BEST Business Plan-2 W-o Resumes

Business Entrepreneurial Science Technology (BEST) Incubator

Business Plan

S. Quincy Harris, PhD P.O. Box 1371 Atlanta, GA 30301 (404) 389-7725 [email protected]

Atlantic Business & Biomedical Research Enterprises

Transforming the Economic and Scientific Development Landscape

P.O. Box 1371 Atlanta, GA 30301 (404) 389-7725 [email protected]

BUSINESS PLAN


Transforming the Economic and Scientific Development Landscape

Legal Page

Confidentiality Agreement

The undersigned reader acknowledges that the information provided by _______________ in this

business plan is confidential; therefore, reader agrees not to disclose it without the express written

permission of _______________.

It is acknowledged by reader that information to be furnished in this business plan is in all respects

confidential in nature, other than information which is in the public domain through other means and

that any disclosure or use of same by reader, may cause serious harm or damage to _______________.

Upon request, this document is to be immediately returned to __________________________________

Signature _________________________________________________________

Name (typed or printed) _____________________________________________________

Date ____________________

This is a business plan. It does not imply an offering of securities.

Page 1

1.0 Executive Summary ......................................................................................................................... 2

1.1 Objectives .................................................................................................................................... 2

1.2 Mission ........................................................................................................................................ 2

1.3 Keys to Success ............................................................................................................................ 2

2.0 Organization Summary ..................................................................................................................... 3

2.1 Legal Entity .................................................................................................................................. 4

2.2 Start-up Summary......................................................................................................................... 4

Table: Start-up ................................................................................................................................ 5

3.0 Products and Services ....................................................................................................................... 6

4.0 Market Analysis Summary ............................................................................................................. 11

4.1 Market Segmentation .................................................................................................................. 12

Table: Market Analysis ................................................................................................................ 13

4.2 Target Market Segment Strategy................................................................................................. 14

4.3 Service Providers Analysis ......................................................................................................... 14

4.3.1 Alternatives and Usage Patterns ........................................................................................... 14

5.0 Web Plan Summary ........................................................................................................................ 15

5.1 Website Marketing Strategy ....................................................................................................... 15

Capitalization Requirements ............................................................................................................. 16

6.0 Strategy and Implementation Summary .......................................................................................... 16

6.1 SWOT Analysis.......................................................................................................................... 17

6.1.1 Strengths .............................................................................................................................. 17

6.1.2 Weaknesses ......................................................................................................................... 18

6.1.3 Opportunities ....................................................................................................................... 18

6.1.4 Threats ................................................................................................................................. 18

6.2 Competitive Edge ....................................................................................................................... 18

6.3 Marketing Strategy ..................................................................................................................... 19

6.4 Fundraising Strategy ................................................................................................................... 19

6.4.1 Funding Forecast ................................................................................................................. 19

6.5 Milestones .................................................................................................................................. 20

Table: Milestones ......................................................................................................................... 20

Table: Start-up .............................................................................................................................. 25

BIOGRAPHICAL SKETCH .................................................................. Error! Bookmark not defined.

OBJECTIVE .......................................................................................... Error! Bookmark not defined.

WORK HISTORY ................................................................................. Error! Bookmark not defined.

EDUCATION ........................................................................................ Error! Bookmark not defined.

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TRAINING ............................................................................................ Error! Bookmark not defined.

COMPUTER SKILLS............................................................................ Error! Bookmark not defined.

CERTIFICATIONS/ Society for Industrial and Organizational Psychology (SIOP) - Member .... Error!

Bookmark not defined.

TRAINING/ ........................................................................................... Error! Bookmark not defined.

MEMBERSHIP: American Psychological Association - Member ........ Error! Bookmark not defined.

Society for Human Resource Mgmt (SHRM) – Atlanta Chapter - Member ........... Error! Bookmark not

defined.

Emory University-Achieve Global – Atlanta, GA (Feb. 2003)................. Error! Bookmark not defined.

............................................................................................................................................................

Business Entrepreneurial Science Technology (BEST) Incubator Business Plan

Page 1


STATEMENT OF UNDERSTANDING

The signor is authorized to represent the interests of the project named below. I hereby attest that the

Business Plan attached hereto and made a part hereof, is submitted for the purpose of acquiring a 100%

investment of the amount requested. Furthermore, we are aware that the investor is a private investor

whose involvement may contain aspects that may be considered nontraditional, all of which will be

summarized in their offer, which we will receive for the purpose of our review upon this investor's

approval of our application. One such aspect is the salary cap of $120,000.00 for the annual salary of any

member of the Executive Management Team.

An additional document that is a part of this business plan is attached in the Appendix:

• Start‐Up Cost Schedule;

• Executive Resumes’ on all Executive Management Personnel;

• Executive Management Compensation Schedule;

• Year‐to‐Date Income and Expense Statement on existing business;

• Certificate of Good Standing from your Secretary of State;

Name of Project: Business Entrepreneurial Science Technology (BEST) Incubator

Date on Business Plan: June 12, 2011

Name and Title of Authorized Signor: S. Quincy Harris

__________________________________

Signature (live or digital is acceptable)

Authorized Representative:

Harris Worldwide Humanitarian Foundation, Inc.


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1.0 Executive Summary

1.1 Objectives

The Atlantic Business & Biomedical Research Enterprises is the parent company for the Business

Entrepreneurial Science Technology (BEST) Incubator that will serve as a hub for biotechnology, biomedical and nanotechnology start-ups. BEST Incubator actively identifies and provides value-

added services required to support incubation success and product commercialization.

Based on interviews completed during the business planning process, preliminary objectives that

provide measurable outputs and outcomes to support the incubator mission include the following:

1. Create new job opportunities for area residents and graduate and undergraduate students 2. Create higher wage jobs for professionals and para-professionals

3. Better leverage intellectual property from Universities, independent researchers, and area research

institutes

4. Contribute to the growth and success of emerging biomedical therapeutic research and biotechnology businesses

5. Generate new tax revenues for Fulton County

6. Enroll approximately 50 college students per year for stipend and school credit based positions in the 2012-2013 school year and the number of students will increase by half annually as resources

permit.

7. Serve a sufficient number of clients to break-even financially, covering pay for student employees, staff and all inventory expenses.

8. Move from serving internal clients to external clients, especially public/private organizations.

9. Develop an entrepreneurial curriculum for the Medical Arts program and others interested in

science and technology.

