Recycling Waste Materials Business Plan

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Table of Contents
1.0 Executive Summary.....................................................................................................................1

Chart: Highlights...........................................................................................................................2
1.1 Objectives....................................................................................................................................2
1.2 Mission...........................................................................................................................................2
1.3 Keys to Success.........................................................................................................................3
2.0 Company Summary......................................................................................................................3
2.1 Company Ownership................................................................................................................3
2.2 Start-up Summary....................................................................................................................3
Table: Start-up..............................................................................................................................4
Chart: Start-up..............................................................................................................................4
2.3 Company Locations and Facilities.......................................................................................5
2.3.1 Government Regulation..................................................................................................5
3.0 Products and Services.................................................................................................................5
3.1 Product and Service Description.........................................................................................6
3.2 Competitive Comparison........................................................................................................7
3.3 Sales Literature..........................................................................................................................8
3.4 Technology...................................................................................................................................9
3.5 Future Products and Services...............................................................................................9
4.0 Market Analysis Summary.......................................................................................................10
4.1 Market Segmentation............................................................................................................10
Table: Market Analysis..............................................................................................................11
Chart: Market Analysis (Pie)...................................................................................................11
4.2 Target Market Segment Strategy.....................................................................................11
4.2.1 Market Needs....................................................................................................................12
4.2.2 Market Trends...................................................................................................................12
4.2.3 Market Growth..................................................................................................................13
4.3 Service Business Analysis....................................................................................................13
4.3.1 Distributing a Service....................................................................................................13
4.3.2 Competition and Buying Patterns.............................................................................13
4.3.3 Main Competitors............................................................................................................14
4.3.4 Business Participants.....................................................................................................14
5.0 Strategy and Implementation Summary...........................................................................14
5.1 Value Proposition.....................................................................................................................14
5.2 Competitive Edge....................................................................................................................15
5.3 Marketing Strategy.................................................................................................................15
5.3.1 Promotion Strategy........................................................................................................16
5.3.2 Positioning Statement...................................................................................................17
5.3.3 Pricing Strategy...............................................................................................................17
5.4 Sales Strategy..........................................................................................................................17
5.4.1 Sales Forecast..................................................................................................................17
Table: Sales Forecast............................................................................................................18
Chart: Sales Monthly.............................................................................................................19
Chart: Sales by Year..............................................................................................................19
5.5 Milestones..................................................................................................................................20
Table: Milestones........................................................................................................................20
Page 1
Table of Contents
Chart: Milestones........................................................................................................................20
6.0 Web Plan Summary....................................................................................................................21
6.1 Development Requirements................................................................................................21
7.0 Management Summary.............................................................................................................21
7.1 Management Team.................................................................................................................22
7.2 Management Team Gaps.....................................................................................................22
7.3 Personnel Plan..........................................................................................................................23
Table: Personnel..........................................................................................................................23
8.0 Financial Plan................................................................................................................................23
8.1 Start-up Funding.....................................................................................................................23
Table: Start-up Funding...........................................................................................................24
8.2 Use of Funds.............................................................................................................................25
Table: Use of Funds...................................................................................................................25
8.3 Important Assumptions........................................................................................................25
Table: General Assumptions...................................................................................................25
8.4 Break-even Analysis...............................................................................................................26
Table: Break-even Analysis....................................................................................................26
Chart: Break-even Analysis....................................................................................................26
8.5 Projected Profit and Loss.....................................................................................................27
Table: Profit and Loss................................................................................................................27
Chart: Profit Monthly.................................................................................................................28
Chart: Profit Yearly.....................................................................................................................28
Chart: Gross Margin Monthly.................................................................................................29
Chart: Gross Margin Yearly.....................................................................................................29
8.6 Projected Cash Flow...............................................................................................................30
Chart: Cash...................................................................................................................................30
Table: Cash Flow.........................................................................................................................31
8.7 Projected Balance Sheet......................................................................................................32
8.7 Projected Balance Sheet......................................................................................................32
Table: Balance Sheet.................................................................................................................32
8.8 Business Ratios........................................................................................................................32
8.8 Business Ratios........................................................................................................................32
Table: Ratios.................................................................................................................................33
Table: Sales Forecast..........................................................................................................................1
Table: Personnel....................................................................................................................................2
Table: Personnel....................................................................................................................................2
Table: General Assumptions.............................................................................................................3
Table: General Assumptions.............................................................................................................3
Table: Profit and Loss..........................................................................................................................4
Table: Profit and Loss..........................................................................................................................4
Table: Cash Flow...................................................................................................................................5
Table: Cash Flow...................................................................................................................................5
Table: Balance Sheet...........................................................................................................................6
Table: Balance Sheet...........................................................................................................................6
Page 2
Mid-Atlantic Recycling
1.0 Executive Summary
Mid-Atlantic Recycling, LLC's area of business will be to collect, recycle/compost, and market
waste from municipality waste processing plants for use use as a consumer good. This recycled
product will meet two critical needs:
1. It will give municipalities a feasible and cost effective alternative to landfilling the waste,
and
2. It will help meet the growing demand for organic soil enhancers and fertilizers. The material
that will be recycled is human waste sludge.
Our recycled waste will be targeted toward fertilizer manufacturers, nurseries, landscapers,
farmers, government agencies, golf courses, and others. All of these potential customers will
benefit from the compost's numerous soil enhancing characteristics.
Additionally, we will offer a service to waste processing plants owned by municipalities.

Currently these plants face several issues regarding the disposal of human waste sludge.
Landfills are filling up and costs of disposal are rising. Also, due to recent legislation, as of 2008
many landfills will no longer be able to accept human waste sludge. Mid-Atlantic Recycling will
solve this problem by accepting this waste at a nominal charge and recycling it into a useful
product.
Mid-Atlantic Recycling is entering a niche market in that human waste sludge has not been
recycled on any sizeable scale in West Virginia or the Mid-Atlantic region. This is a unique and
viable concept that addresses the needs of various customers and reaches an untapped market
with tremendous growth potential.
One of the most attractive aspects is that the business is projected to attain a strong cash
position and achieve profitability in the first year of operation. Due to a large need for these
products and services, and a lack of direct competition, our projection of quick profitability is
attainable.
Our in-depth research pertaining to human waste's positive soil enhancement characteristics
and its many potential uses is well advanced. The concept has been tested on a small scale and
the results, upon analysis, were found to be a high quality compost. Research will be an
ongoing process for the company; one particular area of interest is the possibility of qualifying
the product as a fertilizer. In this case, the profitability of the product would nearly double. Mid-
Atlantic Recycling is working with the West Virginia University Cooperative Extension Service to
investigate the feasibility of selling the material as fertilizer.
We already have an advance order for 500 tons, and one fertilizer manufacturer and a large
landscaper have committed to purchasing 600 tons of our product annually. Additionally,
various municipalities have expressed keen interest in paying us to accept their waste.
Page 1
Chart: Highlights
1.1 Objectives
1. Flush sales for the first twelve months of operations and growing each year thereafter.
2. Establish the recycling facility in Monroe County, WV; to include six composting units in
Year 1.
3. Open additional facilities in Year 2 and Year 3 to serve other areas of the state and the Mid-
Atlantic region.
4. Continue to market Mid-Atlantic Recycling by contacting and soliciting business from
additional municipalities and compost using customers.
1.2 Mission
Mid-Atlantic Recycling's mission is threefold. Our first responsibility is to ensure the financial
well being of the business. Second, is to provide municipalities with an economical, alternative
for the disposal of human waste sludge. Third, is to provide a top quality, recycled material to
the consumer so that they may benefit from compost's many good properties and organic
elements. In addition, we hope to build in the consumer a positive feeling about the feasibility
of using recycled human sludge as a fertilizer.
Opportunity Rationale
Human waste sludge has long been a waste problem for municipalities which operate waste
processing plants. In metropolitan areas that handle large amounts of waste, human sludge is
generally disposed in volume at municipal landfills. Driven by state and federal mandates,
recycling and composting of municipal solid waste has increased dramatically during the past
decade. There are nearly ten thousand curbside recycling programs in America, and nearly
15,000 drop-off centers for recyclable material.
Mid-Atlantic Recycling's business model presents an opportunity to recycle a landfill bound

waste, save the landfill space, and give the consumer the opportunity to benefit from the many
positive properties of the composted material.
Page 2
Human waste sludge contains a high nutrient value which can be composted to produce a
quality plant food and soil enhancer at far lower prices than chemical fertilizers currently on the
market.
1.3 Keys to Success
The keys to success in our business are:
 Overcome perception issues that may exist with using compost made from human waste
sludge.
 Establish and build relationships and trust with customers to help shield from future
competition.
 Expand rapidly to control the market.
 Offer reasonable prices.
 Get investment.
2.0 Company Summary
The legal name of the company will be Mid-Atlantic Recycling, LLC. Mid-Atlantic Recycling will
be formed as a Limited Liability Company in West Virginia. Due to its tax benefits, a LLC will be
advantageous.
2.1 Company Ownership
Mid-Atlantic Recycling is owned by its founder and president, Oliver Pyne. Mr. Pyne will be an
active participant in management decisions.
2.2 Start-up Summary
Our start-up costs will be $1,000,000. The funds will be primarily used for the following:
Capital Asset Purchases

