Trust Doors: Modern and Automatic Doors and Windows

Trust Doors is a small company in Croydon, UK that produces a variety of modern and automatic doors and windows. They provide high quality, fully furnished, unbreakable doors with a one year warranty and repair work. Their core products include timber/wood doors, glass doors, steel doors, PVC doors, and more. The company aims to cater to the modern needs of customers by offering premium, highly secure doors with automatic sensors.

Insert Business Name
Trust Doors

Insert graphic or logo

Insert ID number

Table of Contents:
Contents
Section One....................................................................................................................................................3
Section Two...................................................................................................................................................4
Section Three.................................................................................................................................................6
Section Four...................................................................................................................................................7
Section Five.................................................................................................................................................10
Section Six...................................................................................................................................................12
Section Seven...............................................................................................................................................13
Conclusion:..................................................................................................................................................14
References/Bibliography.............................................................................................................................15

Section One
Business Overview
1.1 Business summary: Please write business outline. (who, what, where and how)
Trust Doors, is a small company producing variety of modern and automatic doors and windows.
The respective company is established in Croydon, UK and have the main aim to provide the best quality
door which adds special features for customer. Trust doors usually provide high quality, fully furnished,
unbreakable doors and also they agree for one year warranty and repair work in case of any damage. In
order to fulfil the modern need of customer the company also add some premium highly securable doors
which have automatic sensor that automatically active in case if there are some unpredictable activity
happen.
1.2 Describe your core product or service:
The different kind of doors provided by Trust doors are TIMBER/WOOD DOORS, BATTENED
AND LEDGED DOORS, FRAMED AND PANELED DOORS, FLUSH DOORS, GLASS DOORS,
STEEL DOORS, PVC DOORS, FIBERGLASS DOORS, FIBER REINFORCED PLASTICS DOORS,
ALUMINUM DOORS and BAMBOO-JUTE COMPOSITE DOORS.
1.3 Your current and future business aims:
There are a large range of doors and windows that can be either produced or are ready to build on
the market (Finch, 2013). To order to promote the homeowner's simple collection, those styles, along
with its key function, benefits and drawbacks are presented by the manufacturing content. There are
already broad wood varieties on just the marketplace and their decisions will be taken on the basis of the
durability properties and the householder's budgets. Even though it can be used in certain parts of the
building, it is better put outside. A flush door is a perfectly smooth door that is built with fibre boards of
plate or medium thickness over a relatively light timber frame. The collected hollow heart is also packed
with a heart substance for cardboard. Flush doors are usually found inside a house but are also included as
external doors in residences with a number of variations.
1.4 Please state the amount of seed capital required: (Up to a maximum of £40,000)
Trust Doors has 40,000 pounds for its area of expenditure. As well as owner of business can add
2000 pounds per person which can increase value of capital till 44000 or 46000 pounds. Except it,
company cannot increase their budget.

Section Two
Management structure
2.1 Professional team skills: (Outline individual team members transferrable and professional skills).
The following are the skills which are discussed below:
Communication: The willingness to communicate and to hear the argument is the foundation of
successful teamwork (Jones, and Penaluna, 2013). It doesn't depend whether you meet in person, through
e-mail, text messaging or by mobile it has to be successful to share knowledge independently of the
media.
Conflict resolution: Conflict is aspect of any team effort. The most important thing is how competent
you are when it comes to handling problems. Actually remember, no disputes should keep escalating
that's why the best player players are good intermediaries.
Decision making: Decision making may seem to be very clear. However when team member views,
everything keeps changing and mangers have to take unpopular decisions. This is the desire to think, set
down their self-importance and strive towards a shared purpose to differentiate successful team members
from the mediocre ones.
2.2 Each team member’s roles and responsibilities:
The roles and responsibilities of different team member working within Trust doors are listed below:
Manager: They will be willing to delegate the team mates and inspire them. It includes self-awareness,
moral consciousness and maintenance of relationships. Managers remember that good leaders work on
the basis of positive, beneficial mentoring and coaching to create team members every day. Manager use
to see where the ventures work into the broader picture that helps to increase the performance. In terms of
broader targets, review expectations. Translate this concept into meaningful expectations and aspirations
for the leaders of the squad.
Sales person: The salesperson is solely responsible for rising sales. For order processors, customers must
be identified, submitted, demonstrated, handle and the sales closed. Six supporting tasks will be
conducted in order to produce revenue (Wentzensen, and Wacholder, 2013). The consumer and business
awareness will be promoted by salespeople at their Headquarters. Competition monitoring practices,
reports on competitors' upcoming product releases, rumours on improvements to trade policy, retail

consumers and rivals, reviews on the performances and goods success of competitors, distribution
efficiency and after-sales facilities will and will be beneficial to the management.
Store executive: The main role of store executive is to conduct business analysis in order to recognize
revenue prospects and determine consumer needs. Cold calling, networking and social media constantly
try out potential business prospects. Conceive and respond to their desires and interests for future clients.
2.3. Identify your company’s skill gaps, then chose one role and create an advert with the skills
required and their roles and responsibilities.
An analysis of skills difficulties is a tool used to identify an employee, the organisation's group's
training or recruitment needs. The research aims to expose the disparity between the present and
necessary capacity rates and determine the right approaches to narrow the distance or the improvements.
Role Rate Reasons Improvement
Store Executive 6 The miscommunication between
sales person and top manager due to
which main idea of business in not
transformed to store executive and
this impact the overall sale volume
of Trust Doors.
Direct channels can be made
between store executive and
senior manager due to which
information is directly
communicated to actual
member that increase the
sales for company.