1.2 Mission

Our mission is to stimulate the establishment and growth of medical technology-based start-up

companies and to increase the number of successful companies originating and developing in the

area. We help emerging companies gain access to mentors, training, shared space, professional assistance, capital, and other services that will move them onto the fast track to success. By fulfilling

our mission, we contribute to job creation and enhanced economic health in the region.

In general, the mission of the Business Entrepreneurial Science Technology (BEST) Incubator is to

increase the successful development of emerging businesses in sectors that are supported by this

region's unique areas of opportunity. Ideally, businesses that graduate from the BEST incubator move out into the community and contribute to the overall vitality, diversity, and growth of the area

economy. BEST Incubator provides environments that allow scientist, entrepreneurs, and researchers

to take an active role in growing their own businesses that will lead to job creation and new business development. These businesses and jobs that are produced will create wealth through multiplier

effects and new tax brackets - that ultimately benefits the community beyond the individuals directly

employed by the incubator businesses and graduates.

1.3 Keys to Success

The BEST Incubator will accelerate the successful development of entrepreneurial companies through

an array of business support resources and services. The BEST Incubator's main goal is to produce successful firms that leave the program financially viable and freestanding. Incubator graduates


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commercialize technologies, create jobs, and strengthen local economies. Critical keys to the

incubator success is the provision of business assistance that comes in the form of management guidance, technical assistance, and consulting tailored to young, growing companies. BEST Incubator

may also involve facilities and facility-based services that provide clients with appropriate rental

space and flexible leases, shared business services and equipment, technology support services, and

assistance in obtaining financing necessary for company growth. Business assistance and facility-

based services as described in more detail below.

Business Assistance - The BEST Incubator accelerate emerging companies development by

providing hands-on assistance during vulnerable start-up years. Assistance typically takes the

form of a package of business and technical support services including guidance and mentor on business strategy, management, marketing, financial, legal, and product development issues as

well as facilitated exposure to a know-how network. of outside business resources and sources of

capital.

Facility-Based Services - Locating entrepreneurs in one facility creates opportunities to lower

costs associated with supporting a new business. BEST Incubator will provide office space to a number of complementary businesses. BEST Incubator offer flexible leases, shared use of

conference rooms, Laboratories, reception, and other common areas. BEST Incubator provide

emerging businesses with an infrastructure of telephone, local area network and Internet services along with shared use of basic business equipment such as copier, fax machine, postage meter,

and other office equipment. BEST incubator can give a new company a much-needed visible

identity to help promote its offerings and find funding or investment capital.

Cultivate an identity (brand) for new and fledging businesses in the Atlanta community.

Expand our customer base into new areas within Fulton, Decatur, and DeKalb Counties.

Hire two year-round business managers for the scientific businesses and one for the non-

scientific businesses, thereby providing employment twelve months of the year.

Expand the donor/corporate partner base and corporate contributions that add to the financial

resources of the City of Atlanta and other surrounding counties and their Chambers of

Commerce.

Provide incubator residents with entrepreneurial professional skills that can open doors to

future business and career opportunities.

Acquire additional equipment to support future growth and offer greater flexibility, leading to

expanded services offered by BEST Incubator that will further the goal of providing valuable

work and opportunities for limited resource citizens, homeless and at-risk youth.

2.0 Organization Summary

The BEST Incubator will offer free to the public a Career Center, an alternative adult learning

facility offering remedial education and vocational training for adults and youth (some services will

be on a sliding scale). Another part of our mission is to help prepare unemployed adults and young adults to become productive citizens by providing a work and learning environment where they feel

challenged, respected, and accountable as they strive to meet the demands of society and the future of

this great country.

The Heritage of Hope Community Charitable Foundation Workforce Partnership sponsors the

program. Services provided which is not limited to:

Comprehensive career and basic skills assessment.

Basic skills instruction (reading, writing, and math).


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Credit recovery toward a high school diploma and four-year college degree.

General Education Development (GED) instruction.

Basic computer skills instruction.

Parenting and life skills instruction for pregnant and parenting teens through the Teen Parent

Program for young mothers and fathers.

Pre-Employment skills training and job search assistance and placement.

Work experience and credit recovery through an electronic assembly training program.

Work-based learning opportunities.

Access to community resources.

Assistance with transportation, job search clothing, child care, and GED testing fees.

Independent Living Skills Program for youth in foster care and emancipated youth.

2.1 Legal Entity

Business Entrepreneurial Science Technology (BEST) Incubator is a not-for-profit subsidiary of

Harris Worldwide Humanitarian Foundation, Inc. that provides a full range of business assistance that comes in the form of management guidance, technical assistance, and consulting tailored to new and

fledging businesses in the Atlanta community. Created in 2011, BEST Incubator is committed to

serving youth and offers innovative programs that span the field of mental health, juvenile justice,

employment and education. We deal with such critical issues as homelessness, substance abuse, delinquency, child abuse, delayed education and unemployment. We also strive to uphold

the following values:

Providing quality services to all of our clients, regardless of age, sex, race, color, religion,

national origin, sexual orientation, mental or physical disabilities or ability to pay for services.

Showing sensitivity and caring.

Being accountable and responsive.

Pursuing professional excellence.

Offering a fulfilling work experience and professional development for its employees.

Organizational Structure

The Board of Directors recommends and manages the incubator infrastructure. This form seems best

suited to the proposed mission and positions for the incubator to provide grants and charitable donations. The incubator is governed by a board of approximately 7-11 members comprised of

individuals with a mixture of entrepreneurial, biomedical and technology experience, representatives

comprise of economic development organizations and representatives of education institutions. The

incubator will be staffed by an Executive Director whose responsibilities would be to provide and/or facilitate access to value-added services needed by incubator clients, recruit and screen potential new

incubator clients, and manage the overall operations of the incubator. Part-time administrative

support is the only other incubator staff proposed in this plan during the initial years.

2.2 Start-up Summary

Proposed Facility and Site

The proposed incubator facility would be 50,000 total square feet with a mix of office and lab space. The incubator site will be within the Downtown Atlanta area. This would allow the

incubator residents and staffing to be creatively structured to take maximum advantage of its location.

Alternative sites are also considered in this business plan.


