Update On Me

NO worries, folks. I am fine. I’ve just been busy. In fact, it doesn’t look as if I am going to be any less busy!

I was recently contacted by Carlos Casanova, legendary noisecore/hardcore frontman of Psycho Sin about teaming up to do his memoirs from his time in the 1980s punk underground. I have even offered to help him with his memoirs from his wrestling years as well.

I just released another book in the Alpha Triad/Deltalink International cycle and have been working on books 4 and 5 in The Morrow Family Saga in hopes that I can finally finish the first series and release all on a wider market. I want to finish series 1-4 before the end of the year, but maybe that is just wishful thinking.

I am also getting ready to release a film that I wrote the script and co-produced. I just finished with the posters to be used to advertise it. As soon as I receive the mp4 file, I will begin the process of making it available for those who want to stream it.

The production team that did this last film is getting ready to do another which I am involved in writing and co-producing as well. and we have at least a dozen more lined up behind that. So, until I can pause and continue the tale I began here….I will leave updates.

Just a reminder

For those who want to keep up with my entrepreneurial side, please feel free to visit the following blog. There are shared emails dealing with costs of different projects, what my future plans hold, and so on. in time, you will even be able to connect to the weebly site and buy goods…or I might try a social experiment and sell right from the blog…

https://jaytruebloodbooksmusicandmore.wordpress.com/2016/10/29/tee-shirts-hoodies-etc/

 

A small poll

I need some input here. I am thinking about creating some promo items and want to know what you, the reader,  would be most interested in.

The first idea is action figures depicting some of my characters from most of my books. Although I feel this could possibly draw a small crowd, I need to know whether or not there is interest.

The second idea is possibly having shirts and hoodies created with the book covers and/or characters on them or maybe other possible promo logos.

The third is posters.

The fourth is costumes.

I have other ideas, but these are the first four just to get things started.

The books/series’s I want to start with:

Angel of Death

The Faust Syndrome

A Month of Thanksgiving

Tales From the Renge

Later, I will explore the other stories and books. These are the ones I want to start with. Good idea? Bad Idea? Please give me a little verbal input. I would appreciate it.

New Updates…

I have just submitted The Morrow Saga, Book Two: Dreams to Createspace for publishing.  Hopefully, they do not decide to have me send them a statement that all my books are first published here, because I would like to have it on the market before my wedding and big move.  Plus, I really don’t like repeating myself about where my books first appear. It just should not be a problem with them if it appears on my blog or not.

I will begin book three in a few days, thus publishing it for the first time here. You will be very privileged readers indeed. This next week is my last full week at the gas station. I will be serving my last day on the 20th due to getting ready for the hand fasting, and having to be free to go to my wife’s graduation soon thereafter. We also want to be moved by June 1st or thereafter, so I still have a ton of packing to do.

In the meantime, I am trying to start an online business which I hope to be able to connect to a brick-and-mortar business where we (my wife and I) are moving. Ultimately, this business will include everything I have begun to build plus other projects not yet begun. I want to begin a book and music/movie store to promote those who are struggling to make a name for themselves. (including myself)

But first, I have to find a way to buy enough of my own books to put out at a couple of places that will allow me to set a few books out to sell. For those I leave behind in the area, I will arrange for my mother to pick them up and replenish stock. The hardest decision to make is which books to set out where.

A New Development

I went to my meeting tonight. While things may be looking up, it is going to take a while for me to get my business up and running. While I would love to have it going by the beginning of the New Year, it may take a lot longer than I really want it to. though it is exhilarating to know that they are doing all they can, it is frustrating to know that something that should have been six years ago is still stalled at the starting gate. But what can you do?

On the other hand, this was the reason I only got 1000+ words done for NaNo. It is also the reason I can only give you one chapter of A Month Of Thanksgiving. I actually started the chapter for Month before I went to the meeting. I just now finished it.

I promise, I will do more tomorrow. right now, my brain is crying out for sleep. So, I will continue it all in the morning.

