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Printing Business Plan PDF Example

• February 29, 2024
• Business Plan

Creating a comprehensive business plan is crucial for launching and running a successful printing business. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your printing business’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a printing business plan, but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the service industry, this guide, complete with a business plan example, lays the groundwork for turning your printing business concept into reality. Let’s dive in!

Our printing business plan is meticulously developed to incorporate all vital elements essential for a comprehensive and strategic blueprint. It outlines the company’s operational workflows, marketing tactics, industry landscape, competitive analysis , management hierarchy, and financial outlook.

• Executive Summary : Offers a concise overview of the printing business concept, highlighting the market analysis , management expertise, and financial strategy.
• Facility & Operations : Discusses the location, size, and layout of the printing facility, including the types of printing equipment and technology used to provide services.
• Services & Prices : Details the range of printing services offered, such as digital, offset, and large format printing, along with pricing strategies.
• Key Stats: Offers statistics on the size and growth of the commercial printing industry, underscoring the ongoing demand for printing services.
• Key Trends: Highlights significant trends in the printing industry, including technological advancements, sustainability practices, and shifts towards digital printing.
• Key Competitors: Evaluates major competitors in the market, detailing their services and how the printing company differentiates itself from these competitors.
• SWOT Analysis : Conducts a comprehensive analysis of strengths, weaknesses, opportunities, and threats, offering strategic insights for the company’s growth.
• Marketing Plan : Specifies the marketing strategies designed to promote the printing services and establish long-term relationships with clients.
• Timeline : Sets key milestones for the printing company, outlining the path from startup to expansion and operational excellence.
• Management: Introduces the management team, highlighting their experience, roles, and contributions to driving the company towards its goals.
• Financial Plan : Forecasts the 5-year financial performance of the printing company, detailing expected revenue streams, profitability, and the financial strategy to ensure sustainability and growth.

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Executive Summary

The Executive Summary introduces your printing business’s plan, providing a succinct overview of your company and its offerings. It should outline your market positioning, the variety of printing services you provide, including digital printing, large format printing, and specialized printing solutions, as well as its location, size, and a snapshot of daily operations. 

This section should also delve into how your printing business will fit into the local market, including the number of direct competitors in the area, identifying who they are, along with your business’s unique selling points that set it apart from these competitors.

Moreover, information about the management and co-founding team should be included, detailing their roles and contributions to the business’s success. Additionally, a summary of your financial projections, including revenue and profits over the next five years, should be presented.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Dive deeper into Executive Summary

Business Overview

For a printing business, the Business Overview section can be efficiently divided into 2 main parts:

Facility & Operations

Briefly describe the physical setup of your printing facility, emphasizing its design, efficiency, and the technology-driven environment that ensures high-quality printing services. Mention the business’s location, highlighting its accessibility and the convenience it offers to clients, such as proximity to business districts or ease of delivery and pickup services. Explain why this location is advantageous in attracting your target clientele, including businesses, professionals, and retail customers.

Services & Pricing

Detail the range of printing services offered, from standard document printing to specialized services like large format printing, custom merchandise printing, and high-quality digital printing solutions. Outline your pricing strategy , ensuring it reflects the quality of printing services provided and matches the market you’re targeting. Highlight any bulk order discounts, business account deals, or loyalty programs that provide added value to your clients, encouraging repeat business and customer loyalty.

Make sure to cover here _ Facility & Operations _ Services & Pricing

Market Overview

Industry size & growth.

In the Market Overview of your printing business plan, start by examining the size of the printing industry and its growth potential. This analysis is crucial for understanding the market’s scope and identifying expansion opportunities.

Key market trends

Proceed to discuss recent market trends , such as the increasing demand for customized printing solutions, the growth in digital and 3D printing technologies, and the shift towards sustainable and eco-friendly printing practices. For example, highlight the demand for services that cater to specific customization needs, such as personalized marketing materials, custom packaging, and on-demand printing, alongside the rising popularity of green printing solutions.

Key competitors

Then, consider the competitive landscape, which includes a range of printing services from large-scale commercial printers to local print shops, as well as online printing platforms. For example, emphasize what makes your printing business distinctive, whether it’s through superior print quality, innovative technology, a wide range of services, or specialization in certain types of printing. This section will help articulate the demand for printing services, the competitive environment, and how your business is positioned to thrive within this dynamic market.

Make sure to cover here _ Industry size & growth _ Key competitors _ Key market trends

Dive deeper into Key competitors

First, conduct a SWOT analysis for the printing business, highlighting Strengths (such as advanced printing technology and a broad range of printing services), Weaknesses (including reliance on equipment that may require costly maintenance or the challenge of adapting to rapidly changing technology), Opportunities (for example, the growing demand for personalized and on-demand printing services), and Threats (such as digital media alternatives reducing the need for traditional printing).

