Portfolio

Portfolio

Business & Global Trade

Marshall Korattiyil 12/8/2014

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Table of Contents

Capstone Reflection .................................................................................................................. 3

Individual Development Plan .................................................................................................... 6

Informational Interview: Craig Lustig ........................................................................................ 8

Resume Reflection .................................................................................................................. 11

Civic Engagement Project Report: Community Development ................................................ 13

Program Specific Report ......................................................................................................... 15

Management Team .............................................................................................................. 16

Marketing Team .................................................................................................................. 22

Finance Team ...................................................................................................................... 29

Appendix ............................................................................................................................. 33

Work Sample from the Internship: .......................................................................................... 42

Work Samples from the Academic Course: ............................................................................ 48

Academic Course Syllabus ...................................................................................................... 65

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Capstone Reflection

The Washington Center Internship Program has been a defining chapter in

my professional, academic, and personal life. I have connected with many

professionals with varied backgrounds and experiences in an incredibly diverse

ecosystem known as our nation’s capital. The relationships that were developed,

will be fostered for the rest of my life. I’ve attended nearly every workshop

offered, and I feel better doing so. The instructors have prepared me for the

professional environment. With courses like “From Ideas to Action: The Anatomy

of Entrepreneurship”; the idea of starting my own business is real and has given

me the confidence to begin my first venture. Nearly every aspect of this program

has made me stronger and I now feel better prepared for the world.

The SWOT analysis was a great tool for reflection. I was able to reinforce

strengths like: compassion, courage, discipline, focus, patience, and most of all

confidence and leadership, through the opportunities and challenges The

Washington Center Internship Program has offered. There were two weaknesses

that I have felt I was able to combat. The first is my controlling nature when it

comes to leading group projects. I worked on giving my teammates the much

needed space to work and thrive in there endeavors. With eliminating

micromanaging as a part of my leadership style, my other group members really

enjoyed our process of conceptualizing, developing, and executing our business

plan. The second weakness is emotion. Emotion in the sense of overreacting to a

situation that I am close too. With working and adapting to several different

cultures, overacting has become nearly absent. This single semester, has helped

me too grow as individual.

The two external factors are the opportunities and threats. The Washington

Center Internship Program has given me the experience and education necessary

to work in the health care industry. The challenging aspects of the academic

portion for this semester, has further prepared me to attend a graduate programs

for an MBA in Health Care Administration in the near future. With networking

being a large aspect in DC, I was a able to develop a broad, diverse, and high

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quality professional network. One way I was able to develop that network was

with developing my professional skills. The only opportunity that is fiscally 2-3

years away is investment in real-estate property. The sooner I accomplish those

lofty opportunities, the sooner I can reach an exceed my personal goals. The only

aspect that would prevent me reaching those goals are external factors known as

threats. With the job market getting larger and larger competition has dwindled the

opportunities available, but that means I need to work extra harder than my

competitors in the job market, so I can succeed. With your standard college degree

being inefficient in obtaining a job; seeking out and receiving admittance in a

graduate degree program has become a considerable threat. With careful

preparation I will overcome this and any threat I will face.

My overall growth and development during this semester can be attributed

to connections made between the classroom learning and practical application of

knowledge through real world experiences. The most obvious examples was the

professional development seminar offered throughout the semester. For example,

seminars focused on resume, cover letters, LinkedIn profile ext.; provided

invaluable experiences that will help me succeed and to reach goals and become a

better person for it. Another connection for this concept of applied education

would relate to my internship. With my boss and mentee being out on medical

league for a majority of my time in D.C. a common classroom related practice

time management was constantly used. After being trained on how to maintain my

bosses responsibilities; I was given the role of interim Director of Development.

As a student that is working four days in the average week the idea of maintaining

my bosses responsibilities was daunting. The key attributer that helped me work

through the massive amount of work was time management. With

communications being a significant aspect of her roles, timing was everything and

maintaining that time efficiently was essential nearly every day of work. Bridging

my academic knowledge to volunteering was particularly enthralling! My civic

engagement is community development and the single most important piece of

knowledge developed in the classroom is leadership. The BID system is a highly

valuable source that I would like to start back in my hometown. The main

characteristic to help bring this idea to fruition is leadership. The leadership

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qualities, I fostered in my academic years has translated properly for the

confidence necessary too create and force change. This relates to the volunteering

experience I had earlier this semester. I helped with the “peacmeal” process with a

local Christian Parish where they provide dinner for homeless individuals every

Wednesday. Even though the following example is incredibly small in scale, it

still provides great conduct for leadership in all situations. During my shift for this

dinner I assisted in the dish and tray washing processes. I noticed the

inefficiencies in there processes and I took initiatives to assist this Christian parish

to improve their processes. With the realization of my leadership style and abilities

further reflection is necessary.

Leadership is one of the defining words for my life. Leading by example is

such a powerful tool, that I try to live by every day. For example, I do not engage

in extracurricular activities that include or require drugs, premarital relations,

alcohol, and tobacco. I abstain from those vices for both personal reasons and I

hope to set the right example for those around me. With my internship giving me

complete autonomy on maintaining my bosses responsibilities, and taking the

CEO position for my group term presentation for our business plan; I believe that

this semester has helped further foster my growth to be a leader in my family,

community, and professional environment.

After careful reflection the Washington Center Internship program has

been the most significant academic a professional experience by far. I truly believe

my experience in Washington D.C will further my professional career beyond the

average college student in the United States. This experience has made me better

and has made me the man I’m today. My future endeavors include working in the

health care administration industry specifically the business and administrated side

of a hospital. I have big goals set for my future but through what I have learned in

the Washington Center Internship Program, pure will and a little luck I hope my

leadership can lead me to a professional career to thrive.

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Individual Development Plan

Strengths Weaknesses

Action-Oriented, Athletic,

Compassionate, Courageous, Disciplined,

Focused, Optimistic, Patient, Team-

Oriented, Warm, Authentic, Creative,

Educated, Leader, Open-Minded, Precise,

Thoughtful, Willpower, Caring

Communicative, Curious, Helping,

Learning, Organized, Responsible,

Social/People Skills, Trustworthy,

Confident, Determined, Flexible,

Inspiring, Motivated, Self-Controlled,

Strategic Thinker

Procrastination, Aggressive, Close-

minded, Cynical, Prejudiced, Stubborn,

Slow, Selfish, Controlling, Emotional

Opportunities Threats

Working in the health care industry.

Acquiring an MBA in Health Care

Administration.

Developing a broad and high quality

professional network.

Developing more professional skills.

Investing in real-estate.

Job market becomes limited and

competition for that limited market

increases.

Post-Graduate programs become more

difficult to be admitted into.

The real-estate market does not bounce

back.

Planning and organizing has been a constant in my life, which it in itself

has its positives and negative. In spring 2015 I will graduate from college and

begin my career in Health Care Administration. 2016 will be focused on my

career. In 2017 I will enroll myself into an MBA program with a focus in Health

Care Administration; and I will continue my career as I attend school. Depending

on the program I should be able to graduate in the middle or end of 2018. By 2019

I would like to achieve a manager or director level in my respective department.

I received some bad news a week into my internship. My manager had to

move up her scheduled surgery which will result in her absence from now till

early November. The good news is, they have given me the trust and training so I

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can accomplish her responsibilities in her absence. Working at this level as an

intern, is incredibly rewarding for me as individual to grow and to help my

organization become more successful. Receiving these responsibilities at such a

young age will prepare me to work and deliver results at any level of an

organization in all of my future endeavors.

After careful reflection on my SWOT analysis I have come to the

realization about the area I need to improve. I've constructed a strong foundation

that should lead into a path of success, but I still feel apprehension. Procrastination

has been a constant issue in my life, and I feel this reflection will help me

overcome this academic and professional sin. My goal is to reach a point in my

life where I complete an objective or project as early as humanly possible and still

deliver the quality of work I am accustomed too.

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Informational Interview: Craig Lustig

My passion in life is service and I directed that passion towards the

healthcare industry. The president of “Chris4Life” my current internship site

provided an incredible resource that would further develop my interests in the

healthcare industry. The individual I connected with is Craig Lustig, he is the

business and advocacy manger for The Ruesch Center for the Cure of

Gastrointestinal Intestinal Cancers which is under the larger umbrella of

Georgetown’s Lombardi Cancer Center. Mr. Lustig is an incredible individual that

has provided his story and advice that has created a greater apperception for the

cause he works for and the leadership he provides to combat cancer that has

touched many lives.

I approached Mr. Lustig with a set of 18 questions and he provided quality

answers that has given better direction for both my career path and interests.

Question 1: What are your main responsibilities? Answer: Communication,

operations, development, programming conferences, finance, human resources,

and business advocacy. Understanding that even if one has an extensive list of

responsibilities; organization is key to manage both short term tasks and long term

goals. Question 2: What is a typical day like for your work? Answer: Seasonality

is the key word; workload depends on events that is organized by the Ruesch

Center. My take away is every day is different, you need to be able to adjust to the

ever changing environment of healthcare. One could be working on a project but

at a moment’s call emergency situation come out of nowhere. Question 3: What

do you like most about your work? Answer: Creativity and the autonomy for all of

the projects and people he works with; and his line of work literally saves lives.

Being in a leadership role gives the opportunity to create; so if and when I am

given the opportunity to create and work on a project that saves lives I’ll put in

everything I got to succeed in that venture. Question 4: What do you least like

about your work? Answer: Bureaucracy, lack of time and difficulty collaborating

with doctors. Many large organizations result in having a very slow bureaucratic

process which results in change being slow to nearly impossible. When dealing

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with individuals with high levels of ego, I must learn how to interact with those

individuals to breed success for my endeavors.

Question 5: What kind of problems do you deal with? Answer: Dealing

with the logistics of projects. Considering the scope of his projects I took away

organization and contingency planning is in a constant flux; and resolving and

maintain that instability will help you reach your goal. Question 6: What kind of

decisions do you make? Answer: How to use the budget, creating teams for

projects, prioritizing projects, and patient mentoring. Prioritization is a skill that

will make or break the potential organization I work for. Question 7: How does

your position fit with this organization? Answer: Mr. Lustig is the business and

advocacy manger for The Ruesch Center for the Cure of Gastrointestinal Intestinal

Cancers which is under the larger umbrella of Georgetown’s Lombardi Cancer

Center. If I become a part of a large organization like Mr. Lustig; I must realize

how I as an individual affect the larger organizations vision. Question 8: How

does your job affect your general lifestyle? Answer: Overall positive effect on his

life, from everything to the cause he works on to the benefits package he receives.

If I work for an organization that fights for a cause that is both noble and

honorable there is a reciprocal effect in my daily life and if that same organization

is able to compensate and provide benefits that can both support and maintain that

positive life, you can’t be any happier. Question 9: What are the current issues and

trends in healthcare I should be aware of? Answer: Healthcare reform, healthcare

IT, HCAPS, quality of care versus quantity of care. Being up to date on the current

trends will help me forecast properly for the organization I work for.

Question 10: What are some common career paths in this field? Answer:

Administration, management, operations, communication, development-

fundraising, finance, healthcare IT, and project management. With many

opportunities available it is put upon me to work the hardest imaginable to move

up that professional ladder. Question 11: What kind of accomplishment tend to be

valued and rewarded in this field? Answer: Successful service to patient and

empowering patients. Serving and empowering your customer or patient is what

morally and financially maintains organization. I hope I can deliver the high

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standard of service patients deserve. Question 12: What related fields do you think

I should consider looking into? Answer: Health IT, Quality Improvement, Risk

Management, Clinical Resources Organization. The previously listed sectors

within health systems are in great demand and Mr. Lustig thought those sectors

might be a good fit for me purely on my personality and experiences.

