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Supermarket Business Plan Template | Free Business Plan Software

Supermarket Business Plan Template

 

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


Are you:

  • Starting a new business?
  • Considering expanding your business and need a plan to raise capital from lenders or investors?
  • Wouldn't you like an easy and proven way to develop a high quality business plan?

This guide features a complete business plan template with step by step instructions on how to plan and start your new business. This fill-in-the-blanks template includes every section of your business plan, including your Executive Summary, Company Analysis, Competitive Analysis, Marketing Plan, Operations Plan and Financial Plan. This is must-know must-do information; ignore it and you stand a good chance to fail (a similar template is sold elsewhere for $69.95).

The Business Plan Template will help you figure out if your new business idea could actually be turned into a viable business, it serves as a blueprint for your successful startup. A wise man once said: "If you're not sure where you are going, you're liable to end up someplace else". Here are the strategies and techniques that will help make sure you're on the right track.

Here's how this system will benefit you:

  • Discover how to develop a business plan that will make bankers, prospective partners and investors line up at your door.
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  • Insider secrets to getting your business loan approved.
  • Detailed, simple-to-follow instructions to quickly and painlessly create your entire business plan.
  • This template was successfully field tested with numerous entrepreneurs, banks and investors.

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1. A Word Doc Version of the Business Plan Template

You get a Doc version of the Business Plan Template so you can easily edit and modify it to meet your own specific needs (compatible with most word processors).

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Use it to create the financial projections, graphs and tables required for a business plan. This includes: start-up expenses, market analysis, sales forecast, personnel plan, financial projections and more.

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4. Business Financial Planner (a $40 Value)

This is an easy to use Excel based software program. It is a multi featured financial management program that will help you do the following:

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Who Am I and Why I'm Qualified to Give You Business Advice

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.

This is backed up by my own experience. In my 31 years as a business coach and consultant to businesses, I've seen practically dozens of business owners fail and go under -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work. And that is where this template can help, it will teach you how to avoid the common traps and mistakes and do everything right the first time.

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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

Supermarket 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.

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

 

 

 

 

 

 

 

 

 

2010

2011

2012

2013

2014

 

Potential Customers

Growth

 

 

 

 

 

CAGR

Mountainair residents

3%

1,736

1,788

1,842

1,897

1,954

3.00%

Tajique

3%

474

488

503

518

534

3.02%

Willard

3%

240

247

254

262

270

2.99%

Punta de Agua

3%

469

483

497

512

527

2.96%

Torreon

3%

298

307

316

325

335

2.97%

Manzano

3%

60

62

64

66

68

3.18%

New Residents

3%

30

31

32

33

34

3.18%

Total

3.00%

3,307

3,406

3,508

3,613

3,722

3.00%

 

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.

BUSINESS PARTICIPANTS
The grocery industry is extremely competitive with the rise of hyper marts, convenience stores, and food/drug stores all competing for the same customers.  This presents even greater challenges for small town grocery stores to compete with the larger chain stores.  In order to compete, stores oftentimes cut costs; however, smaller grocery stores have limited profit margins and room to cut costs in order to remain profitable. 

Ready-to-eat items and niche markets (ethnic, natural/organic) are a prime growth area for supermarkets. 

Supermarket success is dependent upon economic conditions, as changes in consumer spending and market conditions affect profitability.

DISTRIBUTION PATTERNS
Small community grocery stores must be a part of a larger distribution network.  Depending upon the area of the country, there are regional distributors that will service their stores.  As in the case of COMPANY NAME, a regional distributor in Albuquerque provides bi-weekly service to the market.  Grocery orders are placed with General Distributors, Inc. (GDI)) twice weekly and products are delivered on Monday/Wednesday the following week. 

Rather than purchase every product from the distributor, if available, the owners of COMPANY NAME have partnered with other local distributors to provide fresh produce, meats, cheeses, and natural organic products for the community. 

A major factor in deciding to pursue the purchase of the grocery store was sustainability.  Because food is an item that everybody must consume, the owners determined that in poor economic times a grocery business will still be profitable, all be it, not as profitable as it could be in good economic times, thus, the decision to purchase this type of business (rather than restaurant).  In other words, the food industry is not impervious to peril; however, if you run the business well, you will sustain tough economic times and larger competition.  Small community grocery stores are similar to larger chains, in that, you are connected to a distribution warehouse to provide you with product.  There are several grocery distributors in the US.  You just need to identify a distributor that provides service to your community.  Start up costs was a factor in determining the grocery distributor.  Several require certain upfront costs and a commitment of certain $$ amount of weekly service, the owners selected General Distributors, Inc. out of Albuquerque to provide bi-weekly service to the community market.  The proximity and lower service fees were a contributing factor.  Summarizing, a grocery store must be a part of a larger distribution network to receive product deliveries. 

Consumers purchase products based on cost, availability, freshness, and convenience.  Certainly it is convenient to have a local grocery store rather than commute 45 miles to the nearest Wal-Mart or other large chain store.  On the other hand, items will be priced somewhat higher.  A number of factors will determine the higher cost.  1) a small town grocery store does not have the turnover volume of a larger food chain; 2) products are purchase via possibly several middle handlers that all need a piece of the financial pie (larger chains will work directly with manufacturers that cut out middle handlers); and 3) space is limited to carry only items with rapid turnover, thus limiting product selection.

Major competitors in the area are Wal-Mart, Albertson's, Smith's, Lowe's, Family Dollar, and Costco/Sam's.  Although a small community grocery store cannot begin to compete with the larger chains, there are two other small community grocery stores that are similar to COMPANY NAME.  Sturgis Market and Moriarty Foods are similar in size and have similar competitors

Because the community is primarily of lower socioeconomic status, price is a major factor in their product selection.  If the price is right, the consumer will purchase the product.  Bi-monthly sales have helped the market attract more local customers.  To some consumers in the community, name brand is important.  However, majority of consumers are accustomed to store brand and will purchase it for cost.  The nearest grocery store is approximately 40 miles from Mountainair. 

MAIN COMPETITORS
Although the following chains are a significant competition, a small community grocery store cannot even begin to compete with the large chains.  Thus I prefer to compare COMPANY NAME to smaller community grocery stores such as INSERT NAME(s).  However, most consumers shop at the larger national chains. 

Wal-Mart – A national chain with direct and volume purchasing power.  Lower cost and brand image is a significant strength.  A weakness is that they manufacture products in China, which to several consumers is a detriment.  They have own their own brand, which can be offered a much lower pricing that other store brand products.  Wal-Mart is a huge impact not only to the small community stores, but also the larger chains that compete in the same market.  Shopping experience is a factor for the consumer.  Strategy appears to be that of matching any competitor’s price. 

INSERT NAME(s) - A national chain with direct and volume purchasing power and offer most every product that is available for purchase. 

Costco/Sam's Club - A national chain with direct and volume purchasing power to offer bulk items at competitive pricing. 

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