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Budget and Financial Estimates

As proposed, the incubator involves acquisition and development of new facilities estimated at

$320,000,000; one-time capital expenditures of $125,000,000; and an estimated annual operating budget of $57,000,000. To make the project viable, funding must be sought. The most promising

sources for funding include the Atlanta Development Authority, out primary source of funding

support is CCSH, LLC and it is a privately held limited liability company formed in

accordance with the Limited Liability Act (TLLCA, Tex., Rev. Civ. Ann., Article 1528n).

This is a holding company formed specially to facilitate world Humanitarian Projects and

other similarly approved programs constituting a Humanitarian Effort, further defined as

constituting a ―Substantial and Sustainable Social and Economic Effort, they intend to finance

both the expenses and the initial assets.

Key stakeholders support the proposed incubator facility in providing technology related economic

development activities - a clean industry with growth potential, appear likely to engender broader-

based support than a project based solely on providing office space. To that end, the primary focus of this business plan is to develop a facility-based incubator for a mixed range of biomedical and

biotech-based start-ups and operational research. However, the plan can accommodate access to the

incubator for compatible non-science-technology if warranted and desired by the steering committee

that is suggested to oversee development of the facilities.

Table: Start-up

Start-up

Requirements

Start-up Expenses

Legal $30,000

Stationery etc. $5,500

Insurance $15,000 Rent $0

Computers & Servers $21,000

Other $20,000 Total Start-up Expenses $70,500

Start-up Assets

Cash Required $150,000 Start-up Inventory $0

Other Current Assets $0

Long-term Assets $500,000,000 Total Assets $0

Total Requirements $500,150,000

Chart: Start-up Cost


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3.0 Products and Services

Benefits to Stakeholders

The BEST Incubator would benefit a wide range of stakeholders in Atlanta, Fulton County and beyond. Key stakeholders include incubator companies and their employees, the community at large,

and area educational institutions. Major benefits expected to accrue to each of these stakeholder

groups are summarized below.

Benefits to Incubator Companies

Companies that are accepted into the incubator will enjoy dramatically improved success rates as

their business enterprises are nurtured through early development years. Specific benefits include:

Reduced Barriers to Entry - The incubator environment would provide an easy start for

emerging companies by offering affordable office space, access to shared equipment, meeting facilities, and on-site business and technical assistance. This lowers the overhead and

operating costs during critical formative years.

Networking and Mentoring - The incubator would facilitate a "know-how" network to

address the incubator companies unique needs for partnerships, suppliers, and/or potential

sources of capital.

Increased Visibility and Stature - The incubator would significantly increase visibility and

presence of tenant companies in the marketplace and advance their success potential.

Admission to the incubator would imply an endorsement that enhances new companies.

statures and increase their chances to secure funding.

22%

17%

16%

0%

23%

22%

Start-up Cost

Legal Stationery etc. Insurance Rent Computers & Servers Other


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Benefits to the Community

The overarching benefit to the community is increased economic health and vitality. Specific benefits

include:

Job Creation - Incubator companies would create new employment opportunities for area

residents. Technology companies typically create higher wage and higher skill jobs.

Enhanced Image - BEST Incubator is one important element to enhance Fulton County's image

as a progressive, future-thinking place that encourages and supports biotechnology business

development.

Increased Entrepreneurialism - Best Incubator can create awareness of entrepreneurs and

stimulates confidence among individuals to consider opportunities for business creation.

Business Development - Established area businesses, especially those that develop relationships

with early-stage companies, create long-term business opportunities as incubator companies grow and expand.

Increased Tax Revenue - New jobs and new businesses in the incubator and those businesses

that graduate from the incubator and spin-out into the community would generate a larger, more

diverse tax base to support public services and contribute to many facets of community livability and health. Technology is seen as a clean industry with growth potential that aligns well with the

State's economic development platform.

Benefits to Local Colleges and Universities

The BEST Incubator complements the mission of both educational institutions and will efficiently

leverage existing initiatives. Specifically, benefits include:

Expanded Outreach . The Business/Career Development Center (BCDC) at local area

colleges and universities can extend their service base by serving incubator clients through

educational seminars, training classes, and counseling. Additionally, the BEST Business Network Center for Small Business Development will work to gain special

designation as a Technology Development center. This will extend area BCDC services to

provide more focused assistance to technology-based businesses.

Enhanced Image - Championing the incubator will provide tangible evidence to the

community of how the area educational and research institutions missions fuel Fulton

County's economic health.

Improved Structure for Technology Transfer - The BEST Incubator helps fill a void in the

entrepreneurial development eco-system in Fulton County. Research and licensing activity

for Technology Transfer (TT) from the colleges and universities has grown notably over the past three years. The business incubator would create an environment where appropriate TT

licensees could develop in the early years and enjoy enhanced success associated with

business incubation. In turn, their success leads to increased licensing revenues to the

institutions.

SERVICE OFFERINGS

The BEST Incubator services and programs are designed to increase a client's likelihood of successful

development and growth beyond what the client company could achieve on its own. Offering value-

added services is key to the incubator stability to successfully spinout graduates into the community

and generate jobs and wealth in the region. Without these services, the incubator is little more than a

benevolent landlord. Incubator offerings are divided into four categories:


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Direct business development assistance

Professional network and relationship support

Educational programs

Facility-based services

BEST Incubator clients would have access to all core programs and services as part of their monthly

lease agreement. Per unit service fees would be required for additional office services and special

programs that may require client support fees. It is important to underscore that the proposed incubator should work to develop cooperative agreements and referral relationships with existing

resource partners throughout Fulton County who provide services that support the growth of early

stage technology businesses. These resource partners include, but are not limited to, LCC.s BCDC,

area chambers of commerce, Fulton Metro Partnership, Fulton Workforce Partnership, cities, county, and state economic development, and business resources, etc. Such cooperation will avoid

redundancy and redirect valuable time/resources toward services that address specialized and unmet

needs of incubator clients.

Brief descriptions of proposed offerings are described in the section that follows. These offerings are based on a review of incubator literature and reflect perspectives gleaned from interviews with Fulton

County stakeholders and from interviews with representatives from three young or emerging

technology businesses.

Direct Business Development Assistance

Business development assistance is the direct support provided to clients from the time of acceptance

through graduation. The incubator's Executive Director would provide oversight and facilitate access

to resources that meet client needs as those needs arise over the course of their incubation.