New Ideas on Ethics: Being the First to Sacrifice

New Ideas on Ethics: Being the First to Sacrifice

In my first article, I introduced you to some of the “new” ethics concepts. The first of these, though I put it near the end of my list of facts, is management’s being the first to make sacrifices in a time of corporate crisis. This is known as being fiscally responsible. It also goes hand-in-hand with never paying one self any more than you believe your employees to be worth.
If this last point was in use, then there would be less use to make unnecessary sacrifices to keep your business from failure, and most slumps could be faced with a surety that the company would not fail because there would be enough past profits left in the bank account to keep it running through any hard times. Unfortunately, too many within top management believe that, in a time of prosperity, they can afford to take pay raises and soon these raises drain the company’s reserves and when crisis hits, they have grown too accustomed to their high salaries and refuse to see that they need to make the first cuts in their own pocket books.
After all, a company is only as good as those who are in charge. If they do not take enough care to establish a solid account for the business, then the business is doomed to fail. I don’t care how prosperous it had been before the crisis, it will fail. But, if the top management are always aware that a crisis could arise at any time, even after massive success, and wipe their company out, then they will be careful to build the company coffers up first and forego any raises in their salaries.
With this said, a salary should never exceed $100,000 per year for any. This keeps them on equal footing with their employees and keeps them humble enough to understand that tomorrow’s fortunes are never assured us. All we have is today’s success or failure, no more and no less.
If this fiscal responsibility is put into practice, there should never be a need to cut jobs or production. If all top salaries are kept relatively low, then most of the profits are going back into the company to bolster and strengthen it. Let’s examine this idea with the following order of how things should be done.

1. Pay all bills. This includes loans, investors, and running costs.
2. Pay all employees. Yes, this also includes top management, but not huge salaries. Never pay management more than what the average worker is making. If they want top salary, they must make sure they are also willing to risk sinking the business by paying everyone the same salary they are wanting to give themselves.
3. Community involvement. This is whatever organization you wish to associate your company with.
4. The majority of the profits should go straight back into the company it self. This will ensure that you still have your job 5-20 years down the road.