Question 13: How did you become interested in this field? Answer: He had

a personal experience with cancer which created a paradigm shift for his career

track because he wanted to fight the enemy that hit so close to home. Having both

a personal perspective and a passion for what you do, fosters the interest in a

career that forces one to put all they have in their work. Question 14: How did you

begin your career? Answer: He worked in advertising till his personal experience

with cancer directed him towards the current position he has today. My opinion on

his experience was we all have different paths, but we eventually arrive at our true

destination. Question 15: What are common entry-level jobs? Answer:

Administrative functions, marketing, and program development. Even if the entry

level job does not seem ideal, the opportunity for advancement is evident and

attainable. Question 16: What steps would you recommend I take to prepare to

enter this field? Answer: Networking. Knowing the right people will mean the

difference between getting that dream job or being put aside. Question 17: How

relevant to your work is your undergraduate major? Answer: Significant in the

sense of his accounting course. I must take away something significant from every

course so I can bring more to the table for my professional endeavors. Question

18: What skills, abilities and personal attributes are essential to succeed in this

field? Answer: Communication. Communication bridges gaps to put out fires and

create for the greater good for the organizations and communities I will serve.

I am so grateful for this opportunity to conduct an informational interview

with Mr. Lustig! He truly gave me a better understanding of his profession and the

leadership required to accomplish great things. He has given me the tools

necessary to move mountain in my future endeavors. I hope to meet other great

leaders like Mr. Lustig so I can learn and exemplify what they represent in the

potential organization I will become a part of.

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Resume Reflection

Reflection has been a constant in my life and I’m happy to say I picked two

excellent professionals to review and reflect my resume. Dr. Jeffrey D. Kudisch, is

the first individual to review my resume. Leadership and strategy are two key

attributes the health care industry is always in a constant need; and Dr. Kudisch is

an excellent individual to help me shape my resume for the field I’m interested in.

James Liska, is the second individual to review my resume. Mr. Liska is an

individual with extensive experience with resumes and he has provided great

feedback on the structure and wordplay used in my resume. They both provided

excellent comments that will reinforce my resume for success.

At first glance my resume seemed very crowed. I used narrow margins so I

can include all pertinent information on one page. Too trim the fat off my resume,

I removed the scholarship recipient section and an experience from a class project.

I was also able to merge bullet points to give me more space; this allowed the

proper space to include my current internship and increase the margins to a proper

size. The most influential advice that was specific about my career interest was

about the positioning and language of my past experiences. The issue with

positioning was with a past position that would be highly attractive to potential

employers; so reorganized my resume accordingly. As for the language it relates

to how I described certain sections. The issue with the language was, I did not

provide sufficient info on a couple significant bullet points. With careful research

and reflection I included further detail on particular bullet points. After careful

research it was determined that a cover letter was optional, and depending on the

hospital I would apply too, they may or may not ask me for a cover letter. The

individuals that reviewed my resume provided honesty that was refreshing and

enlightening; and with these changes my resume turned from a college resume, to

a professional resume. This exercise is a great reflection tool that will truly help

me compete in the ever-growing job market.

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Marshall Korattiyil

2204 Country Club Ct.

Plant City, FL 33566

[email protected]

(813) 481-9047

Education

Florida Southern College, Lakeland, FL

Bachelor of Science in Business Administration, expected graduation date, April 2015

Concentration in International Business

Minor: Political Science, Economics

GPA: 3.45/4.0

Dean's List: Fall 2012, Fall 2013

The Washington Center Internship Program, Washington D.C.

Business and Global Trade, expected graduation date, December 2014

Related Experience

Chris4Life, Vienna, VA

Development Intern, August 2014 – Present

Maintained relationships with the complete network of donors

Developed request for proposal with big phrama, valued in the tens of thousands

Collaborated with competitors for fundraising event, valued in the tens of thousands

Winter Haven Hospital - BayCare Health System, Winter Haven, FL

Job Shadowing / Health Care Administration, June 2014 - August 2014

Shadowed the President, observing executive-level negotiations and board / departmental meetings

Participated in meetings with 35 department directors, gaining enhanced understanding of departmental

operations, budget forecasting, and organizational philosophy

Explored healthcare technologies and processes, observing medical procedures and impact of advancing

technology

Observed the organizational impact of a health care system acquisition and merger from the employee,

director, and executive-level perspectives

Engaged in conversation with leadership team members, gaining knowledge of leadership styles, supervisory

philosophies, and mission-driven leadership

Lockheed Martin, Lakeland, FL

Auditor, April 2014 - August 2014

Performed financial audits on 8 different military and governmental contract types valued at approximately

$100 million

Completed checklist to ensure accuracy of contract, related to intelligence and defense and have a net worth

in the millions

Obtained Security Clearance

Spherion Staffing Services, Lakeland, FL

Intern, April 2013 - July 2013; Employee July 2013 - August 2013

Maintained: Summer Youth Employment program

Contributed to the marketing campaign

Supported sales activities and daily operations

M & M Food Stores, Plant City, FL

Assistant Manager, August 2008 - Present

• Completed daily balance sheets and negotiated with multiple vendors

• Supervised employees and trained them to provided excellent customer service

Campus Involvement

Delta Sigma Pi, Business Fraternity, Member, August 2012- Present

Florida Southern College, Intramural Basketball, Volleyball Team Member, August 2012 - Present

Skills

Software – Proficiency in Visi FLOW, Microsoft Word, Outlook, Excel, PowerPoint, Lync and Publisher.

Language - Conversational in Malayalam

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Civic Engagement Project Report: Community Development

Community development is an identity, the idea is through local

improvement your neighbors and friends that live in said community will thrive

and prosper. Service is a very important word for me and if I can help my local

community in any way possible that further helps my community grow I couldn’t

be any happier. This civic engagement project has presented new opportunities I

wish to bring back to my community.

As I said earlier service is a very important aspect of my life. So much so

my career in potentially being a healthcare administrator further reinforces my

interest in service. If I were to help anyone in the world, I would choose to help

my local community. I would like to be an agent of change, so my local

community can thrive. Programs like the Noma BID has given me the interest and

drive to potentially start my own business improvement district (BID) for the

small-town in Florida where I’m from. When one has incredible individuals that

make up a community, you strive to fight for that community to thrive; and that is

why the community development civic engagement is so near and dear to my

heart.

The single swaying topic within community development is the Noma

BID. The BID encompasses everything from economic, political, social, cultural,

and educational improvement. The BID’s sole goal is to improve their district.

When looking at the Noma BID, its forecast on spending and value of projects

pairs in comparison to Georgetown’s BID that will plan to spend in the hundreds

of millions of dollars, with metro stations, gondolas, and other major infrastructure

adjustments. Even though spending is lop sided in comparison, Noma BID’s

impact of their projects to their community is much more significant. Noma is

drastically improving and it’s on the right track for exponential growth. Through

every project that they work on, property value increase, more and more business

are attracted to invest in Noma, crime rates decrease and quality of education

increases. Even if the overall health of community is improving significantly,

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communities will always have the poor to take care of, and my volunteering

activities relate just for that cause.

For my volunteering activity, Holy Redeemer Catholic Church feeds the

needy every Wednesday which they call “peacmeal”. So far the tasks I’ve worked

on are cleaning and transporting food trays to the proper location. Even though I

didn’t directly interact with the needy, I felt incredibly happy I could serve those

individuals. My only regret is I wish I found out about this opportunity earlier;

volunteering for peacmeal would have been a weekly event for me. I feel I’m

getting more out of it than the needy individuals who are receiving hot meals. I

hope when I attend future peacmeal’s I’ll be able to interact with the needy

directly. I want to talk with them in this safe environment and here there stories. If

I were to add anything formal to the peacmeal, it would be counseling. It should

be offered to those that truly need it. Combining conversation and the meals will

definitely heal individuals and put those that were led astray back on track.

I’m grateful I could spend time with individuals like those at peacmeal. I

discovered I have a new passion to help the poor in the most direct and unfiltered

way. I will continue this tradition with my siblings and parents when I’m back

home. Civic Engagement surprisingly delivered a bigger impact than I first

thought it would. The formal meetings fostered an interest in potentially adapting

the BID formula for my hometown. The volunteering activities brought a new joy

in life that directly helps individuals by providing a hot meal and comfort. In the

same light as to bring the BID formula back home I would like to bring peacmeal

to my parish and the only difference would be the comfort of southern cooking

and southern hospitality will hopefully heal all their woes.

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Program Specific Report

Management Team:

Marshall Korattiyil, CEO; Smarth Kharbanda, COO

Financial Team:

Sebastian Abecasis, CFO; Jared Berry, CFOO

Marketing Team:

Isabela Fonseca, CMO; Minjoo Kang, CCO

Mentors:

Kristian Bouw, Notiontheory; Jonathan Smalley, Brilliant Collaborations

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Management Team

Introductions

Z-eats is a restaurant coupon system whereby the discount rates offered by restaurants

fluctuate according to demand. Restaurants will offer discounts according to how full

the restaurant is, with greater discounts as spare capacity increases. Conversely, the

more restaurants fill up the closer prices offered to customers return to their normal

value. While at its most basic level, our service mirrors similar apps such as Groupon

and Forks; and we feel it to be different in two key respects. The first is that the

floating price system is a quirk unlike anything seen on the market and thus will

immediately differentiate our brand. The second is that the app, when fully integrated,

has the potential to revolutionize the restaurants price; the idea of driving our business

to perfectly synchronize consumers’ willingness to pay with restaurants willingness to

sell for each unit. We want to see the end of empty seats at restaurants.

When our customers open the application, they will see listed all the z-listed

restaurants in their near vicinity along with the discount rates offered. Given that

restaurants work tight profit margins, we imagine that discounts will range between

5% to 20%. While we will be involved in the process the final decision on the pricing

system will be made by the restaurants themselves. The key thing that z-eats offers is

to list all local restaurants on a common platform and to ensure that the discounts they

offer, reach as many consumers as possible.

There will be no limit to the kinds of restaurants that are target too low to mid market

restaurants who will attract younger people, particularly college students.

1. Job descriptions and compensation plans

Founders compensation, 25% of annual profits

Software Developer Salaries, $60,000 PA

Developer SD Responsibilities

1. He/she will be responsible to update data on the website.

2. He/she will be responsible for maintenance of the website and application.

3. Monitor the message boards.

4. He/she will be responsible for SEO and SEM.

Evaluation procedures: Management team will be checking the growth of the

website and application (graphical representation). Management team will be

monitoring the ranking of the website on web searches.

2. Train employees

Introduce Organizational culture and expectations.

We will have a task driven culture in the organization i.e. we allow our employees

to work with flexible hours and we judge them on productivity.

3. Technology We will use technology for transactions. We will establish it over two platforms.

a. Restaurant platform

a. Web applications

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i. Basic Profile: The restaurant will be open to check new

customers using the discounts coupons. $50 subscription

ii. Premium Profile: In this we will provide a detail financial

report about their monthly, quarterly and annual growth.

(Suggestions later on). $100 We will also provide restaurants

details about what the customers are liking and disliking in

their restaurants. It will also provide customer preferences

during a certain period.

b. Mobile Applications

i. Scanning of OMR codes on the coupons.

ii. Taking a picture of the bill. (Example: We can use snapchat

platform)

iii. Transferring data to our database.

b. Customer platform

a. Web Application

i. We provide website to customers to access and manage their

profile.

b. Mobile Application

i. The customers will have access to all the discounts available.

ii. They can even look at the restaurants in their profile.

iii. The customer can review the restaurants they go to.

iv. The customers can share that they visited this restaurant on

social media.

4. Equipment list

List of office equipments:

a. 1 Desktop PC or Laptop.

b. External hard drive for Founders

c. Software: A software for maintaining, securing and sharing the

database with others.

d. Technical Support.