Business Assessment - This is the ongoing process of evaluating client business plans,

identifying areas of need, developing a work plan to address those needs including identifying expertise and services needed to move the business plan forward, and timeframes

for major tasks to be completed. The initial assessment would occur upon acceptance to the

incubator and follow on a monthly basis or as business issues dictate. The final assessment would be a graduation transition plan that links the young company to appropriate resources

in the community. While the Executive Director would rely on a variety of resources and

partners to assist the client in implementing the work plan, assessments and monitoring

overall progress against the plan are key functions the Executive Director performs.

Professional Network and Relationship Support

Networking and relationship support describes the active role an incubator takes to develop

connections to resources that incubator clients might not otherwise have access to as small,

emerging businesses.

Mentoring . The incubator’s Executive Director would develop a pool of volunteers willing

to serve as mentors and business counselors for client companies. Mentors would be selected

based on their experience with the client's industry sector and stage of development. The

Executive Director would meet with mentors on a routine basis to stay abreast of the company’s development and suggest resources that would help the mentor best serve the

client business. Feedback mechanisms would be in place to ensure the mentorship is

providing good value to the client.

Professional Network - The incubator will develop a broad-based pool of high-quality

professionals that have the technical and business skills needed to support client businesses. Services for such a network would be negotiated on a pro bono or reduced fee basis with

guidelines for qualifications and level of service provided. The incubator would screen


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service providers, facilitate the interaction between the service provider and the client, and

establish means to assess client progress and satisfaction.

Advisory Boards - The incubator will also develop pools of professionals, technologists, and

business owners that are willing to volunteer as advisory board members for client

businesses. Such incubator advisory boards are usually composed of three or four people who

have experience and expertise in the technology/industry of the incubator business. The

advisory boards agree to meet with incubator clients on a regular schedule and provide counsel at various stages of the client businesses. development. The incubator would screen

board members, meet with them to monitor client progress, and establish means to assess

client satisfaction.

Capital and Financing Network . The incubator would establish and maintain relationships

with a network of banks, angel investors, venture capitalists, and corporate equity investors

through capital networks, brokers, and personal contacts. The incubator would provide

introductions between incubator clients and appropriate investment resources.

Program Referral Service . The incubator would maintain up-to-date knowledge of and

relationships with established resources and programs in the area and provide referrals and

information to incubator clients.

Intern Network - Interns at the local area colleges and universities and other area

educational institutions provide a talented, affordable work pool to support incubator and

incubator client special projects on an ad hoc or ongoing basis. Areas of particular use to incubator clients include, but are not limited to, graduate level technology, law school/Legal

Clinic, Lundquist Business School/Entrepreneurship Center, and

Journalism/Communications. The incubator should identify internship directors and establish

a process that provides clients with the means to identify, screen, and recruit interns.

Educational Programs

Educational programs include hosted, on-site seminars of interest to technology start-ups and

incubator clients. This plan envisions that general business topics may be provided through the

excellent resources of Atlanta BCDC or other available community resources. The incubator

conference room would be used for on-site educational offerings and could be made available for

other educational offerings that are consistent with the incubator's mission if practical.

Hot Topic Seminars . Seminars emphasizing topics of special interest to emerging

technology businesses would be provided on a regular basis. Many incubators host such

seminars on a monthly basis. The Executive Director would identify topics based on an

understanding of incubator client needs and invite guest speakers with expertise in the topic area.

Business Topics Trainings . The incubator should work with local BCDC to provide

incubator clients with access to the range of general business-related topics that are applicable

to any start-up operation including financial, legal, organizational, marketing, insurance, etc. Depending on client demand and needs these offerings could be provided on-site at the

incubator or off-site at the BCDC.

Commercialization/Licensing Seminars . The incubator should host an annual educational

seminar for area technologists to inform them about the challenges and rewards of technology

commercialization, the processes and costs associated with licensing technologies, and area resources available to support those technology commercialization efforts. The seminars

would bring technologists and entrepreneurs together and could be a tool for marketing the

incubator to potential clients. A small panel of area experts would be invited to speak, such as the college/university Director of Technology Transfer.


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Resource Library . The incubator would build and maintain up-to-date information

resources for technology start-ups including resource directories, business form templates,

and checklists. Incubator staff should be aware of colleges/universities and other area

libraries that can provide additional resources to clients.

Facility-Based Services

Facility-based services involve flexible leases and other site-based services that are included in the

basic rental package. Fee-for-service administrative support is also envisioned.

Space . The incubator would provide access to office space that includes telephone, local area

network, high-speed Internet access, and basic office furniture. Incubator clients would have

access to shared conference rooms, restrooms and a kitchen/lounge. Security, janitorial,

landscaping, and parking would be included in the rent.

Rent . The Board and Executive Director will determine rental policy. While some incubators

charge below market rent, others charge market rate or higher. Higher rates underscore the

value of added services clients receive as well as reduce subsidy required for incubator

operations. This approach should be seriously considered. However, in this plan’s financial analysis we have conservatively estimated that rents would be offered at the low-end of

market for comparable space initially, and would escalate on a planned schedule. Escalating

rental rates are intended to foster client orientation toward growth and graduation at a

predetermined point in time.

Shared Office Systems Support - Incubator tenants would have access to a common copier,

fax, and postage meter, and be billed a usage charge only. This business plan assumes a part-

time receptionist would provide central reception and switchboard. This person may also

provide secretarial support for client requests on a user-fee basis.

FACILITY-BASED SERVICES

Services Would-be Entrepreneurs

In-house Tenants

Hybrid Tenants Virtual Tenants

Business Development Strategies

E-coaching:

- Gestation

E-coaching:

- Start-Up

- Pilot Stage

- Rolling Out

Awareness Training E-coaching:

- Entrepreneurship

E-coaching:

- Venture Management

Coaching

Formal Training

E-coaching:


Formal Training

E-coaching:


Development of Business Skills

E-coaching:

- Reality Check

- Venture Planning

- Steps to Success

E-coaching:

- Venture Planning

- Business Planning

- Marketing & Selling

- Entrepreneurial Leadership

- Competitive Strategies

E-coaching:

- Venture Planning

- Business Planning




E-coaching:

- Venture Planning

- Business Planning




http://www.1000ventures.com/business_guide/psa_bcoach_gestation.html

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http://www.1000ventures.com/business_guide/reality_check.html

http://www.1000ventures.com/business_guide/venture_planning_checklist_byvpa.html

http://www.1000ventures.com/business_guide/small_biz_success_7steps_bybt.html

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http://www.1000ventures.com/business_guide/crosscuttings/leadership_entrepreneurial.html


http://www.1000ventures.com/business_guide/crosscuttings/competing_strategy.html



















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Coaching

Formal Training

Formal Training

Access to Venture Capital

E-coaching:

- Venture Financing

E-coaching:

- Step-by-step Guide

- Preparing Presentation

- Business Valuation

- Structuring the Deal

Coaching

Formal Training

Introductions

E-coaching:





Formal Training

Introductions

E-coaching:





Introductions

Networking E-coaching:

- Strategic Partnerships

E-coaching:


- Strategic Alliances

- Joint Ventures

- Mergers & Acquisitions

Coaching

Business Meets

Match-making

E-coaching:



- Joint Ventures


Business Meets

Match-making

E-coaching:



- Joint Ventures


Match-making

Technical Support E-services E-services

Secretarial Support

Shared Equipment

E-services E-services

4.0 Market Analysis Summary

Located in the heart of Midtown Atlanta just half-mile of the center of Downtown Atlanta and across the street from the Georgia World Congress Center, this is the perfect location for Atlanta new world-

class sustainable commercial living communities (SCLC). The master plan for redevelopment will be

the result of planning efforts by the joint venture between Real Estate Investment Corporations’, Contractors, Developers, and Builders. This plan will transform the area of the 100-year-old HBCU

college community into an exciting new 24-hour mixed-use environment—a "city within a city"—

where residents have a true sense of community with the ability to walk to shops, businesses,

restaurants and other important daily needs services.

The location is in a largely undeserved retail trade area, which will see substantial near-term population growth as thousands of new residential units within the master-plan for this community in

the foreseeable future. The retail center benefits from its direct access to commuters along interstate

freeways I-75/85 and I-20 and several large employment centers, such as the nearby Turner Broadcasting, Georgia Institute of Technology, Coca Cola headquarters, AT&T headquarters, and

Woodruff Arts Center among many others. These work centers will generate strong and consistent

demand for retail, dining and convenience services for this area for years to come.



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http://www.1000ventures.com/business_guide/partnerships_main.html




http://www.1000ventures.com/business_guide/strategic_alliances_main.html

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Intown area is the retail heart of West End and Downtown Atlanta, in general. The Project’s trade

area generally extends eleven miles in all directions and is comprised of the 138-acre urban lifestyle Biomedical Research facilities development as well as other densely populated mixed-use

neighborhoods immediately surrounding Biomedical Research facilities .

Vine City, English Avenue, and West End, enjoys a central location within the highly desirable

Downtown Atlanta retail market and benefits from its strategic location at the nexus of the I-75/85

and I-20 regional freeways that are traveled by more than 500,000 cars daily, providing excellent freeway visibility and access. Primary access to the Project is provided by 16th Street, Northside

Drive, State Street and the 17th Street Bridge which spans across I-75 and I-85.

The new stores and restaurants at Vine City, English Avenue, and West End, will draw consumers

from a compact and increasingly affluent trade area, which comprises over 383,000 residents who

earn an average household income of over $85,000. Other trade area demographic highlights include:

An extremely well-educated resident base, with over 45% of the eleven-mile trade area

population (age 25 years and older) holding a bachelor’s degree or higher compared to

approximately 25% of the residents in Georgia and 25% nationwide.

The population within a 5-mile radius of the Property has grown by nearly 28% since 2000

and is projected to grow by another 12% over the next 5 years. According to the U.S. Census

Bureau, Atlanta was the metro area with the largest population increase and in-migration between 2000 and 2008 in the nation.

Atlanta is consistently listed as one of the top cities in America to live, work or play by numerous publications, such as Forbes, Kiplinger, AARP, FORTUNE and Expansion Management. Most

recently, Atlanta ranked #1 on Forbes magazine’s list of Best Places for Business & Careers for

2009. This is primarily attributable to the city’s diversified economic base, well-educated workforce, affordable housing and extraordinary quality of life that continually attract businesses to relocate to

the area.

Georgia Tech, Atlanta University Center, Georgia State University and Emory University are located within a 5-mile radius of Vine City, English Avenue, West End, and Intown Atlanta with combined

student population of approximately 63,000 students providing additional traffic through the Project.

Vine City, English Avenue, West End, and Intown Atlanta benefits from an excellent location within a

growing and dynamic trade area where there is a notable absence of high quality retail. The Project’s

strong merchandising mix, credit tenancy, integrated layout, and excellent access are key ingredients for

long-term success. As part of the exciting new biomedical research facilities master-planned community, the Project will continue to benefit from the explosive growth within the trade area as the newly

developed region continues to see an influx of businesses and residents relocating to the area in search of

new opportunities and better quality of life afforded by the world class biomedical research community.

4.1 Market Segmentation

BEST Incubator will serve three primary groups of entrepreneurial customers. As our business grows, we will begin serving these groups in the order listed below as each new customer group represents a

larger step into the community and therefore requires BEST Incubator to differentiate itself further

from local for-profit business incubation facilities. All of our target customers may be defined as

corporate clients who comprised of individuals with a mixture of entrepreneurial and technology experience who are continually looking for new, refreshing ideas to stimulate the establishment and

growth of technology and biomedicine.



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0

50

100

150

200

250

Year 1 Year 2 Year 3 Year 4 Year 5

Potential Customers

Environmental Technology 30%

Information Technology 20%

Biotech/Biomedical Technology 50%

1. Internal BEST Incubator Customers:

The incubator serving 50-100 entrepreneurs per month in the first year.

Board Sub-committee meetings, serving 140-150 Entrepreneurs per month in either a buffet

or lunch box format.

BEST Incubator Counseling Center meetings, serving approximately 25 Entrepreneurs each

week in either in direct business assistance and guidance, mentoring, networking to capital,

and/or other technical resources format.

Meeting approximately six to ten clients at a time daily being served throughout the BEST

Incubator organization will have over 50 employees on staff at one time.

Provide business assistance and facility-based services at various BEST Incubator locations.

2. Nonprofit External Customers:

Carried-out meetings held by other nonprofit clients.