Section Three
The market
3.1 Describe your target market and where they are based:
A target market is a community of customers in the workable market of a company on which a
company is committed to marketing attempts and resources (Brinckmann and Kim, 2015). A target
audience is an overall service or product market significant percentage. In the context of Trust doors the
target market is the newly developed flats in nearby region so that more and more sales can be made.
3.2 Describe your perceived competitive advantage/USP:
This company has well-trained staff members that provides successful furniture products to others.
Their workers and staff leaders are known as their strategic edge. The USP of the above Trust doors
company is that they have wide range of product portfolio by which they can beat to their competitors.

Section Four
Marketing
4.1 Explain your market research with references, Using Market research questions (straw poll or Survey
money etc.)
Questions
1. Which type of furniture products you like?
 Kitchen products
 Other decorative products
2. Why you visit to furniture store?
 Purchasing
 Visit
3. How many times you visit to furniture store in a month?
 Two times
 Never
Which type of furniture products you like? Frequency
 Kitchen products 12
 Other decorative products 18
Why you visit to furniture store? Frequency
 Purchasing 16
 Visit 14
How many times you visit to furniture store in a month? Frequency
 Two times 10

 Never 20
· Kitchen products · Other decorative
products
0
2
4
6
8
10
12
14
16
18
20
12
18
Which type of furniture products you
like
Frequency
Interpretation- On the basis of this chart it can be stated that among 30 customers, 12 customers focus on
kitchen products. While 18 customers focus on decorative furniture products. So above company should
concentrate on producing decorative furniture products.
· Two times · Never
0
5
10
15
20
25
10
20
How many times you visit to
furniture store in a month?
Frequency
Interpretation- On the basis of this chart it can be stated that among 30 customers, 10 customers’ visits
more than two times to furniture store. While 20 customers never visit at furniture store. It is indicating
that above company needs to focus on own marketing campaign.

· Purchasing · Visit
13
13.5
14
14.5
15
15.5
16
16.5
16
14
Why you visit to furniture store?
Frequency
Interpretation- This chart is indicating that about 16 customers among 30 customers visit to store for
purchasing purpose. On the other hands, 14 customers comes to store without any purpose.

4.2 Competitor analysis
SWOT analysis: SWOT analyze is a strategic analysis strategy used to recognize capabilities, limitations,
prospects and risks connected with the successful or preparation of projects (De Oliveira . and De
Oliveira, 2013). On the basis of above research, SWOT analysis is done below in such manner:
Strength- The above furniture company has wide range of
customers as well as their all types of products are demanded
by customers.
Weakness- The key weakness of above company is that more
number of customers without any purpose which makes a
negative impact.
Opportunities- They has opportunity to expand on decorative
furniture items because its demand is higher.
Threats- They may face tough competition in the market from
other furniture companies that may lead lower sales.
4.3 Marketing strategy
The 4 P's which are important for the creation of a successful marketing campaign are outlined
below.
Products- The key products of above company are different types of doors including wooden and glass
doors.
Price- The above company sets prices in accordance of demand in the market. Such as some furniture
products are in higher demand which they sell at high prices.
Place- Company should sell their products at the place where demand is higher. Their main location is
Croydon.
Promotion- Above company should make promotion by help of digitalisation such as social media, news
papers etc.

Section Five
Operations and logistics
5.1 Premises:
The premises of above company includes main store of products, staff members, employees and
managers (Gately and Cunningham, 2014).
5.2 Equipment & Set up Costs:
Product Amount Cost.
TIMBER/WOOD DOORS:
RAW MATERIAL COST
PROCESSING COST
ADVERTISEMENT
10
4
2
16 Pounds
FLUSH DOORS, GLASS
DOORS:
RAW MATERIAL COST
PROCESSING COST
ADVERTISEMENT
8
3
2
13 Pounds
STEEL DOORS:
RAW MATERIAL COST
PROCESSING COST
ADVERTISEMENT
7
2
3
12 Pounds
FIBERGLASS DOORS:
RAW MATERIAL COST
PROCESSING COST
ADVERTISEMENT
9
4
3
16 Pounds
TOTAL 57 pounds