5. Floor plan/ business layout design

We are a start up that needs a positive environment for growth. We will be using

the facilities provided by Affinity Labs in U Street. It is a co-working area.

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AFFINITY LABS Layout1

Space to work, meet and host events

2 conference rooms to invite guests, partners, or clients

A kitchen with free coffee and tea

Dedicated redundant-network high speed internet

Printing, scanning, faxing, copying

Mailing address and package delivery

White boards, projectors, phones lines, paper shredder, and other office

supplies

A sweet disco ball

And no long-term commitments. That’s right, month to month!

MEMBERSHIP

Full Member – $895/Month

Totally dedicated desk, book shelf, and filing cabinet.

1 http://www.affinitylab.com/space/

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6. Quality control procedures

Management team will concentrate on purchasing the latest most beneficial

software, and maintain relationships with restaurants. We will set benchmarks for

all tasks we perform and have the following quality control procedures:

JIT (Just in time)

Kaizen

Statistical Process Control

Six Sigma

Marketing team will monitor public perception and positioning. Marketing team

will provide a weekly report for both management and financial team.

Developer should provide a weekly report to management team on suggestions on

the trends and adjustments that should be applied on the website/application.

7. Form of organization

Limited Partnerships (also known as a partnership with limited liability) are

more complex than general partnerships. Limited partnerships allow partners to

have limited liability as well as limited input with management decisions. These

limits depend on the extent of each partner’s investment percentage. Limited

partnerships are attractive to investors of short-term projects.2

8. Complete registration process for selected form of business

Doing Business As (DBA): Z-eats

Registration Process:

i. Decide on a Business Structure

Before you take care of registering your business you'll need to step

back and consider how you wish to structure your business as a legal

entity; whichever structure is right for you will determine further

registration requirements.

If you decide to create a corporation, a non-profit, an LLC or a

partnership, you will have to register your business and file certain

documents with your state government.

ii. Register your Business Name

If you choose to name your business under a trade name - for example

'Green Fingers Lawn Services' - you cannot operate that business under

that name until it is officially registered with your local government.

Until then, the legal name of your business essentially defaults to your

given name.

iii. Register with the IRS and get a Federal Tax ID

2 https://www.sba.gov/content/partnership

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This won't apply to all new businesses, but if you have employees, any

business partnerships, are a corporation or other organization, you'll

need an Employer Identification Number (EIN). You can apply for the

EIN online. If you don't need an EIN you can simply use your Social

Security Number to administer your business finances.

iv. Register with Your State Tax or Revenue Office

As well as a federal tax ID, you'll need to pay state and local taxes -

although each locality has its own laws.

As a rule, you'll need to register your business with your state's

revenue office, you may also need to apply for a tax permit (e.g. a sales

tax permit will let you legally collect sales tax from customers). As a

business operator you'll also need to comply with state income tax and

employment laws.

v. Register for the Appropriate Business Licenses & Permits

It often comes as a surprise to many new small business owners that, in

fact, most businesses - from home-based business consultants to

storekeepers, restaurateurs, and so on - require some form of

government permit or licenses to operate.

The good news is that, navigating the world of small business licensing

laws and regulations got a whole lot easier with the launch of the U.S.

government's Permit Me interactive search tool. The tool provides a

single place for business owners to seek out the licenses, permits and

registrations needed to run their businesses.

9. Management decisions during business operations

We will set deadline for all teams to complete their tasks on time. The

management team will frame rules and regulation for the organization. Work

ethics and business policies will be framed by the management team. Weekly

meeting for implementing decision making policies among the co-founders. All

three teams will be assigned a budget annually and they have to work accordingly.

All teams can make a suggestion on hiring a new employee for the tasks they are

performing.

10. Potential for growth

If growth exceeds expectations, we can consider to have a consulting aspect

attributed with financial reports. A premium+ membership could be made

available in the next phase of expansion.

Conclusion

To conclude, we will be requesting 120,000 dollars in equity to provide initial

liquidity and to support initial expansion efforts in the second year. Beyond this

point the business will be generating enough cash flow to support further growth

21

which, you, the investors will directly benefit from.

We recognize the potential benefit of an ecommerce platform in the DC area for

both consumers and restaurants. Despite the existence of competitors, our app is

unique enough to succeed. Whereby Groupon have sought to expand into different

markets, the ultimate goal of z-eats is to fully integrate into the restaurant industry

and to connect customers to their restaurants at unprecedented levels. With regard

to our z-listed restaurants, the app will foster the development of a robust tech-

savvy customer base and provide a foundation to develop a highly sophisticated

pricing system. Unlike other industries, the restaurant industry has barely

scratched the surface when it comes to unlocking the transformative effect of

technology and z-eats will be a first step on this journey.

22

Marketing Team

1. PRODUCT

An application to provide coupons to individuals based on the demand of

restaurants that Z-eats has partnerships with.

2. MARKET SEGMENTATION

Market segmentation can be divided into two which are target restaurants and

target customers. The first market segmentation is the restaurants that would be

partners with the Z-eats. The restaurant which we are targeting specifically is a

restaurant located in DC, in areas with lots of college students, such as Georgetown,

medium size, casual, with a quick serving menu, but not fast food franchises.

The second segmentation is the customers that will use our application. The

target will be focused on the university students and individuals that graduated

recently – between 18 and 29, who consider smartphones as a tool that facilitates the

daily tasks and enjoy eating out.

3. PLACE

Considering the target market, Washington is the ideal city to implement this

new concept of application. There are many universities, which make this place full of

college students and young adults. Besides, according to Huffington Post, Washington

D.C. had the biggest average annual gain of people ages 25 to 34 in the country

between 2010 and 2012.

4. PRICE

As there is only one target market that will be charged, the price strategy only

exists to this group. In the partnership with the restaurants, there will be a one month

trial and then the price strategy will be value added. This strategy was chosen because

consumers will not only fill the restaurant but also see the advertising included on the

app. By searching for restaurants in the app, people can notice and get to know the

restaurants and this can attract more customers.

23

5. MAIN COMPETITORS

The two main competitors are included in the table below. The grade is from 1

to 5, 1 being poor and 5 being excellent.

Forks Groupon

Good Discounts 3 5

Easy to use 5 3

No bugs 1 4

Focused on the restaurant field 5 1

Information about restaurants 3 3

Map of restaurants 5 5

Variety 3 5

No need to pay before consume 5 1

Table: Analysis of the Competitors.

The image below is a positioning chart about Z-eats and the two main

competitors. It compares the quantity of good deals and information about the

restaurants. Forks has good deals regarding to discounts, but with only a few options,

it does not become more interesting. Besides, it does not have much information

about restaurants. Groupon has good deals but not a lot of information.

Figure: Positioning Chart.

24

6. PROCESS

The process is based on how much demand there will be in the restaurant at

the moment. Simultaneously, it will be based on the quantity of seats which are

available. The receptionist will inform the value of discount by a tool provided by Z-

eats. This means the more seats available, the bigger the discount will be. In the

moment the coupon is available online, consumers have to download the offer and

they have one hour to be in the restaurant. Otherwise, the discount will not be

available.

7. PROMOTION

The marketing actions were planned based on the quantity of money available

for the marketing area. There will be US$ 25,000 to the launching and US$50,000 to

the first year. In the first 3 months, the marketing actions are going to be creation of

social media, such as Facebook, Instagram and Twitter. The creation of the website is

also going to be in the first quarter. Besides, there will be advertising using Google

Adword and stickers on the doors of the restaurants which have a partnership with Z-

eats. Also, there will be publicity with stickers inside the Yellow Circulator and the

Red Line of the metro. A partnership with blogs that post about restaurants, such as

Capital Cooking Show and What Micky Eats will also be another marketing tool for

the application. In addition to this, one important strategy is to develop a partnership

with a Marketing/Advertising Junior Enterprise (businesses that are made by college

students) to make the layout of the logo and of the advertising material.

For one year after this quarter, the promotion strategies will be basically the

same. It is important to keep updating social media and using the advertisements to

make people interested on the app. As strategies of brand maintenance, the

partnerships to develop the layout of the advertising will be changed to a professional

advertising agency. Besides, there will be stickers which we will put outside of the

Dupont Circle station, Foggy Bottom and U street metro stations. The stickers on the

restaurants’ door will continue to be an important strategy to highlight the partnership.

The stickers on the Yellow Circulator and the Red Line metro will be changed to the

outside of the vehicles because it is more noticeable.

25

Besides the marketing actions, it is important to advertise for the launch day.

Considering that, there will be, in social media and the website, a countdown to

announce the exact time that consumers will be able to download the app. Also, there

will be some advertising on the Yellow Circulator and Red Metro announcing the

launch

26

First 3 months 1 year Brand Maintenance

Create a Facebook page Update social media daily Update social media daily

Create a Twitter Page Partnership with Marketing

Junior Enterprise to develop

adverting

Partnership with

advertising agency to

develop advertising Create a Instagram page

Create a website Stickers on the door of the

partners restaurants

Stickers on the door of

the partners restaurants Google AdWords

Partnership with Marketing

Junior Enterprise to develop

advertising

Partnership with food&

Restaurant Blogs Outdoor at Dupond

Circle, Foggy Bottom and

U street metro stations Sticker inside Yellow Circulator

Stickers on the door of the

partners restaurants

Advertise inside Red Line

Metro

Sticker outside Yellow

Circulator

Google AdWords Advertise outside Red

Line Metro

Partnership with

food/restaurant blogs

Sticker inside Yellow

Circulator

Advertise inside Red Line

metro

Table: Promotion Strategies.

27

8. PRODUCTIVETY AND QUALITY

As the product/service is an application, it is essential to have a way to measure the

quality of what is being offered. Based on that, there will be two customer surveys developed,

focused on the target markets. Considering the final consumers, there will be two types of

surveys. The first one is evaluating the restaurant. In order to accomplish this, after dinning,

the consumer can rate the restaurant, write comments and post pictures. The survey

measuring the quality of the app will be made every 2 months and the incentive will be 5%

discount on the next restaurant using some coupon. The questions will be the following:

Please rate: Excellent Good Average Poor

Satisfaction with the application

The deals

Variety of restaurants

Included information about the restaurants

Low frequency of bugs

Comments:

Regarding to the restaurants, there will be a consumer survey to analyze is the application

benefiting this target market as well. The survey will be made every month in the first year

after this period, every two months. The questions are listed on the next page:

28

Please rate: Excellent Good Average Poor

The aid generated by the application to increase

the number of customers

The easiness of the tools

The effectiveness of the application

The profit generated

The coupon submission process in the

restaurant

Comments:

9. SWOT

Strengths Weaknesses

All information in one place Free to consumers Focused on one area Beneficial to restaurant Simple idea

Complicated without smartphones Takes time to get restaurant partners

Opportunities Threats

High demand of coupons in the US Growing number of smartphones’ users Growing number of college students in DC

Many similar apps Rising operating costs

29

Finance Team

Attached in the appendix are projected operating profit, cash flow and balance sheets

for the first 3 years of business. We will be asking for $120,000 in equity. This will

cover the initial start-up expenses and provide liquidity as we start up the app in 2015.

No further cash injection will be required as by November (and then February again

in Year 2 after scaling up expenses have been taking into account) a net inflow of

cash begins as more restaurants sign up, increasing our revenues.

Should a loan be required, we intend to use our business model as justification for

additional debt to maintain costs in the 3-5 year time frame. As stated, we do not

foresee significant need for a loan given our current estimates and have such have not

included a formal application, as we believe our current proposal will suffice for

justifying the receipt of additional capital. With regard to the loan application, we will

assume equal ownership of our corporation and expect all aspects of the loan

application have been answered through this document.