3. For-profit External Customers:

Table: Market Analysis

Market Analysis

Year 1 Year 2 Year 3 Year 4 Year 5 Potential Customers Growth CAGR

Environmental

Technology

30% 30 39 51 66 86 30.12%

Information

Technology

20% 25 30 36 43 52 20.09%

Biotech/Biomedical Technology

50% 45 68 102 153 230 50.36%

Total 38.50% 100 137 189 262 368 38.50%


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4.2 Target Market Segment Strategy

Atlantic Business & Biomedical Research Enterprises' (ABBE) target market segment is pharmaceutical companies, academic institutions, private practice researchers and nonprofit and

customers (including internal customers). We plan to target this group for several important reasons.

First, we are a for-profit organization and believe that we are better positioned to serve the needs of

other biomedical-biotechnology organizations. Secondly, we believe that nonprofit organizations are more likely to try and continue to use a for-profit for incubator services. And thirdly, we intend to

jump into the commercial business incubation market in direct competition with for-profit and non-

profit incubator systems. However, this is a long-term growth opportunity that may explore in the future. By postponing this direct competition, we believe our organization will be better able to

remain focused on our primary objective: serving biomedical-biotechnology industry in Fulton

County.

Atlantic Business & Biomedical Research Enterprises' focuses on biological research for new

drug/therapeutic discoveries and development in areas such as Metabolomics, Proteomics, Genomics,

translational medicine and Systems Biology. We are committed to broaden our presence in this market and continue to develop a portfolio of products and application to meet the ever growing

demands of today's Life Sciences researcher.

We are building a marketing team specifically focused on the Life Sciences Market to enhance the

market knowledge in the organization. We are searching for several, market segment managers who

can join the team to contribute to the future and continued growth of the Life Sciences business for ABBE. Our market segment strategy is to broaden our customers' knowledge of the Life Science

Market, gained through direct experience. The Integrated Biomedicine/Biotechnology Marketing

Director and members of the business development and market team role is to expand the product and

market funnel for ABBE.

4.3 Service Providers Analysis

The biomedical and technology industry is highly competitive and is made up of large numbers of

independent participants. These participants serve the local corporate, social and/or cultural clientele,

though some find unique niches such as a local university and scientific research districts. At universities researchers laboratory costs are generally quite low, with most of a research project

expenses attributed to labor and overhead. Demand for business incubation services depends on local

population size, number of businesses and cultural institutions and standard of living. However, over

time, more Americans are choosing to pay for off campus and downtown office facilities rather then home offices - a positive sign for the incubator and bio-research industries alike. Some experts

predict that by 2015, 53% of American's researchers budgets will be spent on incubation centers,

presenting an interesting opportunity for start-up bio entrepreneurs.

4.3.1 Alternatives and Usage Patterns

Corporate customers look for several qualities in the incubator including:

Good quality facilities and customer services.

Reliable and consistently high-quality service.

Good value for money.

Reputation and positioning of bio research.

Although a number of biotech incubators are currently being proposed as well as college campus are

presently serving the market, ABBE BEST Incubator will be in a unique position to provide its clients


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with all of the above qualities plus the benefit of knowing that they are helping at-risk youth and a

fellow nonprofit organization. Because principles are very important to most nonprofit organizations, we believe that as long as we can maintain the above characteristics, nonprofit and corporate

customers will choose our service over other local services because of the benefit it has for the

community.

5.0 Web Plan Summary

The company’s goal is to provide the infrastructure that will create the maximum probability for

commercial success. The company will attempt to develop models that parallel those that have been established by such companies as IdeaLabs, where initial investment, incubation, and development

through to commercialization are a coordinated effort among all of the participants.

5.1 Website Marketing Strategy

The company believes that we can provide substantial long-term investment returns by accomplishing two complementary goals:

Reducing financial risk by selecting the appropriate projects.

Maximizing the success of the projects by developing the appropriate infrastructure around the

projects.

A wide range of Strategic Resources is necessary for early stage opportunities to be successful including;

financing, strategic business advice, industry associated support, incubation etc. The company will develop a network that can support businesses in a number of ways.

Research reveals recognition by the technology industry and venture capital firms of the gaps in the

process of bringing new entrepreneurial technologies from the "garage" through the various stages of

funding.

Gaps are mostly in quality management, marketing and infrastructure development around the new technology innovation. Gaps also exist between the seed funding, angel investors and more formal

venture capital financing.

The rapid growth of the technology industry, as well as an increasing commitment from research

organizations using the internet to interface with industry is contributing to creating this opportunity.

Website Marketing Strategies will accelerate the development of successful entrepreneurial companies by providing hands-on assistance and a variety of business and technical support services during the

vulnerable early years. Typically, incubators provide offices and manufacturing facilities for a number of

businesses under one roof with such amenities as flexible space and leases; office services and equipment on a pay-as-you-go basis; an on-site incubator manager and staff as a resource for business advice;

orchestrated exposure to a network of outside business technical consultants, providing legal, accounting,

marketing, engineering and design expertise; assistance with financing; and opportunities to network and transact business with other firms or scientist in the same facility. BEST Incubator’s website strategies

can reduce the risks involved in business start-ups, as their young tenant companies gain access to

facilities, equipment and resources that might otherwise be unavailable or unaffordable.


Income 750 938 938 938 938

Mgmt Fees 200 250 250 250 250

Web Site - 150 188 234 293

http://www.1000ventures.com/business_guide/mgmt_quality.html


http://www.1000ventures.com/business_guide/innovation_technology.html


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M & A - 150 188 234 293

IPO - 2,000 6,000 18,000 54,000

Gross 950 3,338 7,375 19,422 55,480

Expenses

Office 150 188 234 293 366

Salaries 750 938 1,172 1,465 1,831

Web Site 200 250 313 391 488

Marketing 200 250 313 391 488

Total Expenses 1,300 1,625 2,031 2,539 3,174

EBIDT (350) 1,713 5,344 16,883 52,307

Capitalization Requirements

The company is structured as an LLC to accommodate the investors' goals and tax position. Initially, a

Limited Partnership will be structured in order to avoid double taxation and to allow return capital to investors. The company (partnership) requires $2.5 million in startup and operating capital that can be

invested in phases and will be used as follows:

Venture Funding $2,500,000

Salaries $630,000

Website $250,000

Office $200,000

Marketing $300,000

Seed Funding $800,000

Reserves $300,000

6.0 Strategy and Implementation Summary

The new hybrid Business ―E-ncubator‖ is a web-based (office) institute without walls were you literally

think and act outside of the box and provide effective IT-enabled business e-coaching, match-making, and project management services to thousands of its semi-virtual and virtual tenants – start-up

companies. E-coaching will also enhance the effectiveness of traditional tailor-made training,

mentoring, and consulting services as entrepreneurs will have better preliminary understanding of the subject. In fact, business consultancies usually don't like to waste their time on low-value activities such

as teaching first-time entrepreneurs basic business skills. Business e-Coach can do it for them very

effectively and free of charge thus enabling reallocation of human resources from low-value to high-

value uses.