Fact: a fiscally responsible management team realizes that company will either succeed or fail based on what they demand as a salary. In a time of crisis, it is their salary, not the common worker, that costs the company the most. The view of one standard of pay, across the board, for all, is a policy that will see any company through any hard times that come its way.
Fact: a fiscally responsible management team understands that the bills always come first. Running a business is a lot like running a household. The bills always must be paid, or nothing can get done. Among these bills, other than utilities, are contracts with suppliers, investors (if your company is publicly traded or if you opened your business with outside help) and lenders who have put money into your business, taxes, advertising, and internet marketing just to name a few.
Fact: fiscally responsible leaders will lead by example and be able to help their employees make sound financial decisions through setting an example in the company first and in their own behavior second. In this, I mean that a company that offers profit sharing options, a 401K, and anything else that makes good business sense is going to have financially stable employees as well as management. At the same time, the employees will feel as if they are part of a team, not just a name in a file. Many new companies are already beginning this trend of “sharing” and are finding that their employees tend to be much happier and feel more fulfilled as workers.
Fact: fiscally responsible leaders realize that their workforce is their most valuable resource. Without it, they would have no company, and thus, would not have the success they have. Employees should never be the first option in crisis as what to cut back on and the first to be listened to when there is a need. The only reasons to let an employee go, and it should never be just an excuse or unfounded, is either for theft and the inability or unwillingness to follow rules or do their job. Laying off workers should never cross a responsible employer’s mind unless everything else has been tried and there is no saving the business. Yet, if most of the business’ profits are constantly being re-invested into the business, then you should never enter a point of no return.
Fact: fiscally responsible leaders will see that it is more important to take care of the health and well-being of their workforce than it is to save by not offering health coverage.
Fact: fiscally responsible leaders never look for shortcuts. Relocating jobs should never ever be an option. Neither should finding cheaper labor or using temporary staffing services. Fiscally responsible leaders know these are a waste of money and time. They know that shortcuts end up costing more in the long run that just simply sticking with the workforce you already have.
Fact: fiscal responsibility means that you never pay yourself more than you pay your workers. A flat salary, across the board, is more fiscally sound than paying out millions on a bunch of desk jockeys who have no clue how to run anything in the company.
Fact: a fiscally responsible leader works alongside his or her main work force and has an intimate knowledge of how everything in the company works. It is only common sense to know your system so that you know what changes can and can not be made to it. Sitting behind a desk and dreaming up ideal changes is not keeping in touch with how your company runs. It is dreaming of things that won’t work. Only by knowing can you make informed decisions.
Fact: fiscal responsibility heralds a strong and successful company that is sure of its place in the market. It ensures that the company, and her employees, will remain active for decades, not just a few years. In essence, it will keep the company stable even when others are unstable. It will keep work going for those who depend on it for their livelihoods, including the management.
Fact: fiscally responsible management always listens to their workers. Sadly, all too often, management loses touch or stops caring about their employees and make useless changes that only serve to hamper and impede progress, then begin letting go of staff who can not make it work instead of abandoning the notion that their new process will work. They stop listening to the feedback given by their people and start thinking that they alone hold the answers. It is at this point that they have already wasted more money in wasting the time they have vainly fought to keep a change in place. They have cost their company precious time and money in enforcing something that does not work.
When management listens to their workers, they can form conclusions based on multiple viewpoints and decide whether a change is worth keeping or if it would just save time, effort, and money to go back to the original way of getting the job done.
Armed with these facts, we should-then-be able to better manage a business. When we fail to change how we view things, we fail to progress. Without progress, we are doomed to fail. To put it another way, if we do not learn from the mistakes of those who came before, we are doomed to repeat them.

Ideas In Business

IDEAS IN BUSINESS: INTRODUCTION
By Jason L. Peterman

Entrepreneur: a person who organizes and manages a business undertaking, assuming the risk for sake of the profit. (Webster’s New World Dictionary)

According to Webster, I am an entrepreneur. I have decided to organize and manage my own business. In a way, I seek to profit from it, but not exactly in the same ways as the traditional sense. I want to see it successful both as a business and as an ideal. Personally, I do not want to profit from the running of the business as much as I want to profit from remaining completely immersed in it, doing different tasks within the business rather than being paid to keep a seat behind a desk warm.
Let me elaborate. So many CEOs get paid millions of dollars for being desk jockeys. They sit and crunch the numbers, never realizing that the millions they get paid for being the top of the food chain should be put back into the business. No, I am not claiming that all of it should, but the vast majority should. Why? Because those millions should be for the preservation of the company, not the preservation of a decadent and showy lifestyle. Business could use with a little modesty. Modesty in top salaries. Modesty when dealing with the public.
I am not recommending that there should be enacted an austerity clause into every top management pay. But lack of profit is equal in proportion to the excess that goes into each top management salary. Let me ask a question: who suffers most from these extravagant salaries? It isn’t the people being paid the salary. No, it is the worker who ensures that the company still has products to sell or services to render.
My point? Simple. No one in business management is worth millions. No one. My solution? Cut the top salaries to sustain the business. Raise lower worker wages to encourage harder work. Supply health and retirement benefits for all, not just those at the top.
The number one reason that most businesses fail? Gluttonous misappropriation of profits. What does this mean? Simple. Each “successful” business that has either folded or who had to ask the government for bailout money during the last recession had one thing in common.
What was that one thing they had in common? Simple. Their CEOs and top management were making well over $1million in yearly salaries for mismanaging the business. In some instances, the CEO-alone-was making $4.5 million or more and was making errors in judgment where projects and/or products were concerned. These company heads had severance packages worth even more than that. Even worse, they were allowed to keep those severance packages and salaries even after they were given bailout money. And they were still paid, after their companies-if their companies- went under. This should not have been allowed, ever. They ran their companies into the ground, they should have taken the biggest hit, financially.
As an entrepreneur, I set out to figure out how best to solve this discrepancy. Even when I found an answer, I was criticized for not thinking about those who have earned their level of pay. Why? Because I expressed that a company should do one simple thing: offer a single, across the board salary set at a level that is actually $15,000 more than was expected by a CFO candidate early on in my attempts to start my business. His desire was for $100,000 a year. Ok, why not offer all a salary of $115,000 per year? No one is getting more than anyone else at this level and it offers a good incentive to work hard, no matter what position they hold.