Processing Plants 2 x $190,460 $380,920
Processing Plants built in-house 2 x $40,000 $80,000
Sheds 48'x72' 4 x $18,500 $74,000
Skid Truck 2 x $73,000 (avg price) $146,000
Backhoe $40,000
Front-end Loader 2 x $50,000 $100,000
Tandem Dump Trailer $6,000
Total $826,920
Detail of start-up assumptions are shown in the following tables and chart.
Page 3
Table: Start-up
Start-up
Requirements
Start-up Expenses
Legal $500
Phone/utilities deposits $500
Licenses/tax deposit $4,000
Insurance $1,000
Brochures/sales literature $500
Advertising $2,500
Employee salaries $16,680
Skid boxes, 15 @ $3,000 ea. $45,000
Welding and cutting torch $10,000
Furniture and supplies $5,000
Website development $1,500
Miscellaneous $5,000
Total Start-up Expenses $92,180
Start-up Assets
Cash Required $80,900
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $826,920
Total Assets $907,820
Total Requirements $1,000,000
Page 4
Chart: Start-up
2.3 Company Locations and Facilities
Mid-Atlantic Recycling will operate in Monroe County, WV, near the community of Lindside, WV.
The Lindside location is approximately 10 miles from Peterstown, WV. The recycling facilities
will be located on a 58+ acre property owned by company president, Oliver Pyne; 5 acres will
be set aside for the recycling facility set up and operation. This site is ideal as it provides access
to local municipalities and to Interstates 77 and 81. Also there is room for expansion as the
business grows.
Additionally, Mid-Atlantic Recycling's business location is located in a federally designated

"historically underutilized business zone" or HUBZone. As discussed under the Competitive
Comparison section below, this designation gives Mid-Atlantic Recycling certain advantages in
selling to the government.
As the business expands to additional counties in subsequent years, we will need to lease
property on which to site our facilities.
2.3.1 Government Regulation
Because Mid-Atlantic Recycling recycles a waste product and incorporates it into an

environmental product, the company is under the potential jurisdiction of the Environmental
Protection Agency. The recycling and sale of human waste may be regulated by federal or state
authorities. Mid-Atlantic Recycling will obtain all required federal and state permits and licenses
to operate its facilities.
3.0 Products and Services
Our products and services offer needed solutions to municipalities and the market for organic
soil enhancement products. Mid-Atlantic Recycling will be the market leader as the first
company in the region to collect, compost, and recycle human waste sludge for use as a
Page 5
fertilizer and a soil enhancer. Mid-Atlantic Recycling realizes that consumers today are more
conscious of recycling and of their environment. Because of this trend, there is a growing trend
among consumers to move away from traditional chemical based fertilizers more natural
organic materials.
We will offer one major service and major product. Our major service will be to offer
municipalities an alternative means for disposing of human waste sludges generated in waste
treatment plants. Our major product will be recycled (composted) human waste sludge for use
as a fertilizer.
A sample of our compost has been analyzed by the West Virginia University Agricultural Service
Laboratory. A copy of their analysis is attached to this business plan; this analysis verifies the
very high quality of the material we will produce. According to West Virginia University, this
material may qualify as a fertilizer in which case the material's value is much higher than if it is
considered a compost.
Page 6
3.1 Product and Service Description
Nationwide, many landfills are closing or exhausting their remaining capacity. However, due to
environmental restrictions, zoning laws, and other regulatory and bureaucratic delays, very few
new landfills are opening to offset the looming space crisis. Meanwhile municipal waste,
including human waste sludge, continues to flow in greater volume. Handling their waste
streams has become a major problem for most municipalities. With more waste created daily,
landfills nationwide are rapidly facing a capacity crisis.
In West Virginia this situation has been made even more critical due to recent passage of
legislation requiring that by 2008 only landfills lined with a very heavy duty liner will be able to
accept human waste sludge. Thus, in the not too distant future, most landfills now accepting
the sludge will no longer be able to accept it. Additionally, it will be very impractical, and cost
prohibitive, to install the required liner in working landfills. Therefore, options for disposing of
human waste sludge are about to become very, very limited, which means disposal will become
much, much more costly.
Considering this environment, we will offer municipalities an extremely valuable service -- an

alternative means for disposal of their human waste sludge. Municipalities currently pay landfills
a "tipping" fee to dispose of their waste. The tipping fee is typically $15 to $50 per ton; the
average tipping fee in West Virginia is $32 per ton. As noted above, in the near future many
landfills will stop receiving human waste sludge and prices are expected to increase
dramatically due to simple supply and demand. Not only will tipping fees increase, but as
municipalities have to go farther and farther afield to find accommodating landfills,
transportation costs for the waste will also increase. We will help them solve this problem, and
ultimately save them, and their tax payers, money. We will place skid boxes at their waste
treatment plants and remove the sludge for them. The tipping fee, a fee for skid box rental,
and a fee for picking up and returning the skid boxes will be paid to Mid-Atlantic Recycling by
the municipalities. This will be done at a price competitive with or lower than what they are now
paying.
Mid-Atlantic Recycling will receive the sludge and recycle it using an organic composter. This
will be a 3-day recycling process. At the end of the three days, the human waste sludge will be
converted to a compost material safe for use in agricultural applications. Potential customers
include turf farms, fertilizer manufacturers, golf courses, nurseries, landscapers, Government
agencies, and homeowners.
Page 7
3.2 Competitive Comparison
The Mid-Atlantic Recycling business model adds great value through both our service and our
product.
Our service, accepting human waste sludge from municipalities, partially relieves the burden on
rapidly filling landfills, and provides an alternative disposal channel to municipalities facing a
legislative deadline which threatens to cut off their traditional means of disposing of the
waste.
As noted earlier, there is a trend in the market away from chemical fertilizers toward more
natural organic soil enhancements. Our product, composted human sludge, responds to this
market trend. Compost has many advantages over traditional fertilizer. Traditional chemical
fertilizer sells for approximately $250 per ton while our compost will be priced at around $50-
$100 per ton. Our compost is similar to fertilizers; however, it reacts differently from most
fertilizers. Compost releases nutrients over a long period of time, on average two to three
months. The chemical reaction in present fertilizers takes place immediately and usually lasts
no longer than three to four weeks. After three to four weeks, the customer may have to buy
more fertilizer, costing both time and money. On golf courses, when chemical fertilizer is
applied, golf must cease for the day; however, when compost is applied, golf can continue
uninterrupted. As demonstrated, compost has many advantages over traditional fertilizers.
Our human sludge compost also has distinct advantages over other types of composts as well.
To be a viable, lucrative, growing business, we must be a reliable source of compost supply to
our customers. To serve the market and grow in it availability of our product cannot be
intermittent or "hit and miss." We must be able to meet the demand every time within a
reasonable delivery time. By the inherent nature of the business, human waste sludge will
always be available for composting in large, dependable quantities, at one or a few locations,
at a constant/stable quality and at a stable cost. Other composts cannot compete with this in
that similar quantities are not available from so few locations which increases their labor and
transportation costs related to collection. Additionally, if collection is from farms, they may use
horse manure, poultry manure, cow manure, hog manure, etc. in varying quantities over time.
This inherently will result in a product that constantly changes in content and quality. In fact
customers view other composts as being of unpredictable availability and unpredictable quality.
Mid-Atlantic Recycling's compost will not have these deficiencies and will be viewed as the
superior compost product.
In addition to the above, the following paragraphs describe federal small business programs
that Mid-Atlantic Recycling intends to take advantage of. These programs are available to us
due to our location and the status of our owner as a Native American (minority). Mid-Atlantic
Recycling will leverage these programs to ensure entry to the federal market. This information
was taken from federal government Internet sites.
The Historically Underutilized Business Zone (HUBZone) program: Firms in this program
have the opportunity to negotiate sole source contracts and participate in restricted competition
limited to HUBZone firms. Also, HUBZone firms are allowed a ten percent price evaluation
preference in full and open competition. In such cases, the price offered by a HUBZone firm will
be determined lower than the price offered by a non-HUBZone firm as long as the HUBZone
firm's price is not more than 10% higher than the price offered by the otherwise lowest,
responsive offeror. Companies can apply on-line at SBA’s website for expedited HUBZone
program admission. According to research done by the Iowa Department of Natural Resources,
government entities are the largest single buyer of compost products.
Page 8
Small Disadvantaged Business (SDB) program: This program offers several important
incentives:
1. Price evaluation adjustment: qualified SDBs receive a price evaluation adjustment of up to

10 percent on procurements where mandated by regulation. The price evaluation
adjustment for SDBs bidding as primes became effective October 1, 1998. Regulations
mandate this approach in competitive acquisitions over the simplified acquisition threshold
(usually $100,000) where the SIC Code for the prime contract is authorized by U.S.
Department of Commerce benchmarks. The price evaluation adjustment does not apply to
8(a) acquisitions and small business set-asides.
2. Evaluation factor: qualified prime contractors can receive a credit when using SDBs as
subcontractors. This evaluation factor for SDB participation became effective January 1,
1999. The incentive applies only to competitive negotiated acquisitions over $500,000, or
$1,000,000 in construction. Firms certified by the SBA as SDBs remain on the list of SDB-
certified firms for a period of three years.
The 8(a) Program: SBA’s 8(a) program, named for a section of the Small Business Act, is a
business development initiative that helps socially and economically disadvantaged Americans
gain access to economic opportunity.
1. Participants can receive sole-source contracts, up to a ceiling of $3 million for services.