Business e-ncubator can also extend its activities to the pre-incubation phase and provide business e-

coaching services to hundreds of would-be entrepreneurs. E-coaching would help them to refine their venture models and transit seamlessly from the pre-incubation phase to the incubation one.


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6.1 SWOT Analysis

The SWOT analysis provides us with an opportunity to examine the internal strengths and weaknesses BEST Incubator must address. It also allows us to examine the opportunities presented to

BEST Incubator as well as potential threats.

BEST Incubator has a valuable inventory of strengths that will help it succeed. These strengths

include: a knowledgeable and friendly staff, state-of-the-art computer hardware, and a clear vision of

the market need. Strengths are valuable, but it is also important to realize the weaknesses BEST Incubator must address. These weaknesses include: a dependence on quickly changing technology,

and the cost factor associated with keeping state-of-the art computer hardware. BEST Incubator 's

strengths will help it capitalize on emerging opportunities. These opportunities include, but are not limited to, a growing population of daily Internet users, and the growing social bonds fostered by the

new Internet communities. Threats that BEST Incubator should be aware of include, the rapidly

falling cost of Internet access, and emerging local competitors.

6.1.1 Strengths

1. Knowledgeable and friendly staff. We've gone to great lengths at BEST Incubator to find

people with a passion for teaching and sharing their Internet experiences. Our staff is both knowledgeable and eager to please.

2. State-of-the art equipment. Part of the BEST Incubator experience includes access to state-of-

the-art computer equipment. Our customers enjoy beautiful flat-screen displays, fast machines, and high-quality printers.

3. Up-scale ambiance. When you walk into BEST Incubator , you'll feel the technology. High

backed mahogany booths with flat-screen monitors inset into the walls provide a cozy hideaway

for meetings and small friendly gatherings. Large round tables with displays viewable from above provide a forum for larger gatherings and friendly "how-to" classes on the Internet. Aluminum

track lighting and art from local artists sets the mood. Last, but not least, quality cappuccino

machines and a glass pastry display case provide enticing refreshments.


Page 18


4. Clear vision of the market need. BEST Incubator knows what it takes to build an upscale cyber

cafe. We know the customers, we know the technology, and we know how to build the service

that will bring the two together.

6.1.2 Weaknesses

1. A dependence on quickly changing technology. BEST Incubator is a place for people to

experience the technology of the Internet. The technology that is the Internet changes rapidly.

Product lifecycles are measured in weeks, not months. BEST Incubator staff will need to keep up

with the technology because a lot of the BEST Incubator experience is technology driven. 2. Cost factor associated with keeping state-of-the-art hardware. Keeping up with the

technology of the Internet is an expensive undertaking. BEST Incubator needs to balance

technology needs with the other needs of the business. One aspect of the business can't be

sacrificed for the other.

6.1.3 Opportunities

BEST Incubator

1. Growing population of daily Internet users. The importance of the Internet almost equals that

of the telephone. As the population of daily Internet users increases, so will the need for the

services BEST Incubator offers. 2. Social bonds fostered by the new Internet communities. The Internet is bringing people from

across the world together unlike any other communication medium. BEST Incubator will

capitalize on this social trend by providing a place for smaller and local Internet communities to meet in person. BEST Incubator will grow some of these communities on its own by establishing

chat areas and community programs. These programs will be designed to build customer loyalty.

6.1.4 Threats

1. Rapidly falling cost of Internet access. The cost of access to the Internet for home users is

dropping rapidly. Internet access may become so cheap and affordable that nobody will be

willing to pay for access to it. BEST Incubator is aware of this threat and will closely monitor pricing.

2. Emerging local competitors. Currently, BEST Incubator is enjoying a first-mover advantage in

the local cyber-cafe market. However, additional competitors are on the horizon, and we need to be prepared for their entry into the market. Many of our programs will be designed to build

customer loyalty, and it is our hope that our quality service and up-scale ambiance won't be easily

duplicated.

6.2 Competitive Edge

ABBE BEST Incubator has the ability to provide internal and external customers with high-

quality scientific and business conferences year round at competitive pricing while providing a valuable service to the community. We are able to provide this value because we have a pre-trained

workforce of students/entrepreneurs are enrolled in the entrepreneurship training program and have

training in research commercialization preparation and have food handler's cards. This work experience will provide students with transferrable skills that help facilitate their transition from

school to work and provide an excellent public relations position for ABBE BEST Incubator. The

instructors of the entrepreneurship program are experienced business owners who will bring practical

business management know-how to the business and serves as a role model to the entrepreneurs in the

program.


Page 19


As our organization is a business development center, which experiences a constant flow of

entrepreneurs through its classes, the workforce of ABBE BEST Incubator will be constantly changing as well. This presents a challenge to the permanent staff to maintain the same high levels of

customer service and quality that our customers demand, despite having an entirely new staff

assistants every nine weeks. However, we are confident that our teachers and staff members are

committed to the success of this project. In addition, each class of entrepreneurs is quite small, which

allows adequate supervision and quality control over the products created.

6.3 Marketing Strategy

ABBE strives to be the premier provider of research development commercialization pipeline, health

care therapeutics product development, downtown corporate networking meeting place for biotech and biomed organizations.

The marketing strategy attempts to successfully communicate the unique value the program offers to

customers. This strategy builds on the focus of high-quality corporate meetings to the benefits that entrepreneurs and biomedical technologist gain from involvement in the program. The marketing

strategy will continue to identify the needs of the corporate market and to communicate with this

audience in the most effective and positive manner possible.

Ongoing efforts continually attempt to understand how ABBE can maintain the quality and integrity of the program within the finite financial resources of customers and the costs of supplies and labor.