At this point, you’re probably saying “but hold on! What about you, the owner and CEO?” As CEO, if I were to put myself under this salary, would make no more than the man or woman in distribution or in duplication/manufacturing. But I will not be on salary.
Why? For several reasons. First, I am a writer. I will be making money off books and articles. Second, I am an actor. I will be making money from roles I play or shows I am involved in. thirdly, I am a musician. I will be making money off every CD I release and every concert I perform. I could go on here, but you get the picture.
You’re probably saying now “but wait, you’ll still be making more than your employees. True, but I will also give them the same opportunities. As you have probably figured out by now, I am trying to open my own entertainment company.
So what exactly goes into an entertainment company? What do they sell? What is their market?
Let’s take time to break the company down. I suppose I should clarify that I want to build an entertainment PRODUCTION company as opposed to entertainment management, promotion, or agency. Of course, with production, there is a little of the others, but I am not simply promoting or recording…or even filming. I am also selling, distributing and finding the components that go into film, television, and music.
I simply term my company and entertainment company, since I want to do more than just produce. My company includes every aspect: the production, the distribution, the promotion, the discovery of the talent, the educating of the next generation on the industry.
This means that my products are simply stated as follows: for music, CDs and online music sales; for film, theatrical releases of movies, DVDs and online streaming; for television, the production and broadcasting of television programming as well as online streaming and marketing to other broadcasting companies; radio, production of programming, broadcast and marketing of that programming; and for publishing-publishing music and entertainment related magazines, publishing music, publishing book and comic books, and the distribution thereof both in stores and online in every possible form.
I list this because when I submitted my two-year business projections, I was told that I did not list what my products were. Granted, I did not break it down this much, but I did break down the costs and the returns. My original breakdown was this: music, television, film, publishing, radio. If a company invests funds into these sectors, what does it usually sell? Maybe I see things more simply as those who try to match numbers with traditional ideals. I am involved in the industry, so I know what I am selling under those headings. I go and buy DVDs. I go to the theater. I buy CDs. And, every now and then, I go to a concert. I know the cost of a ticket, a CD, a DVD, and even a download. Do I have to break even these costs down for a lender? I know I shouldn’t, if they have spent any time doing whatever the average consumer does, but it seems that this is what they expect. Just as it seems as if they expect a full break down of every aspect of a business so that they can understand exactly what kind of business it is.
I know, I seem to be ranting, but I am not. I explained, to the best of my ability within my simplified business plan, what I was going to be doing as a corporation. I also gave my biggest competitors: Universal Entertainment, DreamWorks, Fox, Imagine…I could have listed all of Hollywood, but only listed three or four companies. And, still, I could not get across what kind of company I am trying to start.
My projections were done with a conservative view on profits, putting them at the break-even level. Assuming that a movie, through ticket sales brings in $1million in sales weekly, and the company’s take is 10%, I multiplied this percentage (about $100,000 per film) times the number of films I intended to market to the public and distribute to the theaters. I had figured that I could easily license at least 5 films and 5 straight to DVD productions at first and build to low budget in-house productions after a certain length of time. This meant that I would also have to raise the actual budget at a certain time as well, but that was something I did not figure in right away. In the first six months, while the main facilities of the company are slated to be under construction, I intend to sign licensing agreements with producers and production companies that have market-ready films, thus cutting some of the costs of production.
