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Grocery Store Business Plan Template | Free Business Plan Software

Grocery Store Business Plan Template
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Get a Professional Grocery Store Business Plan Template Plus 6 Valuable Free Bonuses - for Less Than the Cost of a Starbucks Coffee

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My name is Meir and I'm the creator of this business plan template toolkit. According to Dun & Bradstreet, 90% of all business failures analyzed can be traced to poor management.

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Here's the Business Plan Template's Table of Contents:

1.0 Executive Summary
1.1 Objectives
1.2 Mission
1.3 Keys to Success
2.0 Company Summary
2.1 Company Ownership
2.2 Start-up Summary
Table: Start-up
3.0 Products and Services
4.0 Market Analysis Summary
4.1 Market Segmentation
Table: Market Analysis
4.2 Target Market Segment Strategy
4.3 Service Business Analysis
4.3.1 Competition and Buying Patterns
5.0 Strategy and Implementation Summary
5.1 Competitive Edge
5.2 Marketing Strategy
5.3 Sales Strategy
5.3.1 Sales Forecast
Table: Sales Forecast
5.4 Milestones
Table: Milestones
6.0 Management Summary
6.1 Personnel Plan
Table: Personnel
7.0 Financial Plan
7.0 Financial Plan
7.1 Start-up Funding
Table: Start-up Funding
7.2 Important Assumptions
7.3 Break-even Analysis
Table: Break-even Analysis
7.4 Projected Profit and Loss
Table: Profit and Loss
7.5 Projected Cash Flow
Table: Cash Flow
7.6 Projected Balance Sheet
Table: Balance Sheet
7.7 Business Ratios
7.7 Business Ratios
Table: Ratios

Other Business Plan Outlines and samples that may interest you:

Agriculture Assisted living Auto repair Bakery Bar Beauty salon Bed and breakfast Bookkeeping Boutique Bowling alley Carpet cleaning Car wash Catering Cattle farming Charity Cleaning Coffee shop Computer repair Construction Consulting Convenience-store Cupcake Daycare Dental Dog daycare Ecommerce Electrical Embroidery Engineering Farm Fashion Fast food Film Financial advisor Fitness center Flower-shop Food Food truck Franchise Frozen yogurt Furniture store Gas station Goat farming Grocery store Gym Hairdressing Hair salon Ice cream Insurance agency Interior design Internet Internet cafe IT Jewelry Landscaping Laundromat Laundry Law firm Magazine Manufacturing Microbrewery Motel-hotel Music Nightclub Nonprofit Nursery Online-retail Photography Pizza Plumbing Poultry farming Preschool Printing Private investigator Pub Real-estate Resort Restaurant Retail School Security company Service Software Spa Sports-bar Startup Supermarket Travel agency Trucking Vegetable-farming Website

Grocery Store Business Plan Market Analysis Summary Sample

Mountainair, NM is located approximately 70 miles from Albuquerque and 90 miles from Santa Fe, which is appealing to many home and property buyers who prefer country charm while being close to certain amenities.  Mountainair and the surrounding community consist of a diverse population.  In the 1950s/60s Mountainair was noted as the Pinto Bean capital, but due to drought and limited annual rainfall, the pinto bean farms have dwindled over the years.  A number of cattle and a few sheep ranches make up the majority of the surrounding community.  Mountainair has a local artist community, which attracts tourists and surrounding residents to the gallery and the annual Sunflower Festival.  Deer Canyon Preserve is a development on the outskirts of Mountainair with approximately 300 building sites for sale.  The development has attracted retired executives from around the US, who are building $500K + homes.  The remainder of the local community is primarily the lower socioeconomic status and requires government assistance for daily living expenses.  Surrounding communities of Punta de Agua, Manzano, Willard, Tajique, and Torreon commute to Mountainair to conduct business.

