III.

THE BUSINESS PROPONENTS :ORGANIZERS WITH THEIR CAPABILITIES AND

CONTRIBUTION

The proponents of the business are the five members of the group that can be considered as
student entrepreneurs. Each of them has something to contribute and they can be divided
based on their capabilities, skills, and interests. The proponents believe that dividing them
and giving them the work they want can make the business more successful because each
member should have passion in what they do.The resource mobilizers and financial backers
would be the investors who are willing to invest in the business. The 10 proponents of the
business can act as the resource mobilizers and financial backers because they will be the
one who will share for the capital of the business.Other investors are also allowed to invest
in the company to continuously improve the business.Some of the members of the group will
be given the task of being technology providers and applicators. They are the one who will
think of the technologies that the business needs.They are also the one who will analyze if
the budget is enough to make use of technologies and if there is a sufficient fund that they
can use to pay for it. Technologies such as the new invented machines and equipments that
can help in the production of the products are very important, and also, the use of
technology when it comes to disseminating information about the product. The technology
providers and applicators will also be in charge with the development when it comes to
selling the products like developing an application that can be used by the customers to
order some products.For the governance and top management, the leader and the assistant
leader of the group can handle it since it is all about managing. These leaders will lead their
members so they can follow. But having leaders doesn’t mean that other members can’t
participate because as a team in the business, the suggestions and approval of each
individual is very important. In that part,they will be able to formulate different ideas and
concept that can improve the business.The last one is the operating and support team that
includes all the members. Other members can be added to the operation team and will be
the one who will make the main product.

OBJECTIVES:
 ● Target markets that will provide us with greatest market penetration
● Offer products and service package that are priced appropriately for each
segment of our market
● Provide our costumers with the variety of brand and products
● Our outlets will also be well designed and located and our product well
advertised

KEY TO SUCCESS

● Innovative quality products

● Providing our costumers with what they want, when and how they want it

VI. THE PRODUCT AND SERVICE OFFERINGS

Keep in mind that highly detailed or technical descriptions are not
necessary and definitely not recommended. Use simple terms and avoid
industry buzzwords so your readers can easily understand.

On the other hand, describing how the company's products and services
will differ from the competition is critical. So is describing why your
products and services are needed if no market currently exists. (For
example, before there was Federal Express, overnight delivery was a niche
business served by small companies. FedEx had to define the opportunity
for a new, large-scale service and justify why customers needed--and would
actually use--that service.)

Patents, copyrights, and trademarks you own or have applied for should
also be listed in this section.

Depending on the nature of your business, your Products and Services

section could be very long or relatively short. If your business is product-
focused, you will want to spend more time describing those products.

If you plan to sell a commodity item and the key to your success lies in, say,
competitive pricing, you probably don't need to provide significant product
detail. Or if you plan to sell a commodity readily available in a variety of
outlets, the key to your business may not be the commodity itself but your
ability to market in a more cost-effective way than your competition.

But if you're creating a new product (or service), make sure you thoroughly
explain the nature of the product, its uses, and its value, etc.--otherwise
your readers will not have enough information to evaluate your business.

VII. THE FINANCIAL FORECAST AND EXPECTED RETURNS ,RISK AND

CONTINGENCIES
 INVESTORS INVESTMENTS

JINKY MALLE 40,000

TRISHA ESGUERRA 40,000

SHAIRA BOLANO 40,000

DALTON CLAY DURAN 40,000

RICO TOCA 40,000

PER DAY TOTAL PER MONTH PER YEAR

WORKERS 5 300 1500 7,500 90,000

MONTHLY YEARLY

ELECTRICITY 2500 30,000

RENT 2500 30,000

MONTHLY YEARLY

EXPENSES 23,000 276,000

INCOME:

MONTHLY YEARLY

ABACA 33,600 403,200

FRAME 25,200 302,400

GLUESTICK 23,800 285,600

TOTAL 82,600 991,200

MONTHLY YEARLY

NET INCOME 59,600 715,200

 MONTHLY YEARLY

NET PROFIT 9,600 115,200

PROFIT 32,600 391,200

CAPITAL 40,000 500,000

IX. THE ENVIRONMENTAL AND REGULATORY COMPLIANCE

Small businesses can pay big time when it comes to not following through on

regulatory compliance instituted by the government. One of the biggest areas of

regulations that small business owners are expected to comply with are

environmental policies. Environmental regulations are monitored by the

Environmental Protection Agency. It is estimated by the Small Business

Administration that when it comes to the cost of environmental regulation, there is

about a 300 percent discrepancy between small and large businesses in favor of

larger firms. Environmental policies are constantly being updated and changed,

which means they could affect your business at any time. To save yourself money,

time, and a splitting headache, you should stay up to date on the most recent

policies and regulations that are separated by industry that the EPA has instituted.

Here are a few of the most recent updates and a few other policies you want to be

sure to look out for in order to avoid and huge fines from the EPA.

TRANSPORTATION

Our business that involves the transportation of passengers or cargo falls into the
transportation sector. This industry, like the retail industry, is also subject to the
Greenhouse Gas Reporting Program and a few others that concern clean air and
water.

HEALTHCARE

It provides health or social assistance to an individual. This industry has access to a

lot of materials that can be harmful to the environment if not properly handled.

X. THE CAPITAL STRUCTURE AND FINANCIAL OFFERING

Business people use the term structure in quite a few different ways. The terms "governance," "business,"
and "legal," are all associated with their own "structures" for instance. These refer to aspects of the
company set up and operation.

Two other similar terms describe the nature of the company's financial position: Financial structure and
capital structure.
Both structures concern the "Liabilities + Equities" side of the Balance sheet equation:

Assets = Liabilities + Equities.

● Financial structure refers to the balance between all of the company's liabilities and its
equities. It thus concerns the entire "Liabilities+Equities" side of the Balance sheet.
● Capital structure, by contrast, refers to the balance between equities and long-term liabilities.
Short-term liabilities do not contribute to capital structure.

For comparing the firm's debt to its equities, financial structure is, therefore, more sensitive than the capital
structure to short-term liabilities. "Financial structure" reflects the status of working capital and cash flow,
salaries payable, accounts payable, and taxes payable. The Capital structure does not.

Capital structure, on the other hand, refers to the makeup of the company's underlying value. Here, capital
structure focuses on the balance between funding from equities and financing from long-term debt. The
presumption is that firms use funds from both sources to acquire income-producing assets. Capital
structure is also known as capitalization.

Sections below further define and illustrate Structures and Leverage in context with related terms and
concepts, focusing on four themes:

Capital structure describes the sources of funds a company uses for acquiring income-producing assets.
The focus of these funds contrasts with the financial structure concept(previous section) which includes all
of the company's debt and equities.

Regarding debt, Capital structure considers instead only the firm's long-term liabilities. As Exhibit 1 shows,
capital structure items lie on the "Liabilities + Equities" side of the Balance sheet but exclude Current
Liabilities.

Those interested in a firm's capital structure will compare the percentages of total funding for income-
producing assets that comes from each source. They want to know, that is, whether capital funding is
primarily equity funding or debt funding.

One measure of the balance between capital funding sources is another leverage metric, the Long-term
debt to equities ratio. Note that this ratio is very similar to the financial leverage metric above. However,
this ratio, using only long-term debt, serves to measure the firm's capital leverage.
VII. THE ENTERPRISE STRATEGY AND ENTERPRISE DELIVERY SYSTEMS:BUSINESS
COMPETITIVENESS

Our basic marketing strategy is to work with customers on a one to one basis to ensure their
supply needs are being melt and develop unique marketing programs for each of them. We
intend to prioritize costumer service and make it a key component of our marketing
programs. We believe that our providing costumers with what they want,when and how they
want it, is the key to repeat business and positive word of mouth advertising. Because we
want to develop close working relationships with our costumer , we want to establish account
as personable a way possible. It is for this reason that we will overwhelmingly emphasize in
person sales calls to build accounts.