Still, taking into consideration each possible mode of sales, it is easy to figure that a company can easily make back the investment they have made in a certain project or number of projects on a weekly basis and thus make a rather large profit in the end. Yet, after figuring this, and the estimates for all the other groupings (music, television, radio, and publishing) with every possible market as well, I found that it was possible to have double the profits weekly without compromising any.
In fact, I found, by the end of the projections, that I would be able to make more than I had originally projected in my less descriptive projections (I had done a standard two-year projection, but was asked to break things down more). At the end of my final projections, I included the following:
At the end of year one: repayment of investors, Iowa state tax, federal tax, benefits, community involvement funds, and family loan repayment.
At the end of year two: state taxes, federal taxes, benefits, and community involvement funds.
I did not opt for deferred taxes. If my projections are right, I didn’t need to. I did the full 60% for federal and a 7% for Iowa State. Even at this, I still came out ahead. Even with paying triple ($300,000,000 per $100,000,000 invested) what the investors would which equaled a $600,000,000 total for two investors (would rise to 900,000,000 for three, and so on.). So the full year-end totals looked like this:
Year one
Pretax total: $49,256,453,259.50
Year-end total after loans and investors paid: $48,656,258,259.50
Total after benefits: $30,656,258,259.50
Total after federal taxes (at 60%): $12,262,503,303.80
Total after Iowa State taxes (7%): $11,404,128,072.53
Total after community involvement: 304,128,072.53.
Community involvement would include such things as sponsored workshops, local and regional charities, scholarships, etc.
Year two
Pretax total: $ 207,998,700,353.10
Total after federal taxes (at 60%): $83,199,480’141.40
Total after Iowa State taxes (at 7%) $77,375,516,531.50
Total after community involvement: $7,375,516,531.50
Total after educational fund: $3,687,758,265.75
Total after benefits: $687,758,265.75
I thought this was both well estimated, even from a “break-even” stand point, and well thought out. I covered all the majors. Even the $115,000 salary per employee, which was broken down weekly, starting at the 100 employee level to start, then doubling as the projections showed I could…except in the second year projections.
But the microloan lender decided that these figures were “unbelieveable” and that they could not finance me due to this point. Perhaps they were confused as to what I was actually going to be doing. Perhaps they had thought that I was just simply opening another studio or promotions agency. I cannot begin to understand their reasoning. Whatever they were thinking, it was not a realistic view of my business or its capabilities.
Still, I am undaunted. Determined. Persistent. I am still searching for the one lender who will get the ball rolling for me.
Even though my credit is lacking, this should not stand in the way of some lender who can see the big picture instead of just the numbers. I have no credit, financially. What credit I might have had was destroyed by personal events that I have since learned from. It was also not allowed to grow due to the job market recession we just went through. I have had to endure seven years of nothingness, job-wise, and watched as countless jobs in my area have either folded or been turned into “temporary” work.
The problem with temp work is that you are only on the job for a week or less, then are without work for months. You can’t pay bills with that. You can’t build your credit on that. You can’t survive at all.
I am not whining, just telling the current status of my region and local area. When factories are not hiring, or are relying on temp services to fill jobs that won’t be there tomorrow, there is no work. There is no way to build credit.
This time, right now, to me, would be the perfect time for lenders to look for fresh and innovative business ideas and business plans. This would be the best time to start rebuilding America’s job market.
Yet, we have them still holding onto the traditional “let’s crunch the numbers according to the markets we are used to” mentality. No originality. No sense of adventure. No diversity in thinking.
Personal credit is seemingly always a key, as is equity. For someone struggling to get started, these are things they have precious little to offer. Especially someone who has had a less than stellar go of it to that point.
If your credit is bad, you lose. If you lack credit, you lose. If you don’t have enough revolving credit, you lose. Never mind what has taken place, or what the job market has been for the past six to seven years, to make your credit less than what they expect. Never mind the fact that you are trying to start a business so that you are gainfully employed.