Nearest cities: Manzano, NM (13.3 miles) , Willard, NM (13.6 miles), Torreon, NM (16.8 miles), Tajique, NM (20.1 miles) , Punta de Agua, NM (7.4 miles)

4.1 Market Segmentation

Mountainair residents - This segment consists of the permanent residents with an average household size of 2.5 people.  The age ranges from infants to retirees with 57% being age 25 and older. Their average household income is $29,072.   

Punta de Agua residents - This segment consists of the permanent residents with an average household size of 3.1 people.  The age ranges from infants to retirees with 58% being age 25 and older. Their average household income is $27,777. 

Tajique residents - This segment consists of the permanent residents with an average household size of 3.1 people.  The age ranges from infants to retirees with 53% being age 25 and older. Their average household income is $38,453. 

Willard residents - This segment consists of the permanent residents with an average household size of 2.5 people.  The age ranges from infants to retirees with 71% being age 25 and older. Their average household income is $28,642. 

Torreon residents - This segment consists of the permanent residents with an average household size of 4.1 people.  The age ranges from infants to retirees with 35% being age 25 and older. Their average household income is $27,976. 

Manzano residents - This segment consists of the permanent residents with an average household size of 3.2 people.  The age ranges from infants to retirees with 60% being age 25 and older. Their average household income is $18,904. 

All market segments visit the store regularly for the grocery needs.  COMPANY NAME is open year round for the customer's convenience. 

With the economic downturn, real estate development has been extremely slow.  New Mexico is a prime area for green energy development. 

In 2009, a wind turbine farm was created just 15 miles from Mountainair, which created several temporary jobs and greatly benefited the community.  There will be another green energy firm developing later in 2010 and will provide approximately 30 permanent jobs for Mountainair and outlying community residents.  This new project and the short distance to Albuquerque and Santa Fe will attract potential families and increase the number of new residents in the community for a long time to come. 

 Table: Market Analysis

Market Analysis
















Potential Customers








Mountainair residents
























Punta de Agua
























New Residents
















4.2 Target Market Segment Strategy

Most residents in the target segments have become accustomed to driving to Belen, Los Lunas, or Albuquerque for most of their grocery, hardware, and other needs.  The larger chain stores such as Wal-Mart, Albertsons, etc. have attracted residents because of product selection, cost, one stop shopping, etc.  COMPANY NAME is used primarily as a secondary store for such items as a gallon of milk, bag of flour, or a loaf of bread.

When the owners purchased the COMPANY NAME in 2007, they immediately identified an eclectic community with a variety of needs such as, high end, gourmet, natural, organic, name brand, and low cost items.  It is challenging to identify the right mix of products to attract this eclectic audience, which is proof in and of itself there is a definite need for a local grocery store.  The significant increase in annual sales is a clear indication that the market has no difficulty attracting customers.  Once the local developments begin to accelerate, it will change the dynamics of the community and bring in new residents, therefore; the business will need to change and to accommodate the new residents for continued success.  

All market segments are equally important to the success of the store and must be targeted as segments that demand a marketing strategy.

4.3 Service Business Analysis

COMPANY NAME seeks to be a one stop shop for the local community, whether it be copying, faxing, shipping, or just daily shopping, we want local residents to know that we will be able provide for their diverse needs in a store with them in mind.

4.3.1 Competition and Buying Patterns

The customer base of COMPANY NAME is very diverse in that there is a group of general customers that just purchase store brand and national brand products, another group high end customer who request select gourmet products, such as capers, anchovies, specialty sugars, and the like and the cost for these items is approximately $150.00/month, and finally healthy choice customers who request a selection of natural/organic products, the cost for these items is approximately $2000.00/month.  In order to maintain our customer loyalty base and continue to increase sales revenue, we make these products available.  The community has become accustomed to these products and expects them to continue. 

Depending upon the size of the community, there may be several stores to choose from.  Larger communities, such as Albuquerque, have several larger chain grocery stores as well as smaller specialty/gourmet stores, whereas, a small community may have a single grocery store, or possibly two stores to choose from.

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