While SBA helps 8(a) firms build their competitive and institutional know-how, the agency
also encourages them to participate in competitive acquisitions.
2. Federal acquisition policies encourage federal agencies to award a certain percentage of

their contracts to SDBs. To speed up the award process, the SBA has signed Memoranda of
Understanding (MOUs) with 25 federal agencies allowing them to contract directly with
certified 8(a) firms.
3. Recent changes permit 8(a) firms to form joint ventures and teams to bid on contracts. This
enhances the ability of 8(a) firms to perform larger prime contracts and overcome the
effects of contract bundling, the combining of two or more contracts together into one large
contract.
Mid-Atlantic's owner is a Native American which will qualify him to participate in the SDB and
8(a) programs.
The federal market is particularly appealing because the need for compost and fertilizer
materials in highway and other federal construction projects is extremely large.
3.3 Sales Literature
We will prepare a general brochure with information and maps about Mid-Atlantic Recycling's
products and services for dissemination to potential customers, including both municipalities
and compost users. Sales personnel will visit each potential customer with pricing, maps, and
reminders of the facility. Sales literature will be very important, with the need to establish a
high-quality look and feel in order to create a trusting sense of professionalism.
Page 9
3.4 Technology
Composting is biological decomposition of organic materials. Bacteria, fungi, protozoans,

insects, worms and other organisms typically play a part in the decomposition process.
Composting is nature’s means of recycling. It will turn grass clipping, leaves, vegetables, fruit
and other organic materials into a very beneficial soil amendment. Composting is also an
effective means of reducing the amount of solid wastes going into our nation’s landfills. Mid-
Atlantic Recycling's process will greatly speed up the natural composting process.
As briefly described above, the human waste sludge used in Mid-Atlantic Recycling's process
will be picked up from municipalities in skid boxes provided by Mid-Atlantic Recycling. Accepting
the waste, rental of the boxes, and transportation will all be sold as a service to the
municipalities.
Upon arrival at our recycling facility, the sludge will be placed into one of six organic in-vessel
digesters. These vessels are proven for composting various types of animal manure. In
addition, Mid-Atlantic Recycling's president, Oliver Pyne, has tested the unit' ability to
successfully compost human waste. The material compost produced was tested by the
equipment manufacturer (CV Organics, Inc. of White Springs, TN) and found to be a high
quality compost. Additionally, the compost material was recently tested by West Virginia
University Agricultural Service Laboratory and found to be an exceptional soil amendment.
These recycling/composting units work as follows. The unit is 50 feet long. The sludge is placed
into one end of the unit. To make compost, additional dry fibrous material such as sawdust,
wood chips, or bark must be added. We will acquire a steady supply of these from
International Paper Company.
The unit turns slowly, making four revolutions per hour, to ensure that adequate oxygen gets to
all of the composting material. Also, the unit is set on a very slight, 2 degree, angle so that as
the unit turns, the material slowly migrates toward the opposite end of the unit. During the
composting process, the material heats up (due to the natural reaction) to temperatures of
approximately 140 degrees Farenheit; this kills any harmful bacteria in the composting
material. Temperature can be controlled to ensure optimum composting environment. Also, the
moisture levels can be controlled to ensure optimum composting. After three days, the material
has reached the opposite end of the unit where it is removed.
Advantages of this recycling/composting method are as follows:
 Recycling is completed rapidly in three days. Other methods take 90 plus days.
 Waste materials in the unit are isolated from the environment.
 The manager has precise control of moisture, temperature, and aeration during the process
to ensure the most efficient composting possible.
 In-vessel composting can maintain a rapid decomposition process year-round regardless of
external ambient conditions. The material can be used for improvement of organic matter
content and fertility of soil.
3.5 Future Products and Services
In the future, Mid-Atlantic Recycling plans to expand by opening additional recycling facilities
throughout West Virginia and beyond. We ultimately intend to become the method of choice for
disposal of human sludges.
Page 10
4.0 Market Analysis Summary
There are customers at both ends of our supply chain that will benefit from our services and
products. Municipalities will benefit from our service by having an alternative means of waste
disposal. Other potential customers who will benefit from our compost product include turf
farms, fertilizer manufacturers, nurseries, landscapers, golf courses, homeowners, and even the
federal government for use in highway construction reseeding. Therefore, we have two basic
market segments; those waste treatment facilities which will benefit from our services and
consumers who will benefit from our product.
The Worldwatch Institute reports that landfills are overflowing and the costs of disposing of
sewage and garbage is rising. City leaders can relieve over extended municipal budgets,
prevent the contamination of drinking water, and help farmers build healthier soils by recycling
garbage and human waste back to farms. At least 13 U.S. states have 6 years or less before all
of their landfills are completely full. (Paper 135: Recycling Organic Waste: From Urban Pollutant
to Farm Resource.) We offer a service by which municipalities can dispose of their
waste without it having to be land filled anywhere. This is of great value to this customer.
At the other end of our process are the users of our compost. According to Cornell University
(www.cals.cornell.edu/dept/compost.feas.study.html) composting is experiencing a resurgence
of activity which is driven by increased understanding of the agronomic benefits of compost
utilization, and rising disposal costs for municipal wastes. Also, according to Purdue University
(www.ctic.purdue.edu/Core4/Nutrient/ManureMgt/Paper35.html) consumption of compost in
the commercial market is growing due to people looking for a more organic or natural
substitute for traditional chemical fertilizers. Recycling is at the forefront of responding to this
growth trend in the Mid-Atlantic USA. We will initially focus on selling compost to fertilizer
manufacturers, nurseries, and landscapers. We already have commitments from a fertilizer
manufacturer and a landscaper to purchase 600 tons per year or more of our compost material.
Five major market segments for compost have been identified:
 Agriculture (for food and nonfood crops and sod farms).