The key reason for this is being a tech company; we have very few assets to purchase

and no notable inventory expenditure. The services we offer are not tangible, and

once the application is developed it can be made available for download indefinitely.

So long as our website and application software are adequately maintained, inventory

is not a significant factor within our model. In this spirit, we have not identified a list

of suppliers. Since we are providing a service, digitally, so long as we have dedicated

app development within our budget we can maintain our service. Success is

contingent upon enrolled restaurants, so the upkeep of a regular base of participating

restaurants within the network is crucial. As such, we do not have “suppliers” in a

conventional sense. Loosely, our website providers and app developers ensure our

service can be supplied, and we need to maintain a robust portfolio of participating

restaurants. No tangible product is being distributed.

Our main two outgoing are our app developer’s salary and rent for office space at

infinity labs. In the first few years, the rest of us will take very little in salary as we

look to help get the firm of the ground. The idea is within the first 3 years to take 25%

of the firm’s profit as our salary and retain the rest to ensure the firm has liquidity.

Given the uncertainty surrounding start-ups we always intend to keep a healthy

amount of cash in order to ensure we can always meet the required payments. The

potential for a short-term emergency loan also exists in the event of a crisis.

Given the bedding in period required as restaurants familiarize themselves with our

brand we are projecting a 10 restaurant per month sign up rate for the D.C area,

leaving us at 120 at the end of Year 1. Conservative estimations have been made for

the average spending and for the number of Z-EATS customers who will eat at

restaurants every month. We have modeled a 15$ check (in line with our target

30

market of university students on low budgets) and expect to receive 1% commission

of the meal receipt of each customer we bring in. An average of 500 customers per

month for each restaurant has been projected, meaning 25 people per weekday, which

is when we expect the majority of the discounts to be offered. A further revenue

source is the $50 dollars a month we will charge our listed restaurants to continue to

be listed on the app. This will be negotiable but we believe it to be a reasonable rate.

As mentioned in the management report, this will offer a detailed financial report

about monthly, quarterly and annual growth. Additionally, we intend to offer a

“premium” profile to our merchants for a $100 per month rate. It is important to note

that once our app has gained traffic and popularity we will explore advertising as a

further (potentially significant) source of revenue. For the sake of simplicity and so as

to not deviate from our core business, we have decided not to expand on this in our

business plan.

Since the application will be distributed via app sales platforms (e.g. Apple Store,

Google Play Store) we will accrue a negligible profit on the distribution of the

application itself. For any additional transactions, including the monthly fee for our

platform, will be accrued through WorldPay. All purchases will occur digitally

through a secure portal, which WorldPay provides. We will adopt a negotiated $0.35

per transaction fee, and a 1.9% per transaction percentage on credit transactions. This

platform will be utilized for the transfer of payments between merchants and our

accounts. Transactions in restaurants will utilize the technological processes detailed

in management, capitalizing on OMR codes and in-app resources.

So, save for this transaction fee, our initial projections give us $75 monthly revenue

per restaurant. The costs involve marketing, transportation and accommodation cost

for the management team as they travel around D.C and up to New York to attract

new clients (our target is to expand into New York in Year 2). With regard to these

expansion efforts, we are looking to post our management teams in cities for one to

two weeks at a time to garnish grassroots support for our platform within regional

restaurant communities. Upon establishing a reasonable base of participants, both

restaurants and consumers, incentives for joining the platform will be well imbedded

in the restaurant community.

It is our challenge in the first year to garnish as much support and enrollment as

possible so our service can take hold on its own. We will also be paying a monthly

salary to our app developer of $6486. This will give us a loss of $73,617 dollars for

Year 1, despite breaking into a monthly profit of $259 in December. Our initial

investment will cover this loss and will also provide liquidity for Year 2’s marketing

costs. Beyond this, our initial business model will require no further liquidity.

In Year 2, our variable costs (marketing and transport/accommodation costs) increase,

as we look to reach saturation (240 restaurants) in D.C and enter the New York

market. Given that our brand will already have been established in D.C for one year,

we hope that New York restaurants will sign up at double the pace. This goal is also

31

facilitated by the enormous amounts of restaurants in New York in comparison with

smaller D.C. Our travel and accommodation costs double as we begin courting

restaurants in Baltimore and Philadelphia (who we hope to expand to in Year 3). The

initial increase in total costs will lead to a loss in month 1 but overall profit for Year 2

will stand at $216,670.50. In Year 3, with Z-EATS enjoying a presence in 4 cities

(and reaching saturation in the New York at 480 restaurants), we aim to sign up 240

restaurants in both Baltimore and Philadelphia. Given that our brand should be more

established by this point we are confident it is a sound assumption. We will have

approximately 240 restaurants in Washington D.C, Philadelphia and Baltimore apiece

as well as 480 in New York. The 3rd

year will also see the implementation of the

Premium option which will be offered to z-listed restaurants in D.C at an increased

fee of $100 per month. We have modeled for a 20% uptake among the 240 clients and

hence hope to see revenues boosted to $1,320,192, with profit standing at $934,209.

As mentioned, our cash flow is supported by the initial investment and remains

positive from February onwards. By October 2016 we would be able to pay the

investment back to the owners with it having no effect on our ability to meet our

payments. In years 2 and 3 given the ready existence of cash our team will take 25%

of the profits as salary, after taking none the first year. The app developer’s salary will

remain fixed.

After the 3 years the amount of cash available to Z-EATS is projected to be

$898,992.38. We will retain the cash made in the first 3 years after which we will

look to invest in more staff or embark on a large-scale expansion. The needs of our

company will be highly dependent upon the degree of expansion we attempt to

undergo. We will greatly benefit from the truly digital nature of our services in the

short term that implicates very low operating and fixed costs. Expansion of staff,

marketing and even aspects of the application itself are directly correlated with the

degree of regional expansion we will attempt in a longer time frame.

Our balance sheet is asset light. We are renting office space at Affinity Labs, an office

cluster where we will be grouped with like minded entrepreneurs and therefore

require no heavy expenditure on offices. We can capitalize on this type of co-op space

given the nature of our service and the current focus on D.C. area restaurants

exclusively. As long as a space is provided for our software engineer and we have

resources at our disposal to meet and strategize, we do not envision significant need

for office space or supplies at this stage in our launch.

Given the potential for expansion, we may consider the use of a permanent office

space to spearhead more significant marketing campaigns, regional outreach, and a

more robust, growing portfolio of restaurants in a number of cities. As mentioned

earlier no inventory is required as we are an Internet e-commerce service. Therefore

our only notable asset is cash. Given the lack of expenditure on asset-purchases, we

also have little on the liabilities side, save for the $120,000 in equity from our

32

investors. By the end of year 3 with our huge reservoir of cash it is likely we will look

to expand our balance sheet.

33

Appendix

Table 1

Net Income 2015

D.C

Month 1 2 3 4 5 6 7 8 9 10 11 12Retaurants 10 20 30 40 50 60 70 80 90 100 110 120

Customers per restaurant per month 500 500 500 500 500 500 500 500 500 500 500 500

Average Spend 15 15 15 15 15 15 15 15 15 15 15 15

Commission (1%) 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01

Commission Revenue 750 1500 2250 3000 3750 4500 5250 6000 6750 7500 8250 9000

Subscription Revenue $50 per restaurant 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 5500 6000

Total 1206.25 2412.5 3618.75 4825 6031.25 7237.5 8443.75 9650 10856.25 12062.5 13268.75 14475 Total

94087.5

Expenditures

(a) Rent 895 895 895 895 895 895 895 895 895 895 895 895

(b) Gross Wages 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486

Website Domain 10 10 10 10 10 10 10 10 10 10 10 10

Transaction Fee 43.75 87.5 131.25 175 218.75 262.5 306.25 350 393.75 437.5 481.25 525

Marketing/Promotion 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167

(h) Travel/Accomodation 2083 2083 2083 2083 2083 2083 2083 2083 2083 2083 2083 2083

(i) Accounting and Legal 50 50 50 50 50 50 50 50 50 50 50 50 Subtotal

Subtotal 13734.75 13778.5 13822.25 13866 13909.75 13953.5 13997.25 14041 14084.75 14128.5 14172.25 14216 167704.5

Profit/Loss -12528.5 -11366 -10203.5 -9041 -7878.5 -6716 -5553.5 -4391 -3228.5 -2066 -903.5 259 -73617

34

Table 2

Z-EATS

PRE-STARTUP MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH 10 MONTH 11 MONTH 12 TOTAL

1. Cash On Hand

[Beginning of month] $92,400.00 $79,871.50 $68,505.50 $58,302.00 $49,261.00 $41,382.50 $34,666.50 $29,113.00 $24,722.00 $21,493.50 $19,427.50 $18,524.00

2. Cash Receipts

(a) Cash Sales $1,206.25 $2,412.50 $3,618.75 $4,825.00 $6,031.25 $7,237.50 $8,443.75 $9,650.00 $10,856.25 $12,062.50 $13,268.75 $14,475.00 $94,087.50

(b) Collections from Credit Accounts $0.00

(c) Loan or Other Cash Injection $120,000.00 $120,000.00

3. Total Cash Receipts

[2a + 2b + 2c=3] $120,000.00 $1,206.25 $2,412.50 $3,618.75 $4,825.00 $6,031.25 $7,237.50 $8,443.75 $9,650.00 $10,856.25 $12,062.50 $13,268.75 $14,475.00 $214,087.50

4. Total Cash Available

[Before cash out] (1 + 3) $120,000.00 $93,606.25 $82,284.00 $72,124.25 $63,127.00 $55,292.25 $48,620.00 $43,110.25 $38,763.00 $35,578.25 $33,556.00 $32,696.25 $32,999.00

5. Cash Paid Out

Rent $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 895 895 $10,740.00

Gross Wages (excludes withdrawals) $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 6486 6486 $77,832.00

Payroll Expenses (Taxes, etc.) - - - - - - - - - - - - $0.00

Utilities - - - - - - - - - - - - $0.00

Supplies (Office and operating) $0.00

Website Domain $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $120.00

Marketing/Promotion $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $50,004.00

Travel/Accomodation $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $2,083.00 $24,996.00

Accounting and Legal $100.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $600.00

Purchases (Merchandise) $0.00

Telephone $0.00

Transaction System $43.75 $87.50 $131.25 $175.00 $218.75 $262.50 $306.25 $350.00 $393.75 $437.50 $481.25 $525.00 $3,412.50

Insurance $0.00

Taxes (Real Estate, etc.) $0.00

Interest $0.00

Start-Up Expenses $0.00

$27,500.00 $0.00

$0.00

Miscellaneous [Unspecified] $0.00

Subtotal $27,600.00 $13,734.75 $13,778.50 $13,822.25 $13,866.00 $13,909.75 $13,953.50 $13,997.25 $14,041.00 $14,084.75 $14,128.50 $14,172.25 $14,216.00 $167,704.50

Loan Principal Payment $0.00

Capital Purchases [Specify] $0.00

Other Start-up Costs $0.00

Reserve and/or Escrow [Specify] $0.00

Owner's Withdrawal $0.00

6. Total Cash Paid Out $0.00

[Total 5a thru 5w] $27,600.00 $13,734.75 $13,778.50 $13,822.25 $13,866.00 $13,909.75 $13,953.50 $13,997.25 $14,041.00 $14,084.75 $14,128.50 $14,172.25 $14,216.00 $195,304.50

7. Cash Position

[End of month] (4 minus 6) $92,400.00 $79,871.50 $68,505.50 $58,302.00 $49,261.00 $41,382.50 $34,666.50 $29,113.00 $24,722.00 $21,493.50 $19,427.50 $18,524.00 $18,783.00