Marketing Plan

Next, develop a marketing strategy that outlines how to attract and retain customers through targeted advertising, promotional offers, an engaging online presence, and partnerships with local businesses. Emphasize the importance of showcasing your unique capabilities, such as high-quality printing, fast turnaround times, or eco-friendly printing options, to differentiate your business from competitors.

Finally, create a detailed timeline that outlines critical milestones for the printing business’s launch, marketing initiatives, customer base growth, and expansion goals. This should include key phases such as establishing your facility, launching your website and online ordering system, initial customer acquisition efforts, and the evaluation of potential new services or technologies to keep your business at the forefront of the printing industry, ensuring the business progresses with clear direction and purpose.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Dive deeper into SWOT

Dive deeper into Marketing Plan

The Management section focuses on the printing business’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the printing business toward its financial and operational goals.

For your printing business plan, list the core team members, their specific responsibilities, and how their expertise supports the business.

Financial Plan

The Financial Plan section is a comprehensive analysis of your financial projections for revenue, expenses, and profitability. It lays out your printing business’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your printing business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your key assumptions (e.g. number of customers and prices, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

Privacy Overview

Print Shop Business Plan Template

Written by Dave Lavinsky

Print Shop Business Plan

Over the past 20+ years, we have helped over 500 entrepreneurs and business owners create business plans to start and grow their print shop companies.

If you’re unfamiliar with creating a print shop business plan, you may think creating one will be a time-consuming and frustrating process. For most entrepreneurs it is, but for you, it won’t be since we’re here to help. We have the experience, resources, and knowledge to help you create a great business plan.

In this article, you will learn some background information on why business planning is important. Then, you will learn how to write a print shop business plan step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is a Print Shop Business Plan?

A business plan provides a snapshot of your print shop business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategies for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for a Print Shop

If you’re looking to start a print shop business or grow your existing print shop company, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your print shop business to improve your chances of success. Your print shop business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Print Shop Businesses

With regards to funding, the main sources of funding for a print shop business are personal savings, credit cards, bank loans, and angel investors. When it comes to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to ensure that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for print shop companies.

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How to write a business plan for a print shop business.

If you want to start a print shop business or expand your current one, you need a business plan. The guide below details the necessary information for how to write each essential component of your print shop business plan.

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your executive summary is to quickly engage the reader. Explain to them the kind of print shop business you are running and the status. For example, are you a startup, do you have a print shop business that you would like to grow, or are you operating a chain of print shop businesses?

Next, provide an overview of each of the subsequent sections of your plan.

• Give a brief overview of the print shop industry.
• Discuss the type of print shop business you are operating.
• Detail your direct competitors. Give an overview of your target customers.
• Provide a snapshot of your marketing strategy. Identify the key members of your team.
• Offer an overview of your financial plan.

Company Overview

In your company overview, you will detail the type of print shop business you are operating.

For example, you might specialize in one of the following types of print shop businesses:

• Digital printing : This type of printing is one of the most cost-effective and fast printing processes available today. Electronic files and digital images replace the need for paper, press set-up and ink, which helps reduce the carbon footprint on the earth.
• Offset lithography printing: Used for magazines, circulars, brochures and books, this type of print shop specializes in larger volumes and includes traditional methods of binding.
• Screen printing: Any material that is not flat is a candidate for screen printing: shirts, hats, fabric bags, etc. Screen printing forces ink through a screening process that is replicated onto fabric or other materials used.
• 3D printing: This type of printing is performed through design, initiated by a computer program, followed by the print process in a 3D printer. The 3D printer is calibrated and outfitted with special plastics to fulfill the specifications of the 3D computer program.

In addition to explaining the type of print shop business you will operate, the company overview needs to provide background on the business.

Include answers to questions such as:

• When and why did you start the business?
• What milestones have you achieved to date? Milestones could include the number of printing projects completed, the amount of revenue earned, or reaching X number of clients served, etc.
• Your legal business Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry or market analysis, you need to provide an overview of the print shop industry.

While this may seem unnecessary, it serves multiple purposes.

First, researching the print shop industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your marketing strategy, particularly if your analysis identifies market trends.

The third reason is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your print shop business plan:

• How big is the print shop industry (in dollars)?
• Is the market declining or increasing?
• Who are the key competitors in the market?
• Who are the key suppliers in the market?
• What trends are affecting the industry?
• What is the industry’s growth forecast over the next 5 – 10 years?
• What is the relevant market size? That is, how big is the potential target market for your print shop business? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your print shop business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: individuals, schools, charitable organizations, corporations, and innovators.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of print shop business you operate. Clearly, individuals would respond to different marketing promotions than corporations, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the potential customers you seek to serve.