 Landscapers (for industrial and commercial properties; golf courses, cemeteries, and
athletic fields; landfill covers; and damaged soils).
 Nurseries (for plant and forest seedling crops and reforestation projects).
 Public agencies (for highway median strips, parks, recreational areas, and other public
property).
 Residents (for home landscaping and gardening).
4.1 Market Segmentation
The following table shows information regarding the number of potential customers in our
target markets. This data is based on information taken from superpages.com.
As reflected in the table, there are approximately 34 waste treatment plants in West Virginia.
These are all potential customers for our collection service and sources of material for compost
processing. Additionally, there are a total of 1,779 potential customers in the initial target
market for our compost product. This includes 11 fertilizer manufacturers, approximately 30
sod/turf farms, 324 nurseries, 483 golf courses, and 931 landscapers.
Page 11
Table: Market Analysis
Market Analysis
Year 1 Year 2 Year 3 Year 4 Year 5
Potential Customers Growth CAGR
Municipalities with treatment plant 1% 34 34 34 34 34 0.00%
Compost users 5% 1,779 1,868 1,961 2,059 2,162 5.00%
Other 0% 0 0 0 0 0 0.00%
Total 4.91% 1,813 1,902 1,995 2,093 2,196 4.91%
Chart: Market Analysis (Pie)
4.2 Target Market Segment Strategy
To target our customers, we examined the market trends. Mid-Atlantic Recycling's products
target buyers of organic fertilizers and soil enhancers. This market has grown significantly in
recent years and we expect to capture a quarter of this multi billion-dollar market.
This market growth is fueled by a more health conscious consumer. People are better informed
about the potential side effects associated with chemical fertilizer products both to their health
and to the environment.
The growth of a more organic approach to gardening comes at a time when chemical options
are diminishing. In 2000, the federal Environmental Protection Agency reached agreement with
the makers of two widely used pesticides — Diazinon and Chlorpyrifos — to phase them out
because of health problems associated with overexposure. Popular brands of Diazinon include
Ortho and Spectracide; Chlorpyrifos is marketed under the trade name Dursban and is included
in numerous familiar products, including Ortho Lawn Insect Spray (Washington Post, Thursday,
May 10, 2001).
Page 12
According to an executive with the Scotts Co. in Marysville, Ohio, the pace of research into
organic products continues feverishly, and their use is bound to increase.
Sales of organic foods have risen sharply. Organic food sales at the retail level totaled $10.4
billion, according to Katherine DiMatteo, executive director of the Organic Trade Association.
This year, retail sales of organic foods are expected to exceed $15 billion — with more than $32
billion projected by 2009 (CNBC, Dec. 3, 2004).
Findings from a 15-year study at the Kamlath Institute, Newton, Pa., might lead to a solution
that could help reduce emissions of greenhouse gases. The researchers suggest that
regenerative agricultural management systems based on organic fertilizer can preserve carbon
and nitrogen in the soil, thus reducing emissions. Moreover, they maintain that organic
methods can produce the same yields as conventional systems that use synthetic fertilizer. If
the major corn/soybean growing region of the U.S. were to adopt these organic practices, they
say, the percentage of estimated annual carbon dioxide released into the atmosphere from
fossil fuel combustion in the nation could be reduced by one to two percent (USA Today, June
1999).
Mid-Atlantic's products will help fill the growing need for organic fertilizers, and soil
amendments, while helping to solve the problem of dwindling landfill space.
4.2.1 Market Needs
Several companies compete in the fertilizer market. Their major selling points are performance
and price. However, health conscious consumers have created growing competition between
chemical and organic products. Mid-Atlantic Recycling's competition can be divided into two
forms: direct and indirect.
Our direct competitors would include other compost producers capable of producing sufficient
product to supply the growing compost demand. There is no other compost producer in West
Virginia that meets this need. Therefore, we have no direct competition in the state.
Additionally, there are only a handful in the entire Mid-Atlantic USA; therefore, our direct
competition on a regional basis is extremely limited.
Our indirect competitors are fertilizer manufacturers (who also are a part of our target market).
As noted elsewhere in this business plan, the trend is away from chemical fertilizers, toward
natural organic soil enhancers. Thus the market for chemical fertilizer is decreasing while our
market is increasing.
4.2.2 Market Trends
Current trends in the market greatly favor the start-up of our recycling business.
Laws have been passed in West Virginia placing greater restrictions of the types of landfills
which can receive human waste sludge. These laws take effect in 2008. Municipalities are
already seeking alternative means of disposal as disposal prices are expected to skyrocket as
landfill space decreases dramatically. Our recycling service solves this problem for
municipalities.
Page 13
The organic industry now boasts sales in excess of $9 billion at retail, with growth forecast to
continue at 25% per year (http://lists.ibiblio.org/pipermail/marketfarming/2002-
October/000063.html). The demand for compost to use in organic farming and other
applications is growing rapidly.
4.2.3 Market Growth
The possibility of growth in this market is realistically huge. Consider the following simple facts:
 Municipalities must have an alternative means for disposing of human waste; we offer a
great alternative to meet that need.
 Market trends are skewing more and more toward organic soil enhancements and away
from chemical fertilizers; we meet this need as well.
 We have no direct competition in West Virginia and very little in the Mid-Atlantic region.
All of this means that Mid-Atlantic Recycling is poised to see tremendous growth.
4.3 Service Business Analysis
Our service offers a feasible, even desirable, alternative to traditional means of disposing of
human waste. Our product is a value added, soil enhancer that appeals to the growing
environmental conscientiousness among consumers. Direct competition is almost nonexistent.
We intend to position ourselves as the logical, economical choice for human waste disposal and
compost production in West Virginia and the Mid-Atlantic region.
4.3.1 Distributing a Service
Indirect competitors are those companies that offer only chemical soil enhancers and plant
foods. Mid-Atlantic Recycling feels that these companies are an indirect form of competition
because though the products they promote attempt to give the same results as our direct
competition, they fall far short of current market expectations, and it will only be a matter of
time until these companies' products will be out-dated. Even so, Mid-Atlantic Recycling does
acknowledge that as these companies' products become outdated, many companies will be
certain to phase-in their own organic substitutes in place of the chemicals. This, in itself,
presents a potential market for our compost.
4.3.2 Competition and Buying Patterns
To be a player in the organic fertilizer and soil produce market, Mid-Atlantic Recycling identified
market needs to gain an overall competitive advantage. The following explains our product's
competitive advantages. Our product is:
 Organic: Our organic product allows us to be responsive to the dominant market trend. We
offer all of the advantages that organic products have over chemical competitors.
 Comparable application times: Based on the West Virginia University laboratory
analysis, our product is comparable in potency to chemical fertilizer. Thus the application
time is also comparable, which saves money and labor since there is no need to purchase
and apply additional products.
 Recycled: This part of our product has to do with marketing. We are a company that cares
about the consumer and the environment. We offer a valuable product, at low cost, that
saves landfill space.
Page 14
4.3.3 Main Competitors
As noted earlier, direct competitors are essentially non-existent in the Mid-Atlantic region. Our
major indirect competitors are chemical fertilizer manufacturers. However, their products are
more costly and do not address the market's trend toward organic, natural soil enhancers.
Some municipalities have begun composting operations in an attempt to deal with waste
disposal issues. They typically use a method in which sludge is placed on the ground in
windrows which are turned periodically for aeration. This is an inefficient method of composting
primarily because it is slow, taking 90 or more days, which means that availability is uncertain
for consumers. Also, in this composting method high enough temperatures are not achieved to
kill harmful bacteria and seeds that may sprout into weeds. Additionally, municipalities are not
businesses, which means their marketing capabilities are limited. Their market primarily
consists of local homeowners and businesses, which ignores the greater market. Also, this
composting method requires a lot of ground space which restricts the operation. Finally, odor
can be a problem for municipalities due to nearness of local residents or businesses. For these
reasons, municipality composting efforts are not considered a competitive threat.
4.3.4 Business Participants
Mid-Atlantic Recycling's direct competition includes companies that produce an organic soil
enhancement product. Organic soil enhancers are no longer a niche market. They have grown
into a strong sub-market in the fertilizer and soil enhancement industry, and they now present
significant competition for chemical fertilizer competitors. Major direct competition includes
FSH, makers of Holy Cow Compost, and Scott's, makers of Iron Bull. Other examples of
competing products are Monkey-Doo, Roots Organic, and Milorganite, the original (75 years)
sewage sludge based organic fertilizer.
5.0 Strategy and Implementation Summary
We have clearly defined our target markets and have differentiated ourselves by offering a
unique solution to our customers' needs. The primary focus of our marketing strategy must be
to increase sales and profitability business quickly. This can be achieved by face-to-face
contact, and an effective publicity and promotion campaign.
5.1 Value Proposition
Our value proposition is two-fold.
 Value proposition for municipalities: We offer a service that is a cost effective, budget
saving means to addressing a growing waste disposal problem.
 Value proposition for end users of compost material: Compost is a valuable soil
amendment that improves many soil properties, such as porosity, structural and thermal
stability, water retention, resistance to wind and water erosion, and tillage. Compost also
decreases soil crusting, regulates storage and release of nutrients, enhances the
development of beneficial microorganisms, builds up plant resistance to parasites and
disease, and promotes faster root development. Plants and crops treated properly with
compost may produce higher yields and have less weed growth. Chemical fertilizers do not
offer this value.
Page 15
5.2 Competitive Edge
The competitive edges we have are summarized as follows.
 Cost: The price of our compost product is much less than chemical fertilizers.
 Organic product: We offer an organic product which is responsive to current market

trends. This includes all of the advantages organics offer over chemicals.
 Recycled: Recycled products characterize a "caring company" and are more appealing to
the customer's changing attitude toward organic fertilizer as opposed to chemical fertilizer.
 Elimination of disposal issues: Municipalities now have a waste that takes up landfill
space. Our service recycles the waste which saves valuable landfill space.
 More effective between application times: Normal times between applications can
range from two to four weeks. Our product lasts for many months, thereby saving the
customer time and money (no additional expenditure for more product).
 HUBZone location: Provides advantage in selling to the government.
 SDB and 8(a) certifications: Provide additional advantages in selling to the government.
5.3 Marketing Strategy
The marketing strategy is the core of the main strategy:
1. Emphasize high value, high quality products and services.