2015 PROJECTED MONTHLY CASH FLOW PROJECTED CASH

35

Table 3

Z-EATS Balance Sheet

Assets 2015Current Assets

Cash 18,783

Accounts receivable -

Inventory -

Prepaid expenses -

Short-term investments -

Total current assets 18,783

Fixed (Long-Term) AssetsLong-term investments -

Property, plant, and equipment -

(Less accumulated depreciation) -

Intangible assets -

Total fixed assets -

Other AssetsDeferred income tax -

Other -

Total Other Assets -

Total Assets 18,783

Liabilities and Owner's EquityCurrent Liabilities

Accounts payable -

Short-term loans -

Income taxes payable -

Accrued salaries and wages -

Unearned revenue -

Current portion of long-term debt -

Total current liabilities -

Long-Term LiabilitiesLong-term debt

Deferred income tax

Other

Total long-term liabilities -

Owner's EquityOwner's investment 120,000

Retained earnings

Other

Total owner's equity 120,000

Total Liabilities and Owner's Equity 120,000

36

Table 4

Net Income 2016

DC



Average Spend 15 15 15 15 15 15 15 15 15 15 15 15

Commission (1%) 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01



Total 16250 17500 18750 20000 21250 22500 23750 25000 26250 27500 28750 30000 SubTotal

277500

New York

MonthRetaurants 20 40 60 80 100 120 140 160 180 200 220 240


Average Spend 15 15 15 15 15 15 15 15 15 15 15 15

Commission (1%) 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01


Subscription Revenue $50 per restaurant 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 11000 12000 Subtotal

SubTotal 2500 5000 7500 10000 12500 15000 17500 20000 22500 25000 27500 30000 195000

Total 18750 22500 26250 30000 33750 37500 41250 45000 48750 52500 56250 60000 472500

EXPENDITURES

Rent 895 895 895 895 895 895 895 895 895 895 895 895

Gross Wages 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486

Website Domain 10 10 10 10 10 10 10 10 10 10 10 10

Transaction Fee 656.25 787.5 918.75 1050 1181.25 1312.5 1443.75 1575 1706.25 1837.5 1968.75 2100

Marketing/Promotion 8333 8333 8333 8333 8333 8333 8333 8333 8333 8333 8333 8333

Travel/Accomodation 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167

Accounting and Legal 50 50 50 50 50 50 50 50 50 50 50 50 Total

Subtotal 20597.25 20728.5 20859.75 20991 21122.25 21253.5 21384.75 21516 21647.25 21778.5 21909.75 22041 255829.5

Profit/Loss -1847.25 1771.5 5390.25 9009 12627.75 16246.5 19865.25 23484 27102.75 30721.5 34340.25 37959 216670.5

37

Table 5

Z-EATS

Carry over MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH 10 MONTH 11 MONTH 12 TOTAL

1. Cash On Hand

[Beginning of month] 18,783 $18,783.00 $16,935.75 $18,707.25 $24,097.50 $33,106.50 $45,734.25 $61,980.75 $81,846.00 ###### ###### $163,154.25 $209,994.50

2. Cash Receipts

(a) Cash Sales $18,750.00 $22,500.00 $26,250.00 $30,000.00 $33,750.00 $37,500.00 $41,250.00 $45,000.00 $48,750.00 $52,500.00 $56,250.00 $60,000.00 $94,087.50


(c) Loan or Other Cash Injection $120,000.00


[2a + 2b + 2c=3] $0.00 $18,750.00 $22,500.00 $26,250.00 $30,000.00 $33,750.00 $37,500.00 $41,250.00 $45,000.00 $48,750.00 $52,500.00 $56,250.00 $60,000.00 $214,087.50


[Before cash out] (1 + 3) $18,783.00 $37,533.00 $39,435.75 $44,957.25 $54,097.50 $66,856.50 $83,234.25 $103,230.75 $126,846.00 $154,080.00 $184,932.75 $219,404.25 $269,994.50

5. Cash Paid Out

Rent $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 895 895 $10,740.00

Gross Wages (excludes withdrawals) $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 6486 6486 $77,832.00

Payroll Expenses (Taxes, etc.) $0.00

Utilities $0.00


Website Domain $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 10 10 $120.00

Marketing/Promotion $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $8,333.00 $83,330.00

Travel/Accomodation $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $41,670.00

Accounting and Legal $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $600.00


Telephone $0.00

Transaction System $656.25 $787.50 $918.75 $1,050.00 $1,181.25 $1,312.50 $1,443.75 $1,575.00 $1,706.25 $1,837.50 $1,968.75 $2,100.00 $16,537.50

Insurance $0.00


Interest $0.00


$0.00

$0.00


Subtotal $0.00 $20,597.25 $20,728.50 $20,859.75 $20,991.00 $21,122.25 $21,253.50 $21,384.75 $21,516.00 $21,647.25 $21,778.50 $9,409.75 $9,541.00 $167,704.50





Owner's Withdrawal $54,167.50 $54,167.50


[Total 5a thru 5w] $0.00 $20,597.25 $20,728.50 $20,859.75 $20,991.00 $21,122.25 $21,253.50 $21,384.75 $21,516.00 $21,647.25 $21,778.50 $9,409.75 $63,708.50 $284,997.00

7. Cash Position

[End of month] (4 minus 6) $18,783.00 $16,935.75 $18,707.25 $24,097.50 $33,106.50 $45,734.25 $61,980.75 $81,846.00 $105,330.00 $132,432.75 $163,154.25 $209,994.50 $206,286.00

2016 PROJECTED MONTHLY CASH FLOW PROJECTED CASH FLOW

38

Table 6


Assets 2016 2015Current Assets

Cash 206,286 18,783


Inventory -

Prepaid expenses -


Total current assets 206,286 18,783

Fixed (Long-Term) AssetsLong-term investments

Property, plant, and equipment

(Less accumulated depreciation)

Intangible assets

Total fixed assets - -

Other AssetsDeferred income tax

Other

Total Other Assets - -

Total Assets 206,286 18,783


Accounts payable

Short-term loans

Income taxes payable

Accrued salaries and wages

Unearned revenue

Current portion of long-term debt

Total current liabilities - -


Deferred income tax

Other

Total long-term liabilities - -

Owner's EquityOwner's investment 120,000 120,000

Retained earnings -

Other -


Total Liabilities and Owner's Equity - 120,000 {42}

39

Table 7

Net Income 2017

Washington D.C



Average Spend 15 15 15 15 15 15 15 15 15 15 15 15

Commission (3%) 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01


Subscription Revenue (w/Premium introduced) 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400

Transaction Fee 1134 1134 1134 1134 1134 1134 1134 1134 1134 1134 1134 1134 SubTotal

Total 31266 31266 31266 31266 31266 31266 31266 31266 31266 31266 31266 31266 375192

New York-Baltimore-Philadelphia

MonthRetaurants 300 360 420 480 540 600 660 720 780 840 900 960


Average Spend 15 15 15 15 15 15 15 15 15 15 15 15

Commission (3%) 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.01



Transaction Fee 1312.5 1575 1837.5 2100 2362.5 2625 2887.5 3150 3412.5 3675 3937.5 4200 Subtotal

SubTotal 37500 45000 52500 60000 67500 75000 82500 90000 97500 105000 112500 120000 945000

Total 68766 76266 83766 91266 98766 106266 113766 121266 128766 136266 143766 151266 1320192

EXPENDITURES

(a) Rent 895 895 895 895 895 895 895 895 895 895 895 895

(b) Gross Wages 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486 6486

Website Domain 10 10 10 10 10 10 10 10 10 10 10 10

Transaction Fee 2446.5 2709 2971.5 3234 3496.5 3759 4021.5 4284 4546.5 4809 5071.5 5334

Marketing/Promotion 16,667 16,667 16,667 16,667 16,667 16,667 16,667 16,667 16,667 16,667 16,667 16,667

(h) Travel/Accomodation 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167 4167

(i) Accounting and Legal 50 50 50 50 50 50 50 50 50 50 50 50 Subtotal

Subtotal 30721.5 30984 31246.5 31509 31771.5 32034 32296.5 32559 32821.5 33084 33346.5 33609 385983

Profit/Loss 38044.5 45282 52519.5 59757 66994.5 74232 81469.5 88707 95944.5 103182 110419.5 117657 934209

40

Table 8

z-eats

Carry over MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6 MONTH 7 MONTH 8 MONTH 9 MONTH 10 MONTH 11 MONTH 12 TOTAL

1. Cash On Hand

[Beginning of month] 206,286 $206,286.00 $244,330.50 $289,612.50 $342,132.00 $401,889.00 $468,883.50 $543,115.50 $624,585.00 $713,292.00 $809,236.50 $912,418.50 $1,022,838.00

2. Cash Receipts

(a) Cash Sales $68,766.00 $76,266.00 $83,766.00 $91,266.00 $98,766.00 $106,266.00 $113,766.00 $121,266.00 $128,766.00 $136,266.00 $143,766.00 $151,266.00 $94,087.50


(c) Loan or Other Cash Injection $120,000.00


[2a + 2b + 2c=3] $0.00 $68,766.00 $76,266.00 $83,766.00 $91,266.00 $98,766.00 $106,266.00 $113,766.00 $121,266.00 $128,766.00 $136,266.00 $143,766.00 $151,266.00 $214,087.50


[Before cash out] (1 + 3) $206,286.00 $275,052.00 $320,596.50 $373,378.50 $433,398.00 $500,655.00 $575,149.50 $656,881.50 $745,851.00 $842,058.00 $945,502.50 $1,056,184.50 $1,174,104.00

5. Cash Paid Out

Rent $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $895.00 $10,740.00

Gross Wages (excludes withdrawals) $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $6,486.00 $77,832.00

Payroll Expenses (Taxes, etc.) $0.00

Utilities $0.00


Website Domain $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $120.00

Marketing/Promotion $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $16,667.00 $200,004.00

Travel/Accomodation $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $4,167.00 $50,004.00

Accounting and Legal $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $600.00


Telephone $0.00

Transaction System $2,446.50 $2,709.00 $2,971.50 $3,234.00 $3,496.50 $3,759.00 $4,021.50 $4,284.00 $4,546.50 $4,809.00 $5,071.50 $5,334.00

Insurance $0.00


Interest $0.00


$0.00

$0.00


Subtotal $0.00 $30,721.50 $30,984.00 $31,246.50 $31,509.00 $31,771.50 $32,034.00 $32,296.50 $32,559.00 $32,821.50 $33,084.00 $33,346.50 $33,609.00 $167,704.50





Owner's Withdrawal $241,502.63 $241,502.63


[Total 5a thru 5w] $0.00 $30,721.50 $30,984.00 $31,246.50 $31,509.00 $31,771.50 $32,034.00 $32,296.50 $32,559.00 $32,821.50 $33,084.00 $33,346.50 $275,111.63 $627,485.63

7. Cash Position

[End of month] (4 minus 6) $206,286.00 $244,330.50 $289,612.50 $342,132.00 $401,889.00 $468,883.50 $543,115.50 $624,585.00 $713,292.00 $809,236.50 $912,418.50 $1,022,838.00 $898,992.38

2017 PROJECTED MONTHLY CASH FLOW PROJECTED CASH FLOW

41

Table 9


Assets 2017 2016Current Assets

Cash 898,992 206,286


Inventory -

Prepaid expenses -


Total current assets 898,992 206,286

Fixed (Long-Term) AssetsLong-term investments

Property, plant, and equipment

(Less accumulated depreciation)

Intangible assets

Total fixed assets - -

Other AssetsDeferred income tax

Other

Total Other Assets - -

Total Assets 898,992 206,286


Accounts payable

Short-term loans

Income taxes payable

Accrued salaries and wages

Unearned revenue

Current portion of long-term debt

Total current liabilities - -


Deferred income tax

Other

Total long-term liabilities - -

Owner's EquityOwner's investment 120,000 120,000

Retained earnings -

Other -


Total Liabilities and Owner's Equity - 120,000

42

Work Sample from the Internship:

Chris4Life

43

The following are work samples from my internship. The first sample is

related to content for the team of the week for our Scope It Out events. The next

sample is a thank you letter I used to contact donors for our Blue Hope Bash. The

final letter is an example of our post Scope it out event communications

The skills that were employed were developed through this internship. This

is the first time where I directed mass communication to thousands of people

through communication letters to donors and E blasts.