Business Plan, The Conclusion: Historical Financial Data, Proforma Financial Sheet, Proforma Balance Sheet, Effects Of Investment

Before I begin, I must remark at how naive I was in the writing of this plan. I did not have accurate figures on cost of building, cost of employing labor, cost of internal (product, benefits, overhead) investment, or the really important figures I should have had. All I had to go on was an outdated book on building a recording studio and thought that it was the best guide to go by. The figures I am about to show you are all a bunch of crap. I was way out of touch and didn’t even know it. Perhaps, back in the 1990s, this plan could have worked. But it would have never even gotten anything started…except maybe the facility itself.

How do you give someone information that doesn’t exist? At least I tried.

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Historical Financial Data

All previous attempts to do business ended without any positive financial result. Though all articles of machinery were returned and both websites were shut down, there was much serious interest in our services.

Proforma Financial Sheet

Assumptions: none
Cash receipts: none
Rent: we will be building our own facilities
Construction: $16,000,000-$30,000,000 (est)
Utilities: 6120/yr (est)
Telephone: unknown
payroll: $19-100/hr
withholding: not yet determined
inventory: $20,000,000
Freight-in: unknown
Office supplies: unknown
Postage: unknown
Advertising: $100,000-$5.2 million
Professionals: Unknown
Commissions: 10% of total account
Insurance: yet to be determined
Travel and entertainment: Unknown
Research: n/a
Miscellaneous: unknown
State: 5% (actually 7%)
Federal: (left blank, but should have stated 25%)

We project that we will be able to generate sufficient capital from operations to meet our initial needs after the infusion of $100,000,000. However, our projections are in an industry that has never been fully addressed and are based upon current industry and market conditions and our own experience. Should profits not be up to projections, adjustments will be made in ordering and long term commitments decreased or postponed.

Proforma Balance Sheet

Cost Control

Our books will initially be maintained manually. DAE seeks at a future point to use a computerized accounting package to monitor our financial performance. This information be compiled at the end of each month for preparation of financial statements. Each month, these statements will be reviewed against our proformas and appropriate action taken to adjust costs of our budget. If we find that we are continually over budget, our first step will be to re-evaluate our markup on services and then to recheck our costs to make certain that we are obtaining the best possible prices.

Break Even Point

The following chart shows our break even point:
Profit/ Revenue/ fixed costs/ variable costs
$0 / 1,000,000 / 100,000 / 900,000

Effects Of Investment

The money invested in DAE will be used for the following purposes:
construction of proper facilities: $16,000,000-$30,000,000
equipment: 18,000,000-20,000,000
land: $1,000,000
Working capital: $60,400,000
inventory: 20,000,000

All figures herein are estimated costs. Construction and equipment costs estimates given by the representative at Crouse-Kimzey Corp. of Houston, Texas, A professional studio design and installation company. Estimate allows for the equipment, building, and installing for publishing division as well. I have allowed for a 10% margin of error on all estimates.

*******

*Deep Depressed sight*

No one knows how hard it is to give information that you don’t have. And to write all these stupid little lists. Although the estimate for building/equipment was a professionally given estimate, the rest was total BS. You can tell I wrote this last section late in the night. My figures were a little off.

*A sigh of relief*

Finally done with my old business plan. All umpteen pages of crap. Don’t worry, my current plan doesn’t have all this list crap in it. But before I give you that, I will post the added features I came up with, then the actual divisions of my company as I had it planned at the time. Out of this grew the current idea for the company.

This plan was also written before I began to realize that traditional business ethics was/is corrupt and the way corporations are run contribute to their failures. But that is for a future time.