2. Build a relationship oriented business.
3. Focus on municipalities, fertilizer manufacturers, landscapers, nurseries, and the federal
government as key initial markets.
Page 16
5.3.1 Promotion Strategy
Our promotional strategy will be two-fold: first phase promotion will focus on before, during,
and six months following our opening; the second phase of promotion will deal with the long
term. The purpose of the first phase is to assist with rapid market entry to ensure early and
sustained profitability. The purpose of the second phase is to ensure long-term growth and help
propel us toward achieving our goal of expanding state wide and across the Mid-Atlantic region.
First Phase Promotions
 Publicity: We will send news releases to all of the major newspapers in West Virginia.
Publication of news articles about Mid-Atlantic Recycling will lend great credibility and be an
excellent way to let all target markets know about this new, innovative business and the
solutions it provides for municipalities and users of compost or fertilizers. We will similarly
seek publicity in the form of news stories from local (eastern West Virginia) radio and
television stations.
 Advertising: We will utilize direct mail and face-to-face promotional strategies to raise
awareness about our products and services in the target markets. Newspaper advertising
may also be used. Radio and television ads are not certain, we will evaluate their
effectiveness before further implementation.
 Internet: We will have a content heavy website geared toward educating potential
customers about the benefits of our products and services. All literature, business cards,
etc. will include our website and e-mail address information.
 Alliances: We intend to form alliances with fertilizer manufacturers to use our product in
their fertilizer and/or distribute our product for us.
Second Phase Promotions
 Publicity: As the business grows and expands we will continue to seek publicity through
news media to tout our successes.
 Advertising: We will continue to make face-to-face contact with customers and potential
customers. Mail-outs will be done again within a few months of start up. The second round
of mail outs will be updated to reflect the benefits provided to customers thus far. Such
mail-outs will be sent periodically.
 Internet: We will continue to have a comprehensive website. The website will be updated
to provide responses to frequently asked questions. After the first six months, and certainly
after the first year, we will evaluate the viability of having target clients advertise on our
site, and conversely, we will evaluate viability of advertising on our target clients websites
(if applicable).
 Alliances: We will continue to seek mutually beneficial and complementary alliances with
manufacturers where applicable.
Page 17
5.3.2 Positioning Statement
For municipalities seeking an answer to their waste disposal problems, Mid-Atlantic Recycling is
the service of choice and trusted strategic ally who gives them a cost effective solution.
For users of fertilizer and soil amendment products, Mid-Atlantic Recycling is a dependable
provider of low cost and consistent high quality compost products.
5.3.3 Pricing Strategy
The going rate per ton for compost is $50 and up. This price is low enough to ensure rapid
growth in the market yet still provide a very healthy profit, given that we have no direct
competition and chemical fertilizer is much more expensive. This is possible because we are on
the front end of the industry growth in this region.
However, according to the West Virginia University Cooperative Extension Service, we may be
able to analyze and register our material as a fertilizer. In that case the price per ton will be in
the $100 per ton range — still well below the rate of $250 per ton charged for manufactured
chemical fertilizers; given this scenario, the sales figures below are very conservative.
Additionally, we will be priced at market rates for the waste disposal service we offer to
municipalities. Tipping fees are generally $15 and up per ton. Additionally, we will charge
competitive skid box rental fees and transportation costs.
5.4 Sales Strategy
Mid-Atlantic Recycling's sales strategy is relatively straightforward. Get the word out about our
products and services to potential customers, educate them as to the value added by our
products and services, and the product/service will sell itself.
Our present management team will become the main sales force when operations begin. Mid-
Atlantic Recycling's sales force will increase as business demand permits. In the first six to
twelve months of operations, our sales team will focus its efforts on municipalities, fertilizer
manufacturers, farmers, small nurseries and other related companies. The team will promote
the products based on their environmental strengths and extended duration. Mid-Atlantic
Recycling will use other channels of selling after the first year. Face-to-face contact and direct
mail selling are part of the selling plan.
5.4.1 Sales Forecast
The table below outlines the sales forecast and cost of goods sold. The forecast is based on
reasonable sales projections within this very large market.
An additional revenue stream will be the collection and removal of sawdust, wood chip, and
bark from the International Paper Company on a full time basis; the contract for this work has
been won. The sawdust materials collected will be used in the composting process.
The high growth is based on our plans to expand by increasing operations in Monroe County
and placing similar facilities in other areas of the West Virginia. We anticipate that by 2005 we
will have two such facilities and by 2006 we anticipate having four. Thus our sales forecast
doubles in each of those years.
Page 18
Table: Sales Forecast
Sales Forecast
Year 1 Year 2 Year 3
Unit Sales
Sawdust collection services in hours 13,440 13,440 13,440
Waste acceptance in tons 10,640 25,920 51,840
Compost sales in tons 14,776 36,000 72,000
Total Unit Sales 38,856 75,360 137,280
Unit Prices Year 1 Year 2 Year 3

Sawdust collection services in hours $14.20 $14.77 $15.36
Waste acceptance in tons $18.00 $18.00 $18.00
Compost sales in tons $50.00 $52.50 $55.13
Sales
Sawdust collection services in hours $190,848 $198,509 $206,438
Waste acceptance in tons $191,520 $466,560 $933,120
Compost sales in tons $738,800 $1,890,000 $3,969,360
Total Sales $1,121,168 $2,555,069 $5,108,918
Direct Unit Costs Year 1 Year 2 Year 3

Sawdust collection services in hours $0.71 $0.74 $0.77
Waste acceptance in tons $0.90 $0.90 $0.90
Compost sales in tons $7.00 $7.35 $7.72
Direct Cost of Sales

Sawdust collection services in hours $9,542 $9,925 $10,322
Waste acceptance in tons $9,576 $23,328 $46,656
Compost sales in tons $103,432 $264,600 $555,710
Subtotal Direct Cost of Sales $122,550 $297,853 $612,688
Page 19
Chart: Sales Monthly
Chart: Sales by Year
Page 20
5.5 Milestones
The following table lists important program milestones, with dates and managers in charge, and
budgets for each. The milestone schedule indicates our emphasis on planning for
implementation.
Table: Milestones
Milestones
Milestone Start Date End Date Budget Manager Department