Communication skills are very important in any job and this internship help

me practice those skill on a massive scale. Developing relationships with donors

an corporate entities like big phrama was an incredible learning experience and I

really appreciate the relationships and skills I developed.

44

Team Lucido Our family and friends will be participating in the Scope it Out 5K in Detroit on November 1st, 2014. We will be walking in support of my mom, Sandy Lucido. Sandy was diagnosed with Stage 4 colon cancer last October after a routine colonoscopy. She has been through a lot in this past year – with going through her treatment options. It has been a long road but Sandy has been fighting cancer like a champ and tackling it head on! We are all so proud of her! We are racing to support and honor her for this difficult fight and too raise awareness and encourage others to “love their butt.” Sandy is an amazing wife, mother, sister, aunt and friend. Sandy is known for being a caring, loving person who always puts everyone else first. She knows how to cheer anyone up when they are having a bad day. Our team goal is to raise $2,000 which we hope to raise by reaching out to our family and friends. We also hope many will join us in Detroit on November 1, 2014! In the photo Sandy is the second person from the left and Denielle is the second person from the right.

45

October 31, 2013

Name

Address

City, State Zip

Dear XXXX,

Thank you for joining us at the Blue Hope Bash last Thursday night! It was

wonderful to have you and so many Chris4Life supporters together in one place,

celebrating how far Chris4Life has come in the past three years.

It is no accident that we named this event the “Blue Hope Bash”. Despite the

staggering statistics surrounding colorectal cancer in America, we are filled with hope

for the future and feel uniquely positioned to fund research that will yield a cure, raise

awareness that will save lives, and support patients and survivors with the compassion

they deserve.

Thank you for mention what they gave/purchased. Your gifts made a real difference

and enabled us to raise over $250,000, which will greatly benefit those that we serve.

We are so grateful - thank you again!

Your support at the Bash and beyond enables us to support brave patients like

Kathryn Finn-Bloom, who we honored for her inspiration. With over 1,000,000

Americans living with colorectal cancer, we have many like Kathryn who need our

help.

Because you share our mission, we hope to see you at the Annual Scope It Out

Run/Walk in DC on March 23, 2014 (details to follow). In the meantime, we’ll keep

working to save lives and improve the lives of those who are fighting to survive.

Most Sincerely,

Michael Sapienza

Executive Director

P.S. Why not become a Chris4Life Compassion Partner and support our work

year-round? For as little as $25 per month, you can make a real impact in the lives

of many. To learn more, visit us at: www.chris4life/partners

http://www.chris4life/partners

46

Date

Name

Address

City, State Zip

Dear Name,

Thank you for registering your Team Name team for the upcoming New York City

Scope It Out 5K Run/Walk on September 20, 2014. We are thrilled that you will be

partnering with us in NYC to increase awareness and raise funds to support our work.

We want to provide you with the resources you need to achieve your fundraising

goal of $XXX. On the NYC home page (www.scopeitout5k.com), you’ll find a

“Fundraising Tools” button, which is a link to:

1. Team Fundraising Tips

2. Fundraising Tool Kit

I encourage you to review the Team Fundraising Tips right away. The sooner you

begin fundraising, the easier it will be to achieve your goal. The Fundraising Tool Kit

provides logistical details and expands on the Fundraising Tips document. This is a

great document to review with other key members of your team.

The overall fundraising goal for the New York City Scope It Out 5K is $50,000.

Achieving your goal of $XXX will make a real difference in the success of this event.

There are several key people that are available to answer any questions that arise.

Michael Paul is our Race Manager and based out of our offices in the DC area

([email protected]). Your logistics lead in NYC is Kate Donat

([email protected])

We will be recognizing a “Team of the Week” during the fall Scope It Out season

and your team could be chosen. Email your successes to Michael Paul and Team

Name could win the weekly prize!

Our Love Your Butt t-shirts are available via our online store

(www.chris4life.org/store). Wearing these shirts when soliciting donations will

definitely get the conversation started. I’ve also enclosed some Love Your Butt

stickers!

First Name, please know how much we appreciate you and look forwarding to

working with you in the coming weeks. September 20th

will be here before we know

it and we anticipate an inspiring day at the New York City Scope It Out 5K!

Most Sincerely,

http://www.chris4life.org/store

47

Tamara Wahl

Director of Development

Enclosures

P.S. Don’t miss the opportunity to honor your loved one in our new Blue Hope

Garden!

www.bluehopegarden.org

http://www.bluehopegarden.org/

48

Work Samples from the Academic

Course:

From Ideas to Action: The Anatomy

of Entrepreneurship

49

The first sample is industry analysis for our group business plan. The

second sample is my chapter review PowerPoint for the operations chapter of our

textbook.

The industry analysis gives us practice on the process of developing a

business plan. Extensive detail was added to monitor the potential of the business

idea. The PowerPoint gives an opportunity to dwell deeper into entrepreneurial

concepts.

Professional development was a significant goal that I aspired to achieve

within my time in the Washington Center Internship Program. The incredible

aspect of this course is that it gave a deep overview of all of the core concepts I

learned in the past 4 years. This reinforced my current academic knowledge about

business which for the professional world is essential.

50

Industry Analysis

Truly Social – “Making People Truly Connect”

Industry Analysis

Charlotte Suffys, Mike Beni, Smarth Kharbanda , Marshall

1) General Industry Overview, Analysis and Trends

- NAICS code: 5112

- Breakdown of the industry in keywords

- summarize what data you will provide and why you need it.

History of Mobile Applications

Mobile applications – otherwise called apps – date back to the end of the twentieth century. The mobile application at that time consisted then out of arcade games, ring tined editors, calculators, calculators and others. The kick-off of the next century experienced an exponential growth of all kinds of applications. The fact that the operating systems for smart phones (Windows Mobile, Symlbian, RIM, Android, Mac iOS) were open to the development of third-party software contributed to the exponential growth off Mobile Apps.

Growth in the Use of Mobile Apps

Global Mobile Statistics – MobiForge released in 2013 that in 2012 1.2 billion people worldwide were using mobile apps. This is forecasted to grow at a 29.8 per cent each year and would therefore reach 4.4 billion users by the end of 2017. The continent Asia will account for almost half of app users in 2017. However there is definitely room for growth as the ITU noted that only 17% of mobile subscribers use apps as there are 6.8 billion mobile subscriptions worldwide.

Users of mobile apps worldwide by region 2012-2017 according to Portio Research

51

2012 2013 2017

App users worldwide 1.2 billion N/A 4.4 billion

Asia Pacific 30% 32% 47%

Europe 29% 28% 21%

North America 18% 17% 10%

Middle East & Africa 14% 13% 12%

Latin America 9% 10% 10%

Trends in Different Business Models

Mobile application can be acquired for free or for a purchase price. Some mobile

applications have also options for further specializations or further app services once you

bought the basic version. These are called In-App Purchases. We can distinguish three kinds

of Apps that deliver revenue. Free Apps with in-app purchases, Paid Apps, Paid Apps with in-

app purchases.

Distimo predicts that Free Apps with In-App Purchases (IAP) are still on the rise. Data from

January 2012 – January 2014 from Apple App Store shows that in the United States the

revenue made free apps and their IAP grew from less than 50% to nearly 82% of the total

revenue made by applications.

Top Ten Countries by Mobile App Revenue and Market Growth

52

Based on data collected by Distimo from January through November 2013, the United States

was the largest revenue generating country in the app market of Apple App Store and

Google Play.

Analyzing the market growth from 2013 to 2012, South Korea encountered an exponential

growth of its App revenue by more than 700%. While South-Korea, China and Japan can

definitely be identified as the biggest growing markets, on the other hand other already

well-established markets with high revenues are still exponentially growing by rates of 90 to

64% for the top ten countries in growth by revenue.

2) Key Technological, sociological, distribution or other factors dramatically affecting your Industry

The most significant factor affecting our industry is the “growth of Smartphone sales”.

This has directly affected both platforms of Google Play and the App Store to hit its

annual downloads in the billions. “For the fiscal year of 2013 there were 82 billion

53

downloads with revenues exceeding $20 billion dollars; with projected growth for 2017

to reach 200 billion annual downloads”. With the growth of the tablet market; tablets

are the new platform and trend the applications industry must pivot towards.

Factors that will affect the future of our industry:

1. Mobile Apps will become more targeted 2. Mobile app & Mobile website debate will finally end 3. Mobile Apps will have a larger role in Marketing 4. Mobile apps will be more plentiful 5. Mobile app Communication will become more frequent

3) Current and historical Financial Performance of the Industry

Historical, current and estimated future revenues

“This statistic presents information on the projected revenues of mobile app stores

worldwide from 2011 to 2013 with forecast until 2017. In 2013, the global mobile app

revenues amounted to 26,68 billion US dollars and are expected to grow to 76.52 billion

US dollars in 2017.”

3

8.32

18.56

26.68

34.99

45.37

58.21

76.52

0

10

20

30

40

50

60

70

80

90

2011 2012 2013 2014 2015 2016 2017

Worldwide mobile app revenues from 2011 to 2017 (in billion U.S. dollars)

54

Worldwide downloads

Only 5,5% of all downloads are paid-for apps. If this trend would continue, paid-for apps would die on the market making it insane to launch truly social as a paid for app. Therefor Truly social should be launched as a free application

Downloads-revenue

4

4

55

taking a look at the data of table 2 we can clearly tell that the revenues are changing, revenues are swapping from paid-for to in-app purchase. If the estimations are correct, truly social should be a free app, with in-app purchase possibilities leaning in to a “freemium” model.

Product line division

5

Truly social is a productivity application. Estimations are in favour of non-game apps. The forcast for 2017 even projects the fact that games will not cover more than 50% of the market share.

5

% Reveneu 2015

Paid-for

In-app purchase

Advertising

56

Revenue estimation

average profit per app download is between 0.15$ and 1$.

Estimating that 10% of all downloaded apps will be productivity apps could provide us off a profit around 12,695.7$. (253914 * 10% * 0.50$ = 12,695.7$)

4) Companies in the Industry

Making software for mobile applications is open to the public as the operating systems are

open to third-party software. Hence there are many creators of applications. However these

are the publishers of applications that have had the most success by number of free or paid

downloads or total revenue made on the Apple App Store, Google Play or the Amazon

Appstore. The top developers listed are largely all game developers and they are not

specifically well known brand connected apps.

Google Inc. NAVER JAPAN PopCap Chillingo Ltd

Gameloft Rovio Entertainment Ltd Mojang Swift Key

Apple George CL Supercell Kabam

Disney Facebook LINE Corporation

Mobage

Electronic Arts Line Corporation EA Swiss sarl TeslaCoilSoftware

King.com Limited Whatsapp Inc. LevelUp studio Max MP

Out Fit 7 Ltd Rovio Mobile Ltd. COLOPL, Inc. GungHo Online Entertainment

6677g.com skype Glu Mobile Inc. Imangi Studios, LLC

Electronic Arts Inc. LiBii TabTale LTD Warner Bros.