Business Plan, Part 7: Pricing, Specific Markets, Market Size,and Location

Continuing on with my release of my first business plan, we head straight into the twilight zone (or at least the very mouth of the abyss) with the next sections. I have actually decided to put two pages of info into one post. And, included, are several more hated lists. *shudder* But it is amazing the torture you will endure to please those you have never met before.

*********
Pricing

Before we set a price for our services, we forecast (code for we’ll lie and give you a future figure or statement that we can’t guarantee)what our fixed monthly costs were going to be. We then determined what the market rate for comparable services were. At this rate, it was determined that for all but the lowest billing projections this service would turn a profit at this rate. However, since our service is unique and demands a higher level of expertise (yeah, right.), we felt that we should bill according to what each account includes within its respective contract.

Specific Markets

Market #1

History

The independent arts and entertainment community has enjoyed a steady growth over the last ten to twenty years (truth). This is due to many factors, not the least of which has been the increased interest in independent music and film as well as the increasing accessibility of basic recording technology which makes recording easier for the artist. In our proposed marketing area, there are twenty-five record labels and five confirmed recording studios. (Nationally, there are thousands of both.)

Entry Strategy

Over the past few years, I have noticed an increasing demand for full-service entertainment companies, not just for studios or distribution. Our computerized office will allow us to track client needs and customize contracted services accordingly as their needs grow.
We (again with the multiple crap) intend to attack this market through:
1. an all inclusive distribution/promotion package
2. scout out and find promising artists and entertainers
3. cater exclusively to independent labels/film companies and unsigned artists, writers and entertainers.

Market #2

History

The driving force behind the entertainment and arts industry has always been the audience. As with our experience in the independent entertainment/arts community, we have noticed a growing trend therein that suggests a greater awareness and desire to buy independently produced music and film.

Entry Strategy

As stated above, there has been a growing trend within the general population to aggressively seek out and purchase independently produced music and films. We have witnessed this boom first hand as we researched the plausibility of our own business and the final form it should take. We desire to help the audience acquire this independent entertainment and arts by making it more accessible through a larger selling venue. We intend to do this through:
1. an exclusive independent music, movies, books, visual arts, digital media mail order/online club
2. a proposed promotional (traditional) radio show
3. a proposed promotional magazine
4. a warehouse outlet store on the site of our studio complex lot.

Market Size And Share

The American market for entertainment and entertainment related services is estimated to be around $92 billion annually. A per person estimate is $7,000-$8,000 (2004 estimates, US Trade Commission). We estimate that we can achieve a 20-25% market share within 3-5 years. To compliment our domestic market, we are currently researching prospective international markets and our possible share within these as well.

Targeting New Markets

To continue growth, we will be using the following methods to expand our markets and increase our new areas of doing business:
trade shows
US government trade leads
State government trade leads
online prospecting
market surveys

Location

This business will be operated just off I-29 On State Highway 2. This location is desirable because:
1. it is a prime growing commercial community
2. can build to suit, negating need to pay rent
3. traffic flow is rated high (interchange of two major thoroughfares)
4. location is ideal and convenient for freight companies we might use to ship, our clients, and our employees.
5. Possible on-site expansion.
We will be purchasing the land and building proper facilities, up to code, and with special accommodations (according to state, local and federal laws) in mind.
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Notice all the lists? Every section, it seemed, had to have a list or the readers would not be satisfied. I am still wondering why. To me, they are unneeded and unwanted.

And all the bullshit. Don’t get me wrong, the data I used was current. The problem was that everything else was conjecture and…pretty much a lie told just to please potential investors. Why do they insist on this ugly tripe?

I had no one. I was the only person listed in the “Quick Bio” section. “We” was really me. No one else.

I couldn’t nail down a single person who wanted to come on board as “management” until I had money. And I had no money to offer. I couldn’t even secure a CFO, which I desperately needed to help secure funds, in order to sweeten the deal for the venture.

I had a lot of interest, but interest a management team does not build. Interest is just interest. And it passes rather quickly when the jobs do not materialize. And, in the end, I was still company-less.