Complete business plan 10/7/2003 12/1/2003 $0 O. Pyne Department
Recieve all funding 11/24/2003 2/29/2004 $0 O. Pyne Department
Site preparation 3/1/2004 3/15/2004 $0 O. Pyne Department
Form LLC 2/15/2004 3/15/2004 $500 O. Pyne Department
Composter set up 3/15/2004 3/30/2004 $0 O. Pyne Department
Order/fabricate composters 2/15/2004 3/30/2004 $480,000 O. Pyne Department
Hire staff 3/1/2004 5/30/2004 $16,680 O. Pyne Department
Begin production 3/15/2004 3/30/2005 $0 O. Pyne Department
Totals $497,180
Chart: Milestones
Page 21
6.0 Web Plan Summary
Our website will be the virtual business card and portfolio for the company, as well as its online
"home." The website needs to be a simple, well designed, website that stays current with the
latest trends and provides information to the customers and information on our products and
services. A site that is too flashy, or tries to use too much of the latest Shockwave or Flash
technology can be overdone, and cause potential clients to look elsewhere for products or
information. Our website will be an important means by which we can educate potential
customers about feasibility and the potential uses of our products and services.
6.1 Development Requirements
Our website will be initially developed with few technical resources. A hosting provider will host
the site and provide the technical back end. A website design firm will design all website
graphics and layout.
7.0 Management Summary
Mr. Oliver Pyne is the mind behind Mid-Atlantic Recycling. He saw the need for human waste
sludge to be recycled and used in several different and environmentally beneficial ways. With
the development, determination, motivation, and persistence of everyone involved, Mid-Atlantic
Recycling will be the leading producer of composted human waste sludge in West Virginia and a
leader in the Mid-Atlantic region.
The management team of Mid-Atlantic Recycling will be comprised of the following executive
positions:
 President: Oliver Pyne. Mr. Pyne has a degree in Agriculture from West Virginia University
and has spent 30 years in the farming and agriculture industry. He has extensively
researched and tested this composting process to ensure that it works with human waste
sludge, and is thoroughly familiar with the process from start to finish. Mr. Pyne has
experience in the operation, fabrication and maintenance of heavy equipment. This ability
will be critical to the success of the business.
 Operations Manager: Sam Cole. Mr. Cole has operated a landscaping firm for 7 years and
is intimately familiar with the uses of compost materials as well as the markets.
 Controller: Alexander Main. Mr. Main has a background in business and management and
will handle administrative details such as taxes, check writing and bookkeeping.
At Mid-Atlantic Recycling, the management team believes that this unique way of recycling will
change the way consumers look at fertilize and compost products. As with any company, the
responsibilities and duties of the management team are very important and cannot be taken
lightly. Mid-Atlantic Recycling's management will work together as a team to create a successful
company.
Page 22
7.1 Management Team
The responsibilities involved in the company Mid-Atlantic Recycling are great and abundant.
Mid-Atlantic Recycling's main purpose is to appeal to municipalities by offering a human waste
disposal alternative, and to environmentally conscious minded consumers by developing
products that include recycled human waste. Each executive member will have several
responsibilities that are imperative to fulfill the duties in producing such unique products.
As founder and president of Mid-Atlantic Recycling, Mr. Oliver Pyne will be responsible for the
entire operation. Some of his duties will include overseeing the areas held by the other
company executives, as well as the output produced by other employees. He will be in charge
of the company's public relations. He will also have the job of hiring dedicated people and
ensuring employees put their best efforts into the production of Mid-Atlantic Recycling's
products. He will have the lead role in making decisions that concern the well being of Mid-
Atlantic Recycling.
Mr. Sam Cole has an important job as operations manager. His job will be crucial in the
growth of Mid-Atlantic Recycling. He will ensure that day-to-day operations are conducted such
that materials are received, methods and processes are standardized, and production is
maximized to ensure uniform production of compost materials. This duty will entail establishing
a good working relationship with production line employees because without them Mid-Atlantic
Recycling's products will not be produced.
Mr. Alexander Main will be responsible for Mid-Atlantic Recycling's financial management
operations including accounts payable, accounts receivables, and bookkeeping.
7.2 Management Team Gaps
To assist in sales and marketing, Mid-Atlantic Recycling plans to utilize the services of Blevins
Consulting, LLC, a management consultant firm based in West Virginia. Blevins Consulting
specializes in business planning, marketing planning, training, website design and marketing,
and marketing to the federal government.
Marketing and sales will play an important role in convincing consumers to switch from their old
products to Mid-Atlantic Recycling's products. Blevins will help create the need for our products
and services while at the same time capturing the attention of the consumers' targeted. Some
of Blevins duties will include writing press releases, coordinating print and radio press,
monitoring the competition, making presentations to potential clients, and studying the markets
to identify customers' needs and determine how to best appeal to those needs.
Page 23
7.3 Personnel Plan
The Personnel Plan reflects the staffing levels required to manage and achieve the anticipated
levels of production, and establish the customer base needed to achieve the revenues projected
and reach profitability.
We have projected a staff of 22 employees in 2004. This includes the owner, 2 managers, 3
truck drivers, 4 equipment operators, 2 laborers, 2 metal workers, and 1 secretary; this staff of
15 will operate the recycling facility. In addition, a staff of seven, including one supervisor and
6 laborers, will provide sawdust, wood chip, and bark removal at the International Paper
Company on a full time basis; the contract for this work has been won. The sawdust materials
collected will be used in the composting process.
In addition to the above, Mid-Atlantic Recycling plans to hire a local trucking firm to deliver
compost materials to customers. This is expected to result in the creation of two additional
jobs.
Therefore, the total employment impact of this venture is expected to be the creation of 24 jobs
in the first year of operation.
Table: Personnel
Personnel Plan
Management/supervisory $106,044 $250,992 $527,083
Production labor $186,889 $338,688 $711,245
Sawdust collection team $81,120 $176,646 $183,712
Other $0 $0 $0
Total People 22 44 88
Total Payroll $374,053 $766,326 $1,422,040
8.0 Financial Plan
Our financial plan is based on receiving several loans to purchase/fabricate the production
equipment, provide initial operating capital, and establish the customer base.
We will achieve profitability early in the first year and due to the expected high growth rate, we
will realize strong profits on sales by year three.
8.1 Start-up Funding
The start-up funding will be provided as follows: Owner equity investment of in the form of a
loan from the Regional Council of Governments Revolving Loan Fund; this loan is secured by
the owner's real estate assets. The Regional Revolving Loan Fund is an economic development
fund sponsored by three West Virginia counties: Mercer, Greenbrier, and Monroe.
The balance of funding will be provided through an SBA guaranteed loan. Details of funding are
shown in the table below.
Page 24
Table: Start-up Funding
Start-up Funding
Start-up Expenses to Fund $92,180
Start-up Assets to Fund $907,820
Total Funding Required $1,000,000
Assets
Non-cash Assets from Start-up $826,920
Cash Requirements from Start-up $80,900
Additional Cash Raised $0
Cash Balance on Starting Date $80,900
Total Assets $907,820
Liabilities and Capital
Liabilities
Current Borrowing $0
Long-term Liabilities $850,000
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $850,000
Capital
Planned Investment
Owner $150,000
Other $0
Additional Investment Requirement $0
Total Planned Investment $150,000
Loss at Start-up (Start-up Expenses) ($92,180)

Total Capital $57,820
Total Capital and Liabilities $907,820
Total Funding $1,000,000
Page 25
8.2 Use of Funds

The bulk of our Start-up funding will be used for capital asset purchases, listed in the table
below.
Table: Use of Funds
Use of Funds
Use Amount
Processing Plants 2 x $190,460 $380,920
Processing Plants built in-house 2 x $40,000 $80,000
Skid Truck 2 x $73,000 (avg price) $146,000
Sheds 48'x72' 4 x $18,500 $74,000
Backhoe $40,000
Front-end Loader 2 x $50,000 $100,000
Tandem Dump Trailer $6,000
Total $826,920
8.3 Important Assumptions
The table below presents some assumptions used in the financial calculations of this business
plan.
Table: General Assumptions
General Assumptions
Plan Month 1 2 3
Current Interest Rate 7.00% 7.00% 7.00%
Long-term Interest Rate 7.00% 7.00% 7.00%
Tax Rate 25.00% 25.00% 25.00%
Other 0 0 0
Page 26
8.4 Break-even Analysis

The chart and table below contain the break-even analysis for Mid-Atlantic Recycling.
Table: Break-even Analysis
Break-even Analysis
Monthly Units Break-even 2,180

Monthly Revenue Break-even $62,905
Assumptions:
Average Per-Unit Revenue $28.85
Average Per-Unit Variable Cost $3.15
Estimated Monthly Fixed Cost $56,029
Chart: Break-even Analysis
Page 27
8.5 Projected Profit and Loss
The following table summarizes our anticipated profit and loss for the first three years. A
monthly profit and loss projection for the first year of operations is included in the appendices.
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $1,121,168 $2,555,069 $5,108,918
Direct Cost of Sales $122,550 $297,853 $612,688
Other Costs of Goods $0 $0 $0
Total Cost of Sales $122,550 $297,853 $612,688
Gross Margin $998,618 $2,257,215 $4,496,230

Gross Margin % 89.07% 88.34% 88.01%
Expenses
Payroll $374,053 $766,326 $1,422,040
Sales and Marketing and Other Expenses $12,000 $24,000 $48,000
Depreciation $165,384 $325,384 $645,384
Rent $0 $40,000 $100,000
Utilities $18,000 $36,000 $72,000
Insurance $18,000 $36,000 $72,000
Payroll Taxes $56,108 $114,949 $213,306
Maintanence and Repair $4,800 $9,600 $20,000
Other $24,000 $48,000 $96,000
Total Operating Expenses $672,345 $1,400,259 $2,688,730
Profit Before Interest and Taxes $326,273 $856,956 $1,807,500

EBITDA $491,657 $1,182,340 $2,452,884
Interest Expense $57,217 $52,956 $48,223
Taxes Incurred $67,264 $201,000 $439,819
Net Profit $201,792 $603,000 $1,319,458

Net Profit/Sales 18.00% 23.60% 25.83%
Page 28
Chart: Profit Monthly
Chart: Profit Yearly
Page 29
Chart: Gross Margin Monthly
Chart: Gross Margin Yearly
Page 30
8.6 Projected Cash Flow
The chart and table below project increasing cash flow throughout the first three years of plan
implementation. The second and third years of operation reflect large long-term asset
purchases which reflects our intent to expand the business by opening additional facilities in
those years. This expansion will be funded by business revenue with no anticipated need for
outside financing.
The row labelled "Long-term Liabilities Principal Repayment" reflects repayment of the SBA
guaranteed 504 Debenture Program loan.
Chart: Cash
Page 31
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $448,467 $1,022,028 $2,043,567
Cash from Receivables $542,495 $1,366,516 $2,768,762
Subtotal Cash from Operations $990,962 $2,388,544 $4,812,329
Additional Cash Received

Sales Tax, VAT, HST/GST Received $0 $0 $0
New Current Borrowing $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0
New Long-term Liabilities $0 $0 $0
Sales of Other Current Assets $0 $0 $0
Sales of Long-term Assets $0 $0 $0
New Investment Received $0 $0 $0
Subtotal Cash Received $990,962 $2,388,544 $4,812,329
Expenditures Year 1 Year 2 Year 3
Expenditures from Operations