However there are several Brand publishers that are available on mobile platforms. Brands

might not have as a first purpose to create revenue through their applications, they may

want to improve the reach of their users, increase engagement, provide incentives and

strengthen brand affinity.

Choice of App Store

Analyzing the top global brands and their store of choice Apple’s App Store has remained for

two years the App Store of Choice.

The

Number for total number of Apps worldwide are hard to come by but we checked the

numbers for two stores that are believed to be the largest Apps stores.

App Store Name Claimed Number

Apple App Store 850 000

GetJar 600 000

Windows Phone Store 145 000

57

Blackberry 120 000

Google Play 800 000

- Total number

- Leading companies

- Total employment in the industry

- Market share distribution of each company

5) Industry Performance in relation to your target market

Industry performance in relation to target market.

Target market:

All the people who have a smart phone are our potential customers. We provide discounts to everyone to attract their visits to restaurants.

Problem and our Solution: Everyone today goes to a restaurant but the problem is they don’t know what new restaurant they can try and get discounts. We provide people with an application to look for discounts at nearby restaurants and enjoy their meals. It also helps restaurant owners to know their customers better.

Size of market: (http://www.statista.com/topics/1135/us-restaurants/ )

Food and drinks sales of the restaurant industry in the United States reached 659.31 billion U.S. dollars in 2013 – a long way from the 42.8 billion seen in 1970. This figure was forecasted to rise again in 2014 to more than 680 billion. This is nearly 4% increase in a year. There is a huge market which we can serve and solve their problem.

Out of the total population of the country nearly 58% people of the country have a smart phone. All these people are our potential customers. These are the people who have access to mobile application market. Everyday this market is growing and we expect to have a good response.

http://www.statista.com/topics/1135/us-restaurants/

58

The statistics above tells about how many meals in United States of America a person buys from restaurants in a calendar year.

59

Demography:

Age: 10-50 years.

As shown in the data above, nearly majority of the younger population of the country spend more time on their cell phones. These are our potential customers.

Income level: $30,000 per annum and above.

Education Level: There is no education level required to be our customer.

Home Ownership: N/A

Marital Status: N/A

6) Impact of seasonal changes and economic cycles on Industry

Significant seasonal changes relate to applications related to holidays. As we get closer to holidays like Christmas, traffic on these platforms will fluctuate accordingly. “As for economic cycles there is not enough data to quantify the short term cycle but the long term cycle can be better defined. “Applications are initially highly valued by investors but as this bubble grows eventually this industry will hit a sealing”. So organizations like ours must position ourselves accordingly to mitigate that risk.

60

7) Industry Resources, including major suppliers and vendors, trade publications, associations and research companies

Industry Resources, including major suppliers and vendors, trade publications, associations and research companies.

Various platforms for mobile application are:

a. Apple Store for Ios b. Google Play for Android c. Windows phones d. Blackberry phones

These are the platforms where we can make our application available to all. Two best platforms to make the application available is Apple Store and Google play and these two platforms cover the major portion of the smart phone market.

Android continues to dominate the global smartphone market, with over 255 million units shipped and nearly 85% of the market share in the second quarter of 2014. Most of Android's strength this quarter was fueled by gains in the low (US$100<US$200) and ultra

61

low-end (<US$100) of the market, seeing those categories grow 16.5% sequentially since the first quarter

iOS experienced a slight drop in market share, down to just 11.7% from 13.0% in the same quarter last year, representing the growing shift of demand toward low-cost smartphones. Despite the launch of the iPhone 5C to address a wider market base, most iOS devices remain out of reach for the average consumer. iOS enthusiasts, however, are eagerly awaiting the next device launch which could help lead to a much stronger third and fourth quarter, depending on the timing of its release.

Windows Phone is up slightly from the first quarter, seeing shipments of 7.4 million. However, this represents a drop of 9.4% from the same period last year. Windows Phone growth continues to come from Nokia, despite a healthy showing of Android-based Nokia X shipments in second quarter.

Blackberry managed to slightly increase its market share in the second quarter, although it remains below one percent share. However, this is a good sign for the struggling smartphone maker, as most of the increase this quarter came from its BlackBerry 10 devices. This represents only the second quarterly increase for BlackBerry 10 since its release in 2013.

References

http://blog.newrelic.com/2013/04/01/mobile-apps-industry-to-reach-record-revenue-in-2013/ http://mobiforge.com/research-analysis/global-mobile-statistics-2013-section-e-mobile-apps-app-stores-pricing-and-failure-rates#appusers

http://www.biznessapps.com/blog/2014/10/14/5-predictions-for-mobile-apps-in-2015/

Lunden, I. L. (2013, September 19). Gartner: 102B App Store Downloads Globally In 2013, $26B In Sales, 17% From In-App Purchases [Dataset]. Retrieved from http://techcrunch.com/2013/09/19/gartner-102b-app-store-downloads-globally-in-2013-26b-in-sales-17-from-in-app-purchases/

Digi-Capital. (2014, April 29). Mobile apps could hit $70B in revenues by 2017 [Illustration]. Retrieved from http://venturebeat.com/2014/04/29/mobile-apps-could-hit-70b-in-revenues-by-2017-as-non-game-categories-take-off/

http://www.investopedia.com/articles/stocks/10/primer-on-the-tech-industry.asp

http://www.biznessapps.com/blog/2014/10/14/5-predictions-for-mobile-apps-in-2015/

http://techcrunch.com/2013/09/19/gartner-102b-app-store-downloads-globally-in-2013-26b-in-sales-17-from-in-app-purchases/

http://techcrunch.com/2013/09/19/gartner-102b-app-store-downloads-globally-in-2013-26b-in-sales-17-from-in-app-purchases/

http://venturebeat.com/2014/04/29/mobile-apps-could-hit-70b-in-revenues-by-2017-as-non-game-categories-take-off/

http://venturebeat.com/2014/04/29/mobile-apps-could-hit-70b-in-revenues-by-2017-as-non-game-categories-take-off/

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OPERATIONS CONTINUED

By: Marshall Korattiyil

KEY ELEMENTS OF CUSTOMER SERVICE

Honesty

Under Promise

Keep Your Word

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INSURANCE

Workers Compensation Insurance

Business Insurance

Malpractice Insurance

Health Insurance

Business Continuance Insurance

SUPPLY CHAIN MANAGEMENT

http://youtu.be/gBRrG0-SA1I

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Academic Course Syllabus

From Ideas to Action: the Anatomy of Entrereneurship

Instructor: Johnetta Hardy

Contact Info: Email: [email protected] Cell: (202)359-0334

Course date & Time: 9/8-12/8 6:30pm-9:30pm

Course Description

Entrepreneurship is one of the most significant economic and social phenomena of

our times. Over 400 million individuals around the world are founders or co-

founders of new businesses today. “A recent survey by Capital One and Consumer

Action reveal that 40% of Americans dream of starting their own business, but

nearly 55% admit that they don’t know what is involved in getting a small

business off the ground.

This hand- on course introduces students to the new venture creation process and

helps them to understand the challenges an entrepreneur faces when creating and

growing a business. Given the extraordinarily high failure rates of new ventures

in most industries, this course does not seek to promote entrepreneurship, but

rather to prepare students to find their own best place in the entrepreneurial

economy. To achieve this, we will introduce the various elements essential to

developing and leading a successful entrepreneurial enterprise and learn the

attributes a successful entrepreneur must have, beginning with how to develop a

business plan. And students will develop a business plan, find ways to secure

financing, identify mentors, learn marketing techniques, launch the "Student

Entrepreneurship Website, develop a Pitch Competition and participate in Global

Entrepreneurship week through the Kauffman Foundation. Course Goals

This course aims to introduce students to the key concepts of entrepreneurship

through academic study and to instill in them an entrepreneurial mindset through

dynamic engagements both in class and around Washington DC.

Student Learning Outcomes Objectives

By the end of the course, students will:

Knowledge

Be able to identify and describe in detail the business functions essential to a successful entrepreneurial venture, including market analyses, financial planning, concept development and other aspects of business planning.

Skills

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Demonstrate analytical skills through the evaluation of entrepreneurial opportunities, preparation of a business plan (including market analysis and financial statements), and development of a business pitch

Demonstrate skills of professional presentation necessary for presenting a winning business plan in the form of a Pitch.

Demonstrate skills of entrepreneurial teambuilding Civic Learning

Be able to describe the role of entrepreneurship in advancing economic development and social mobility.

Be able to describe why social responsibility is for all businesses and why this will increase entrepreneurial opportunities in their corporations, institutions, and regions.

Required Texts & Readings

“Entrepreneurship A Real-World Approach” by Rhonda Abrams ISBN # 10- 933895-26-8 You can order at Amazon for $29 or less or go

to www.PlanningShop.com for $49.99 and or call Jeff at 650-289-9120

(ask about 25% class discount)

“The Wall Street Journal” – For subscription at $1 per week for 12 weeks see handout.

Recommended Secondary Readings

Entrepreneur Magazine, Inc. Magazine, Forbes, Financial Times and Handouts

Course Requirements

Grade Calculation Participation 10% Assignments: 30%

- Your Life Plan - Template Go to http://www.startupnation.com/step/create-a-life-plan/

- Idea Pitch Competition & Reception - Student Website RISE - Oral Presentation from Abrams Book Midterm Exam 30% Business Plan & Pitch Presentation 30% Due Dates Midterm Exam The exam will be based on information shared in class and from the assigned readings.

Major Course Projects:

Students will be expected to

Develop a realistic business plan that you could begin today with the money

you have and any ideas/means they have for making more money.

Manage and Maintain the Rise Student Website

Develop and Manage the “Idea Discovery Pitch’ Competition

http://www.planningshop.com/

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Entrepreneurial Activities: Idea Discovery Pitch Competition – This is an experiential learning process

that presents students with an opportunity to oversee, plan, organize, manage, coordinate, market and participate in the annual Pitch Competition. It is a great way for the students to interact with industry leaders and mentors who are entrepreneurs and/or venture capitalists. It also provides another forum for students to develop entrepreneurial skills and to network. A panel consisting of VCs, bankers and established entrepreneurs will judge the competition and the top pitches (1st place, 2nd place and 3rd place) will be recognized and provided a cash award, based on clarity, effectiveness, and innovation.

RISE TWC Website (Reaching Ideas Through Student Entrepreneurs) –

Students are given the opportunity to totally build, manage, maintain and

market the student entrepreneurship website known as RISE TWC -

http://sites.risetwc.com. The website was originally created in August 2011,

by Professor Hardy’s Fall Entrepreneurship class. Since then, students from

each previous class, pass the baton to the students in the current semester class,

to make the website better, current, faster and more efficient. The students

break off into committees to accomplish the task (General Coordinator,

Administrator of Website, Social Media, and News Events.

The RISE TWC student entrepreneurship website is an online resource for all

emerging or established students nationally and globally. Students from

previous classes are still involved by assisting the current Semester students on

development and they provide input on Facebook, twitter and the website.

Reviewing Case Studies – Through my partnership with The Wall Street

Journal (WSJ), students will be able to take advantage of this innovative

teaching tool around real-world coverage of current events through case

studies. This will be extremely engaging and will require critical thinking for

the students and it will spur classroom discussion and get students more

involved through quizzes, discussions and articles from WSJ.

Instructional Philosophy:

Students will be expected to attend classes

Participate in classroom discussions

Read required materials

Turn in assignments on time

Take Midterm

Complete and turn in Business Plan Project

Do a Presentation from Rhonda Abrams' Book

Refrain from interfering with the learning of others

Participate on Website Team to Launch Student Website RISE

Read Wall Street Journal

Participate in Idea Pitch Competition

Write Your Life Plan - Template Go to

http://www.startupnation.com/start-a-business/start-a-business.htm

Participate in Global Entrepreneurship Week Activities


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How Can I Change the World?

