. By elaying expenses $e $oul 4e a4le

to ivert t%e money else$%ere $%ere $e can earn interest

income.

)ccrue expenses $oul account 2or approximately :G o2 total operating expenses at any point in time.

3o long term lia4ilities.

#$ners $oul contri4ute P'/ million.

P'/ million $oul 4e ac=uire 2rom a venture capitalist

5rms suc% as Clou & Dotero an D


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3ro Forma 6nom S-a-mn-s


54/56


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3ro Forma Balan Sh-s


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3ro Forma ,ash Flo&s

a-io Analysis

Master File - Final

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