This challenge is increasing. As costs continue to increase in a number of areas, the demands and

expectations of the customers do as well. ABBE will constantly work to better our service through

improvement and changes in its structure and implementation. Quality and efficiency are just two goals of these changes. The business manager, entrepreneurship instructor and BEST Incubator

director play key roles in ensuring that the ABBE continues to grow and succeed.

The growth strategy is based on continued attention to the quality of the entrepreneurs and

biomedical technologist and other customer's experience in conjunction with identifying opportunities to expand the researcher's participation in the program. Future changes in key areas, such as the

facilities used for experiments preparation as our customer base grows will present considerable

challenges for all aspects of the program.

6.4 Fundraising Strategy

ABBE is committed to balancing its operating budget and operating on a solid financial foundation. These efforts are based on a mixture of revenues from ABBE events, fundraising, partnerships with

local businesses and charitable gifting. Just as revenues are tracked, internal expenses will be closely

monitored. BEST incubator is intentionally emphasizing the need to reduce reliance on donation-

based revenues and looks toward revenues from incubation businesses to support the program. Indeed, our goal is to become self-sustaining, involving our clients in the process of maintaining a

profitable and competitive entrepreneurial venture that benefits our community. This is a considerable

challenge, due to the number of local competitors, the size of the program and the unpredictable costs

in areas such as nanomedicine, cancer, and stem cell therapeutic research.

6.4.1 Funding Forecast

Sales for year one are based on internal BEST Incubator clients only. We plan to double this number

in year two as we expand our business to serving external customers, especially other nonprofits.


Page 20


Finally, in year three, we plan to expand to serving the community at large, including retail

customers.

Funding resources primarily come from business development assistance, educational programs, lease/rental office and laboratory space revenues for research commercialization. Part time instructors

teaching for three hours a day, four days a week in an afternoon class shift of twenty-five to thirty-

eight learners would provide revenues of approximately $2600/month. In March of 2012, we plan to

receive funding from various Trust and research grants that we are in the process of completing their due diligence. We have been successful in applying for grant funding in the past and are very

optimistic about receiving this type of funding in the future. Revenues will be brought in for our

entrepreneurship curriculum instruction is not included in this calculation as they will continue to be

taught with or without the launch of incubator.

6.5 Milestones

BEST Incubator is the best place to start and grow a high growth business in the Atlanta area. We help

our customers discover and test the potential of their dream and chart a pathway to realize their vision in

biomedicine and technology. The journey starts by drawing on our collective expertise and extensive

experience to deliver the right thing at the right time, in a co-ordinated fashion.

We use standard assessments and systems to do this including –

Developing and refining business strategies that will drive growth and success; Bringing a leadership team together to regularly assess where the business is at;

Reviewing progress against the business plan and key milestones set for the business;

Determining the next key milestones for the business; and Marshalling BEST Incubator’s capabilities, resources and connections to help achieve the next

stage of development for your business.

Table: Milestones

Milestones

Milestone Start Date End Date Budget Manager Department

ACQUISITIONS

Research Facilities 11/14/2011 11/23/2011 $90,000,000 Harris Holdings Land Development

Research Park 11/14/2011 11/23/2011 $20,000,000 Harris Holdings Land Development

Entrepreneur Centre 12/04/2011 12/12/2011 $12,000,000 Harris Holdings Land Development

CONSTRUCTION

Research Park 12/20/2011 03/23/2015 $150,000,000 Nexus Group Construction

RENOVATIONS

Research Facilities 01/14/2011 08/23/2011 $125,000,000 Brown Construction Construction

Entrepreneur Centre 01/24/2011 09/18/2011 $25,000,000 Liquid Designs Construction

Totals $422,000,000


Page 21


7.0 Management Summary

The initial management team consists of the director of the BEST Incubator and the entrepreneur training instructors.

A part-time business manager will also be hired who is able to instruct an afternoon shift and who will manage the incubator business. Additional staff will come from the programs itself, consisting of five to ten trained business

owners with a sincere interest in the biomedical and biotech industry. Board of advisory volunteers will assist the

management team in making decisions regarding the operation of the business.

Personnel Plan


CEO $95,000 $95,000 $100,000 $105,000 $110,000

CFO $80,000 $80,000 $82,000 $84,000 $86,000 Instructors $70,000 $70,000 $75,000 $80,000 $85,000

Secretary $60,000 $60,000 $62,000 $64,000 $66,000

Total People 5 5 8 10 15

Total Payroll $305,000 $305,000 $319,000 $333,000 $347,000


Page 22



Page 23


Chart: Milestones


Page 24



Page 25


1. Project Start-up Funding Amount: $500,150,000

Table: Start-up

Start-up

Requirements

Start-up Expenses

Legal $30,000

Stationery etc. $5,500 Insurance $15,000

Rent $0

Computers & Servers $21,000

Other $20,000 Total Start-up Expenses $70,500

Start-up Assets Cash Required $150,000

Start-up Inventory $0

Other Current Assets $0 Long-term Assets $500,000,000

Total Assets $0

Total Requirements $500,150,000

2. Total Project Funding Amount: $500,150,000 + 422,000,000 = $922,150,000

Milestones

Milestone Start Date End Date Budget Manager Department

ACQUISITIONS

Research Facilities 11/14/2011 11/23/2011 $90,000,000 Harris Holdings Land Development Research Park 11/14/2011 11/23/2011 $20,000,000 Harris Holdings Land Development

Entrepreneur Centre 12/04/2011 12/12/2011 $12,000,000 Harris Holdings Land Development

CONSTRUCTION

Research Park 12/20/2011 03/23/2014 $150,000,000 Nexus Group Construction

RENOVATIONS

Research Facilities 01/14/2011 08/23/2011 $125,000,000 Brown Construction Construction Entrepreneur Centre 01/24/2011 09/18/2011 $25,000,000 Liquid Designs Construction

Totals $422,000,000


Page 26


APPENDEX

3. Projected Time-Line for Funding: November 2011 – October 2015

4. Project headquarters Street Address:

P.O. Box 1371 5000 Beth Street

5. Atlanta, GA 30301-1371 Douglasville, GA 30135

6. Location(s) of Project: Downtown – Midtown Atlanta

7. Telephone Number: (404) 389-7725

8. Fax number: (877)5758 589-

9. Primary Email Address: [email protected]

10. Alternate Email Address: [email protected]

11. Skype I.D.: (678) 603-4393

12 Website: Under construction

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