Cash Spending $374,053 $766,326 $1,422,040
Bill Payments $357,477 $874,121 $1,700,686
Subtotal Spent on Operations $731,530 $1,640,447 $3,122,726
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0
Long-term Liabilities Principal Repayment $60,859 $65,258 $69,976
Purchase Other Current Assets $0 $0 $0
Purchase Long-term Assets $0 $800,000 $1,600,000
Dividends $20,000 $30,000 $40,000
Subtotal Cash Spent $812,388 $2,535,705 $4,832,702
Net Cash Flow $178,574 ($147,161) ($20,373)

Cash Balance $259,474 $112,313 $91,940
Page 32
8.7 Projected Balance Sheet
The following table projects healthy growth in sales and net worth.
Table: Balance Sheet
Pro Forma Balance Sheet

Assets
Current Assets
Cash $259,474 $112,313 $91,940
Accounts Receivable $130,206 $296,731 $593,320
Inventory $13,494 $66,359 $115,528
Other Current Assets $0 $0 $0
Total Current Assets $403,174 $475,403 $800,789
Long-term Assets
Long-term Assets $826,920 $1,626,920 $3,226,920
Accumulated Depreciation $165,384 $490,768 $1,136,152
Total Long-term Assets $661,536 $1,136,152 $2,090,768
Total Assets $1,064,710 $1,611,555 $2,891,557
Liabilities and Capital Year 1 Year 2 Year 3
Current Liabilities
Accounts Payable $35,957 $75,059 $145,579
Current Borrowing $0 $0 $0
Other Current Liabilities $0 $0 $0
Subtotal Current Liabilities $35,957 $75,059 $145,579
Long-term Liabilities $789,141 $723,883 $653,908

Total Liabilities $825,098 $798,943 $799,486
Paid-in Capital $150,000 $150,000 $150,000

Retained Earnings ($112,180) $59,612 $622,612
Earnings $201,792 $603,000 $1,319,458
Total Capital $239,612 $812,612 $2,092,070
Total Liabilities and Capital $1,064,710 $1,611,555 $2,891,557
Net Worth $239,612 $812,612 $2,092,070
8.8 Business Ratios
The following table outlines some of the more important ratios from the Recycling, waste
materials industry. The final column, Industry Profile, details specific ratios based on the
industry as it is classified by the Standard Industry Classification (SIC) code, 4953.9905.
Page 33
Table: Ratios
Ratio Analysis
Year 1 Year 2 Year 3 Industry Profile
Sales Growth n.a. 127.89% 99.95% 7.24%
Percent of Total Assets

Accounts Receivable 12.23% 18.41% 20.52% 4.89%
Inventory 1.27% 4.12% 4.00% 0.35%
Other Current Assets 0.00% 0.00% 0.00% 31.71%
Total Current Assets 37.87% 29.50% 27.69% 36.95%
Long-term Assets 62.13% 70.50% 72.31% 63.05%
Total Assets 100.00% 100.00% 100.00% 100.00%
Current Liabilities 3.38% 4.66% 5.03% 18.58%

Long-term Liabilities 74.12% 44.92% 22.61% 26.10%
Total Liabilities 77.50% 49.58% 27.65% 44.68%
Net Worth 22.50% 50.42% 72.35% 55.32%
Percent of Sales
Sales 100.00% 100.00% 100.00% 100.00%
Gross Margin 89.07% 88.34% 88.01% 34.70%
Selling, General & Administrative Expenses 72.77% 64.88% 61.97% 14.39%
Advertising Expenses 0.00% 0.00% 0.00% 0.25%
Profit Before Interest and Taxes 29.10% 33.54% 35.38% 1.59%
Main Ratios
Current 11.21 6.33 5.50 1.10
Quick 10.84 5.45 4.71 0.89
Total Debt to Total Assets 77.50% 49.58% 27.65% 63.47%
Pre-tax Return on Net Worth 112.29% 98.94% 84.09% 1.16%
Pre-tax Return on Assets 25.27% 49.89% 60.84% 3.16%
Additional Ratios Year 1 Year 2 Year 3

Net Profit Margin 18.00% 23.60% 25.83% n.a
Return on Equity 84.22% 74.21% 63.07% n.a
Activity Ratios
Accounts Receivable Turnover 5.17 5.17 5.17 n.a
Collection Days 57 51 53 n.a
Inventory Turnover 10.91 7.46 6.74 n.a
Accounts Payable Turnover 10.94 12.17 12.17 n.a
Payment Days 27 22 23 n.a
Total Asset Turnover 1.05 1.59 1.77 n.a
Debt Ratios
Debt to Net Worth 3.44 0.98 0.38 n.a
Current Liab. to Liab. 0.04 0.09 0.18 n.a
Liquidity Ratios
Net Working Capital $367,217 $400,344 $655,210 n.a
Interest Coverage 5.70 16.18 37.48 n.a
Additional Ratios
Assets to Sales 0.95 0.63 0.57 n.a
Current Debt/Total Assets 3% 5% 5% n.a
Acid Test 7.22 1.50 0.63 n.a
Sales/Net Worth 4.68 3.14 2.44 n.a
Page 34
Dividend Payout 0.10 0.05 0.03 n.a
Page 35
Appendix
Table: Sales Forecast
Sales Forecast
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Unit Sales
Sawdust collection services in hours 1,120 1,120 1,120 1,120 1,120 1,120 1,120 1,120 1,120 1,120 1,120 1,120
Waste acceptance in tons 200 400 600 800 1,080 1,080 1,080 1,080 1,080 1,080 1,080 1,080
Compost sales in tons 277 555 833 1,111 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500
Total Unit Sales 1,597 2,075 2,553 3,031 3,700 3,700 3,700 3,700 3,700 3,700 3,700 3,700
Unit Prices Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Sawdust collection services in hours $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20 $14.20
Waste acceptance in tons $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00 $18.00
Compost sales in tons $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00 $50.00
Sales
Sawdust collection services in hours $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904 $15,904
Waste acceptance in tons $3,600 $7,200 $10,800 $14,400 $19,440 $19,440 $19,440 $19,440 $19,440 $19,440 $19,440 $19,440
Compost sales in tons $13,850 $27,750 $41,650 $55,550 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $75,000
Total Sales $33,354 $50,854 $68,354 $85,854 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344
Direct Unit Costs Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Sawdust collection services in hours 5.00% $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71 $0.71
Waste acceptance in tons 5.00% $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90 $0.90
Compost sales in tons 14.00% $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00 $7.00
Direct Cost of Sales

Sawdust collection services in hours $795 $795 $795 $795 $795 $795 $795 $795 $795 $795 $795 $795
Waste acceptance in tons $180 $360 $540 $720 $972 $972 $972 $972 $972 $972 $972 $972
Compost sales in tons $1,939 $3,885 $5,831 $7,777 $10,500 $10,500 $10,500 $10,500 $10,500 $10,500 $10,500 $10,500
Subtotal Direct Cost of Sales $2,914 $5,040 $7,166 $9,292 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267
Page 1
Appendix
Table: Personnel
Personnel Plan
Management/supervisory 0% $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837 $8,837
Production labor 0% $11,168 $13,401 $14,900 $16,380 $16,380 $16,380 $16,380 $16,380 $16,380 $16,380 $16,380 $16,380
Sawdust collection team 0% $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760 $6,760
Other 0% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total People 15 18 20 22 22 22 22 22 22 22 22 22
Total Payroll $26,765 $28,998 $30,497 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977
Page 2
Appendix
Table: General Assumptions
General Assumptions
Plan Month 1 2 3 4 5 6 7 8 9 10 11 12
Current Interest Rate 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00%
Long-term Interest Rate 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00% 7.00%
Tax Rate 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00% 25.00%
Other 0 0 0 0 0 0 0 0 0 0 0 0
Page 3
Appendix
Table: Profit and Loss
Pro Forma Profit and Loss