Class Schedule

September 1 – LABOR DAY HOLIDAY – NO Class – Make up classes:

Field Trips – 1776 (startup and co-working space), Microsoft Office,

Demands Solutions Conference (Dec. 6) and Global Entrepreneurship Week

Activities with Georgetown (Nov. 16-22).

September 8: Introductions, Be inspired - Babson Video, Steve Jobs – Love, Death and Passion and discuss Syllabus.

Assignment Next Class:

Order Rhonda Abrams’ Book “Entrepreneurship A Real-World”

Approach – Identify Website & Pitch Team. Read Chapter 1- What is Entrepreneurship and Chapter 2 - Opportunity

Identification and Feasibility analysis from Abrams’ Book (Professor Hardy will e-mail first two Chapters).

September 15: Discuss What is Entrepreneurship, Characteristics of an Entrepreneur and Where do Opportunities Come From. Identify Website & Pitch Team. Assignment for Next Class:

Read Chapter 3 – Basic Business Planning and Chapter 4- Business Planning from Abrams’ Book.

Work on Idea for Business Ida and turn in Sept. 29, typed and signed (less than three lines at the most). Be prepared to discuss

Idea Pitch Competition Team develops time line and turn in to class September 29.

Ideas for a business project due September 29. Write Your Life Plan and turn in next plan- Template Go to

http://www.startupnation.com/start-a-business/start-a-business.htm. Due September 23.

Interview your favorite Entrepreneur – due October 27.

September 23: Discuss the Winning Business Plan and the Importance of Market Research


Read Chapter 5 -Your Customers and Target Market, and Chapter 6- Competitive Analysis, Strategic Positioning and Risk Assessment and Chapter 12 - Management and Leadership from Abrams’ Book.

Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website.

September 29: Discuss Your Team Idea and Turn in - Why are Customers Important, Who is Your Competitors and Surround Yourself with a Good Team – Your Management Team?


Do your Identity for your Business. Work on Timeline & logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website.


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Read Chapter 9- Marketing Fundamentals, Chapter 10 - Marketing Tactics and Chapter 11 Sales and Distribution.

October 6:- Discuss the Marketing Plan, Tactics/Strategy, and Sales & Distribution. Discuss Timeline for Idea Discovery Pitch Competition and Reception. Mid-term

Assignment for Next Class:

Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website Study for Midterm.

October 13: NO Class in Observance of Columbus Day

(Make-up Classes during Global Entrepreneurship Week - November. 16-22)

Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website. Study for Midterm.

October 20: Midterm Exam


Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website. Interview your favorite Entrepreneur – due October 27.

October 27: Field Trip


Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website. Read Chapter 7 - Money Management in Abram’s Book & Chapter 8

Financing Your Business Naqib Obaidi’s Presentation

November 3: Accounting and Financial Framework for Success - - Entrepreneur, Author and CFO George Dines discusses in simple terms how to do your financials for your business.


Read in Chapter 16 - Legal Issues in Abram’s Book. Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website

November 10: “Legalities of Business Start Up” - Arthur Sidney- International Trade Law Specialist, Author, Professor and TV Personality.


Work on Logistics for Idea Pitch Competition. Read in Abrams Financing Your Business Chapter 8 and Growing the

Venture Chapter 19 Work on logistics for Idea Discovery Pitch Competition. Work on logistics for Student RISE Website.

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November 17: Global Entrepreneurship Week: Idea Discovery Pitch Competition and Reception hosted by TWC Students for TWC Students.

November ?: Georgetown Students Partners with Kauffman to Kick off Global Entrepreneurship Week with Pitch Competition, Speakers and a Reception. More to come….. Assignment Next Class:

Work on logistics for Student RISE Website Read Chapter 14 – Operations, Chapter 15 - Technology and Chapter 17 -

Social Entrepreneurship and Social Responsibility, in Abram’s Book.

November 24 – Guest Speaker and Venture Capitalist Edgar Harrell, Principle of Harrell Partners discusses where the money comes from and how to grow your business.

Read in Abrams Financing Your Business Chapter 8 and Growing the Venture Chapter 19

Work on logistics for Student RISE Website. Read Chapter 14 – Operations, Chapter 15 - Technology and Chapter 17 -

Social Entrepreneurship and Social Responsibility, in Abram’s Book. Take Class Photo on December 1 for Website.

December 1: Discuss Operations, Social Entrepreneurship and Social Responsibility and Why Not Using Technology Can Put You Out of Business - Take Class Photo?


Work on Pitch. Work on logistics for Student RISE Website.

December 8: Pitch Presentations of Business Plan - Turn In - No Exceptions

Good Luck with your Business Endeavor!

Disclaimer - Readings, assignments and due dates may be subject to change over

the course of the semester. I will advise you of any changes and present them to

you in writing. Note –

Readings are to be completed before the designated week in order to facilitate

an informed classroom dialogue.

Johnetta Boseman Hardy, M.A.

Bio

For over 20 years Johnetta Boseman Hardy has infused her passion and expertise

in entrepreneurship to practice, teach, advise and counsel both organizations,

institutions, individuals, and faculty, staff and students in the higher education

arenas on the principles and practice of entrepreneurial endeavors.

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Ms. Hardy is currently the Director of the Center for Entrepreneurship and

Innovation (CEI) at the University of Baltimore, which connects emerging and

established entrepreneurs to resources and opportunities that accelerate their

sustainable revenue and growth. She is also the Founder & CEO of the Hardy

Solutions Group, LLC, a firm that specializes in providing resources, education

and expertise to maximize the success of small businesses. She is a frequent

public speaker, presenter and academic lecturer. She was appointed by the

Consortium for Entrepreneurship Education to be the State Director for the DC

Area Entrepreneurship Coalition. Most recently, Ms. Hardy served as the

Executive Director of the Howard University Institute for Entrepreneurship,

Leadership and Innovation (ELI) which is a unique program to stimulate the

notion of the practice of entrepreneurship to Howard University and all

historically black colleges, and to the regional African-American community.

Using her extensive corporate, non-profit organization, and government contacts,

Ms. Hardy was not only able to provide experiential opportunities for those

interested in entrepreneurship, but she was able to acquire valuable funding for

program projects and initiatives.

Other previous position positions held include: former Associate Director for the

National Association of Black Accountants; Business Director at the Howard

University Small Business Development Center and Sub Centers at the Small

Business Administration's Washington Metropolitan District Office and the

National Council of Negro Women. Ms. Hardy has counseled over 3,000

businesses on business start-up, marketing, 8(a) certification and financing

(helping businesses obtain a total of more than $25 million dollars). Businesses

have exploded in the market place as a result of her assistance.

For over 14 years, Ms. Hardy has been teaching entrepreneurship, as an adjunct

professor, at The Washington Center for Internships and Seminars and just

recently at the University of Baltimore in Professional Development. She is

currently writing a book that will focus on African American women in

entrepreneurship. She has conducted numerous professional seminars; appeared

on numerous Radio & TV shows; been interviewed by the New York Times,

Washington Post, Wall Street Journal, Inc. Magazine, The Washington Business

Journal, Black Enterprise, Entrepreneur Magazine; The Baltimore Sun, and the

Baltimore Daily Record and more.

Ms. Hardy received her Master of Arts in Organizational Communication Studies,

and a Bachelor of Arts from Howard University in Communications with a minor

in Micro-Environmental Studies and Designs. She also attended Pratt Institute in

New York for Business Administration and is a Certified NxLevel Business

Instructor. Ms. Hardy received the 2009 Faculty of the Year Award from The

Washington Center for Internships and Academic Seminars, and in 2007 received

the Legacy in Entrepreneurship Education Award from the African American

Empowerment Group. She currently serves on the Bowie University

Entrepreneurship Academy Council, the Maryland Regional Small Business

Technology Development Centers’ Board, the Global Innovation Forum Brain

Trust Board, the Governing Board for ATHENAPowerlink Women of Baltimore,

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the University of Baltimore’s Baltimore City Anchor Action Plan Committee and

she is a member of the Alpha Kappa Alpha Sorority Inc. - Xi Zeta Omega Chapter

in Washington, DC. A native of Washington, D.C., she is married to Melvin T. E.

Hardy, Esq. and they are the proud parents of two daughters - Elizabeth Vivian

and Victoria Joyce Hardy.

TWC Course Policies

For a detailed list of all TWC policies, please refer to your student handbook.

Professionalism - We strongly encourage students to be professional at all times.

Equal Opportunity/Affirmative Action

The Washington Center actively subscribes to a policy of equal opportunity in

education.

Class Cancellation

Students are expected to attend every class period as scheduled unless there is an unavoidable circumstance or illness. Classes do not meet on federal holidays; however, your professor may elect to reschedule the class for another evening to make-up time and work. Verbal, Sexual, Ethnic/Racial Harassment

The Washington Center does not tolerate harassment of any nature. Verbal, sexual, ethnic and or racial harassment in any way of its students, staff, and faculty are prohibited. The Washington Center advises students to notify their Program Advisor if they believe they may have been exposed to sexual or verbal harassment.

Disability Services

If you are a student who is defined under the American with Disabilities Act and requires assistance or support services, please inform The Washington Center's disability coordinator, by emailing [email protected]. The coordinator will organize such services as note takers, readers, sign language interpreters, etc. If you need course adaptations or accommodations because of a disability, if you have emergency medical information to share, or if you need special arrangements in case the building must be evacuated, please make an appointment to speak with disability services upon arrival. Disability services information is available on online at ww.twc.edu/disability_services.shtml.

Academic Misconduct

Academic misconduct includes, but is not limited to the acts listed here. For a full statement of the policy of TWC on academic misconduct, please refer to the TWC Academic Course Handbook. The Washington Center reserves the right to impose penalties and sanctions for any incident of academic misconduct up to and including failure for the course and expulsion from the program.

1. Plagiarism. Plagiarism is a form of academic misconduct and is considered academic fraud. It is an attempt to receive a grade or other credit that would not be granted if the instructor or others knew the full truth about the work you submitted. Plagiarism occurs when someone copies or takes the intellectual work of another as one’s own, and fails to properly reference or provide proper and fully adequate attribution to the original author of the work. Plagiarism may be either intentional or unintentional. Plagiarism may also take the form of self-

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plagiarism in the event of trying to submit work done for another course or program for credit without the express permission of instructor.

2. Cheating. The use of notes or books when prohibited, and the assistance of another student while completing a quiz or an exam, or the providing of information to another individual for this purpose, unless such collaboration is approved by the course instructor.

3. Falsification. The improper alteration of any record, document or evaluation.

4. Obstruction. Behaving in a disruptive manner or participating in activities that interfere with the educational mission of The Washington Center at lectures, courses, meetings or other sponsored events.

5. Absenteeism. The chronic failure to attend program components (including internship, internship courses, or other scheduled activities) without a valid reason or prior notification. Missing two or more classes might result in a lower grade evaluation for the course. Also, in such cases your instructor will notify the courses coordinator, who will notify your program advisor and possibly your campus liaison.

6. Disruptive Behavior. Any behavior, whether active or passive, that interferes with the environment of teaching and learning or tone of professionalism as established by the instructor.

7. Complicity in any act of academic misconduct by another person.

Student Grievances

If students have a problem with their instructor, the course material, class format, or other aspects of the course, they should speak to the instructor first. If that is not possible or they choose otherwise, students should speak with the course coordinator who will arrange a conference in consultation with the director of academic affairs. If students wish to make a formal complaint, they must submit it in writing to the courses coordinator at [email protected]. The courses coordinator will relay it to the director of academic affairs, who will investigate the situation, consult the relevant parties and inform the student of the progress of the investigation in order to come to a resolution of the situation.

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Portfolio

Documents

Transcript of Portfolio