5.3 Transport needs:
There will be need of transport in order to deliver raw material at manufacturing house as well as
for delivering prepared doors at store.
5.4 Legal requirements:
There will be some legal requirements if they will do business in the form of partnership:
Partnership Agreement- A partnership arrangement is the partnership agreement setting out the terms of
the relationship agreement, such as: control and sharing of gains and expenses, in the agreement
partnership document.
5.5 Insurance requirements:
Each business needs some type of insurance in order to protect own business from fire, natural
disaster. For this purpose above business can do insurance for entire company protection.
5.6 Other required Certifications:
The above company will need certificates such as for doing business as well as manufacturers also
need certificate that they have completed course to produce furniture.
5.7 Fixed monthly Costs as per cash flow:
Items Costs
Rent 10
Salaries 8
Staff Wages. 7
Utilities/Gas/Electricity 4
Phones. 3
Promotion & Ad 5

Transport 4
Maintenance 2
Total 43

Section Six
Costs and pricing strategy
Product/service name ( Select a single unit) Doors
Cost to your business per unit 57 pounds
Price you charge per unit 100 pounds
Profit margin (£) 43 Pounds
Profit margin (%)
(Profit / Price x 100 = Profit margin)
43%
Mark up (%)
(Profit / Cost x 100 = Mark Up) 75.43 pounds

Section Seven
Cash Flow forecasts
7.1 Realistic cash flow Sales and costs forecast, including next 3 years’ projections, assuming you’ve received the start-up fund’s you’ve
requested. (Please edit to suit your need)
Cash flow is the accumulated income and revenue equal of a company. A company's capacity to raise money at the lowest cost for creditors
depends on the ability to provide healthy cash flows or to boost free cash flow in the long-term. It is prepared by indirect means of saving, working and
funding. Cash flows are described in the latter dimension of the business as follows:
Cash flow
Particular January Feb March April May June July August Sep Oct Nov Dec
Sales 684 798 912 1140 1425 798 2850 684 798 1425 1197 1653
No of items sold 12 14 16 20 25 14 50 12 14 25 21 29
sale price 57 57 57 57 57 57 57 57 57 57 57 57
Loan 40000
Total sales 40684 798 912 1140 1425 798 2850 684 798 1425 1197 1653
Set up cost (including
all expenses) 1000 200 140 250 140 254 800 120 400 450 400 600
Fixed cost
Rent 10 10 10 10 10 10 10 10 10 10 10 10
Salaries 8 8 8 8 8 8 8 8 8 8 8 8
Staff Wages 7 7 7 7 7 7 7 7 7 7 7 7

Utilities/Gas/
Electricity 4 4 4 4 4 4 4 4 4 4 4 4
Phones. 3 3 3 3 3 3 3 3 3 3 3 3
Promotion & Ad 5 5 5 5 5 5 5 5 5 5 5 5
Transport 4 4 4 4 4 4 4 4 4 4 4 4
Maintenance 2 2 2 2 2 2 2 2 2 2 2 2
Loan repayment
(40000/10 years)=
4000 in a year so per
month will be of
4000/12 333.33 333.33 333.33 333.33 333.33 333.33 333.33 333.33 333.33 333.33 333.33 333.33
Sub total
1376.3
3 576.33 516.33 626.33 516.33 630.33
1176.3
3 496.33 776.33 826.33 776.33 976.33
Profit
39307.
7 221.67 395.67 513.67 908.67 167.67
1673.6
7 187.67 21.67 598.67 420.67 676.67
7.2 Notes to cash flow and projections:
The above prepared cash flow is indicating that company’s cash flow is fluctuating in all months. This is so because of higher and lower sales. As
well as company is generating cash flow in all the months in an effective manner.

Conclusion:
The above report indicates that various factors must be considered by the owner to grow a company. The SWOT review can help to assess the
power and vulnerability of the organization and determine market prospects and risks. 4 Market Ps will help to make better choices.

References/Bibliography
Finch, B., 2013. How to write a business plan (Vol. 35). Kogan Page Publishers.
Jones, C. and Penaluna, A., 2013. Moving beyond the business plan in enterprise education. Education+
Training, 55(8-9), pp.804-814.
Wentzensen, N. and Wacholder, S., 2013. From differences in means between cases and controls to risk
stratification: a business plan for biomarker development. Cancer discovery, 3(2), pp.148-157.
Brinckmann, J.A.N. and Kim, S.M., 2015. Why we plan: The impact of nascent entrepreneurs' cognitive
characteristics and human capital on business planning. Strategic Entrepreneurship Journal, 9(2),
pp.153-166.
Blackburn, R.A., Hart, M. and Wainwright, T., 2013. Small business performance: business, strategy and
owner‐manager characteristics. Journal of small business and enterprise development.
De Oliveira, L.S., Shayani, R.A. and De Oliveira, M.A.G., 2013. Proposed business plan for energy
efficiency in Brazil. Energy Policy, 61, pp.523-531.
Gately, C. and Cunningham, J., 2014. The contributions and disconnections between writing a business
plan and the start-up process for incubator technology entrepreneurs, academic entrepreneurships
creating an entrepreneurial ecosystem. Adv Entrep, Firms Emerg Growth, 16, pp.197-240.

Appendix