Sales $33,354 $50,854 $68,354 $85,854 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344
Direct Cost of Sales $2,914 $5,040 $7,166 $9,292 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267
Other Costs of Goods $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Cost of Sales $2,914 $5,040 $7,166 $9,292 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267 $12,267
Gross Margin $30,440 $45,814 $61,188 $76,562 $98,077 $98,077 $98,077 $98,077 $98,077 $98,077 $98,077 $98,077
Gross Margin % 91.26% 90.09% 89.52% 89.18% 88.88% 88.88% 88.88% 88.88% 88.88% 88.88% 88.88% 88.88%
Expenses
Payroll $26,765 $28,998 $30,497 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977
Sales and Marketing and Other
$1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Expenses
Depreciation $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782 $13,782
Rent $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Utilities $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500
Insurance $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500
Payroll Taxes 15% $4,015 $4,350 $4,575 $4,797 $4,797 $4,797 $4,797 $4,797 $4,797 $4,797 $4,797 $4,797
Maintanence and Repair 15% $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 $400
Other $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
Total Operating Expenses $50,962 $53,530 $55,254 $56,956 $56,956 $56,956 $56,956 $56,956 $56,956 $56,956 $56,956 $56,956
Profit Before Interest and Taxes ($20,522) ($7,716) $5,934 $19,606 $41,121 $41,121 $41,121 $41,121 $41,121 $41,121 $41,121 $41,121
EBITDA ($6,740) $6,066 $19,716 $33,388 $54,903 $54,903 $54,903 $54,903 $54,903 $54,903 $54,903 $54,903
Interest Expense $4,930 $4,901 $4,872 $4,843 $4,813 $4,784 $4,754 $4,724 $4,694 $4,664 $4,634 $4,603
Taxes Incurred ($6,363) ($3,154) $266 $3,691 $9,077 $9,084 $9,092 $9,099 $9,107 $9,114 $9,122 $9,129
Net Profit ($19,089) ($9,463) $797 $11,073 $27,231 $27,253 $27,275 $27,298 $27,320 $27,343 $27,366 $27,388
Net Profit/Sales -57.23% -18.61% 1.17% 12.90% 24.68% 24.70% 24.72% 24.74% 24.76% 24.78% 24.80% 24.82%
Page 4
Appendix
Page 5
Appendix
Table: Cash Flow
Pro Forma Cash Flow

Cash Received
Cash from Operations

Cash Sales $13,342 $20,342 $27,342 $34,342 $44,138 $44,138 $44,138 $44,138 $44,138 $44,138 $44,138 $44,138
Cash from Receivables $0 $667 $20,362 $30,862 $41,362 $52,002 $66,206 $66,206 $66,206 $66,206 $66,206 $66,206
Subtotal Cash from Operations $13,342 $21,009 $47,704 $65,204 $85,500 $96,140 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344
Additional Cash Received

Sales Tax, VAT, HST/GST Received 0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Other Liabilities (interest-free) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Long-term Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Sales of Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
New Investment Received $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Cash Received $13,342 $21,009 $47,704 $65,204 $85,500 $96,140 $110,344 $110,344 $110,344 $110,344 $110,344 $110,344
Expenditures Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Expenditures from Operations

Cash Spending $26,765 $28,998 $30,497 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977 $31,977
Bill Payments $503 $15,260 $20,067 $25,808 $31,670 $40,517 $37,331 $37,309 $37,287 $37,264 $37,241 $37,219
Subtotal Spent on Operations $27,268 $44,258 $50,564 $57,785 $63,647 $72,494 $69,308 $69,286 $69,264 $69,241 $69,218 $69,196
Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Principal Repayment of Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Liabilities Principal Repayment $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Long-term Liabilities Principal Repayment $4,911 $4,940 $4,968 $4,997 $5,026 $5,056 $5,085 $5,115 $5,145 $5,175 $5,205 $5,235
Purchase Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Purchase Long-term Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20,000
Subtotal Cash Spent $32,179 $49,198 $55,532 $62,783 $68,673 $77,550 $74,394 $74,401 $74,408 $74,416 $74,423 $94,431
Net Cash Flow ($18,838) ($28,189) ($7,828) $2,421 $16,827 $18,590 $35,950 $35,943 $35,936 $35,928 $35,921 $15,913
Cash Balance $62,062 $33,873 $26,045 $28,466 $45,293 $63,883 $99,834 $135,777 $171,712 $207,640 $243,561 $259,474
Page 6
Appendix
Table: Balance Sheet
Pro Forma Balance Sheet

Assets Starting Balances
Current Assets
Cash $80,900 $62,062 $33,873 $26,045 $28,466 $45,293 $63,883 $99,834 $135,777 $171,712 $207,640 $243,561 $259,474
Accounts Receivable $0 $20,012 $49,858 $70,508 $91,158 $116,002 $130,206 $130,206 $130,206 $130,206 $130,206 $130,206 $130,206
Inventory $0 $3,206 $5,544 $7,883 $10,221 $13,494 $13,494 $13,494 $13,494 $13,494 $13,494 $13,494 $13,494
Other Current Assets $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Total Current Assets $80,900 $85,280 $89,275 $104,436 $129,846 $174,789 $207,583 $243,534 $279,477 $315,412 $351,340 $387,261 $403,174
Long-term Assets
Long-term Assets $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920 $826,920
Accumulated Depreciation $0 $13,782 $27,564 $41,346 $55,128 $68,910 $82,692 $96,474 $110,256 $124,038 $137,820 $151,602 $165,384
Total Long-term Assets $826,920 $813,138 $799,356 $785,574 $771,792 $758,010 $744,228 $730,446 $716,664 $702,882 $689,100 $675,318 $661,536
Total Assets $907,820 $898,418 $888,631 $890,010 $901,638 $932,799 $951,811 $973,980 $996,141 $1,018,294 $1,040,440 $1,062,579 $1,064,710
Liabilities and Capital Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Current Liabilities
Accounts Payable $0 $14,598 $19,213 $24,763 $30,316 $39,272 $36,088 $36,066 $36,044 $36,023 $36,001 $35,979 $35,957
Current Borrowing $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Other Current Liabilities $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Subtotal Current Liabilities $0 $14,598 $19,213 $24,763 $30,316 $39,272 $36,088 $36,066 $36,044 $36,023 $36,001 $35,979 $35,957
Long-term Liabilities $850,000 $845,089 $840,150 $835,181 $830,184 $825,157 $820,102 $815,016 $809,901 $804,757 $799,582 $794,377 $789,141
Total Liabilities $850,000 $859,687 $859,362 $859,944 $860,500 $864,430 $856,189 $851,082 $845,946 $840,779 $835,583 $830,356 $825,098
Paid-in Capital $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000
Retained Earnings ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($92,180) ($112,180)
Earnings $0 ($19,089) ($28,551) ($27,755) ($16,682) $10,549 $37,802 $65,077 $92,375 $119,695 $147,038 $174,403 $201,792
Total Capital $57,820 $38,731 $29,269 $30,065 $41,138 $68,369 $95,622 $122,897 $150,195 $177,515 $204,858 $232,223 $239,612
Total Liabilities and Capital $907,820 $898,418 $888,631 $890,010 $901,638 $932,799 $951,811 $973,980 $996,141 $1,018,294 $1,040,440 $1,062,579 $1,064,710
Net Worth $57,820 $38,731 $29,269 $30,065 $41,138 $68,369 $95,622 $122,897 $150,195 $177,515 $204,858 $232,223 $239,612
Page 7

Recycling Waste Materials Business Plan

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1.0 Executive Summary.....................................................................................................................1

1.0 Executive Summary

Additionally, we will offer a service to waste processing plants owned by municipalities.

Mid-Atlantic Recycling's business model presents an opportunity to recycle a landfill bound

1.3 Keys to Success

The keys to success in our business are:

2.0 Company Summary

2.1 Company Ownership

2.2 Start-up Summary

Capital Asset Purchases

Total Requirements $1,000,000

2.3 Company Locations and Facilities

Additionally, Mid-Atlantic Recycling's business location is located in a federally designated

2.3.1 Government Regulation

Because Mid-Atlantic Recycling recycles a waste product and incorporates it into an

3.0 Products and Services

3.1 Product and Service Description

Considering this environment, we will offer municipalities an extremely valuable service -- an

3.2 Competitive Comparison

1. Price evaluation adjustment: qualified SDBs receive a price evaluation adjustment of up to

1. Participants can receive sole-source contracts, up to a ceiling of $3 million for services.

2. Federal acquisition policies encourage federal agencies to award a certain percentage of

3.3 Sales Literature

Composting is biological decomposition of organic materials. Bacteria, fungi, protozoans,

Advantages of this recycling/composting method are as follows:

3.5 Future Products and Services

4.0 Market Analysis Summary

Five major market segments for compost have been identified:

 Agriculture (for food and nonfood crops and sod farms).

4.1 Market Segmentation

Table: Market Analysis

Chart: Market Analysis (Pie)

4.2 Target Market Segment Strategy

4.2.1 Market Needs

4.2.2 Market Trends

4.2.3 Market Growth

4.3 Service Business Analysis

4.3.1 Distributing a Service

4.3.2 Competition and Buying Patterns

4.3.3 Main Competitors

4.3.4 Business Participants

5.0 Strategy and Implementation Summary

5.1 Value Proposition

Our value proposition is two-fold.

5.2 Competitive Edge

The competitive edges we have are summarized as follows.

 Organic product: We offer an organic product which is responsive to current market

 HUBZone location: Provides advantage in selling to the government.

5.3 Marketing Strategy

The marketing strategy is the core of the main strategy:

1. Emphasize high value, high quality products and services.

5.3.1 Promotion Strategy

First Phase Promotions

Second Phase Promotions

5.3.2 Positioning Statement

5.3.3 Pricing Strategy

5.4 Sales Strategy

5.4.1 Sales Forecast