Psychographic profiles explain the wants and needs of your target customers. The more you can recognize and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other print shop businesses.

Indirect competitors are other options that customers have to purchase from that aren’t directly competing with your product or service. Stores that house copy machines or overseas service companies may be examples of indirect competitors. You will want to mention any direct competition, as well.

For each direct competitor, provide an overview of their business and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as

• What types of customers do they serve?
• What type of print shop business are they?
• What is their pricing (premium, low, etc.)?
• What are they good at?
• What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

• Will you provide bundled services including printing and binding?
• Will you offer large 3D printing projects that your competition doesn’t?
• Will you provide better customer service?
• Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a print shop business plan, your marketing strategy should include the following:

Product : In the product section, you should reiterate the type of print shop company that you documented in your company overview. Then, detail the specific products or services you will be offering. For example, will you provide cover design, book layout and digital printing to create a niche service for authors?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your plan, you are presenting the products and/or services you offer and their prices.

Place : Place refers to the site of your print shop company. Document where your company is situated and mention how the site will impact your success. For example, is your print shop business located in a busy retail district, a business district, a standalone office, or purely online? Discuss how your site might be the ideal location for your customers.

Promotions : The final part of your print shop marketing plan is where you will document how you will drive potential customers to your location(s). The following are some promotional methods you might consider:

• Advertise in local papers, radio stations and/or magazines
• Reach out to websites
• Distribute flyers
• Engage in email marketing
• Advertise on social media platforms
• Improve the SEO (search engine optimization) on your website for targeted keywords

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your print shop business, including answering calls, planning and providing printed items or 3D printed items, billing customers and assisting with maintenance of equipment, etc.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to book your Xth print project , or when you hope to reach $X in revenue. It could also be when you expect to expand your print shop business to a new city.

Management Team

To demonstrate your print shop business’ potential to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in managing print shop businesses. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing a print shop business or successfully running a small co-op of screen printers.

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement

An income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenue and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you see 5 new customers per day, and/or offer discounted packaged pricing? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets

Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your print shop business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a lender writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement

Your cash flow statement will help determine how much money you need to start or grow your business, and ensure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

When creating your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a print shop business:

• Cost of equipment and office supplies
• Payroll or salaries paid to staff
• Business insurance
• Other start-up expenses (if you’re a new business) like legal expenses, permits, computer software, and equipment

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your office location lease or a list of corporations on a monthly printing contract.

Writing a business plan for your print shop business is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will understand the print shop industry, your competition, and your customers. You will develop a marketing strategy and will understand what it takes to launch and grow a successful print shop business.

Print Shop Business Plan FAQs

What is the easiest way to complete my print shop business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily write your print shop business plan.

How Do You Start a Print Shop Business?

Starting a Print Shop business is easy with these 14 steps:

• Choose the Name for Your Print Shop Business
• Create Your Print Shop Business Plan
• Choose the Legal Structure for Your Print Shop Business
• Secure Startup Funding for Your Print Shop Business (If Needed)
• Secure a Location for Your Business
• Register Your Print Shop Business with the IRS
• Open a Business Bank Account
• Get a Business Credit Card
• Get the Required Business Licenses and Permits
• Get Business Insurance for Your Print Shop Business
• Buy or Lease the Right Print Shop Business Equipment
• Develop Your Print Shop Business Marketing Materials
• Purchase and Setup the Software Needed to Run Your Print Shop Business
• Open for Business

Where Can I Download a Free Business Plan Template PDF?

Click here to download the pdf version of our basic business plan template.

Our free business plan template pdf allows you to see the key sections to complete in your plan and the key questions that each must answer. The business plan pdf will definitely get you started in the right direction.

We do offer a premium version of our business plan template. Click here to learn more about it. The premium version includes numerous features allowing you to quickly and easily create a professional business plan. Its most touted feature is its financial projections template which allows you to simply enter your estimated sales and growth rates, and it automatically calculates your complete five-year financial projections including income statements, balance sheets, and cash flow statements. Here’s the link to our Ultimate Business Plan Template.

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Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success.  

Click here to see how a Growthink business plan writer can create your business plan for you.

Other Helpful Business Plan Articles & Templates

How to write a business plan for a printing shop?

Putting together a business plan for a printing shop can be daunting - especially if you're creating a business for the first time - but with this comprehensive guide, you'll have the necessary tools to do it confidently.

We will explore why writing one is so important in both starting up and growing an existing printing shop, as well as what should go into making an effective plan - from its structure to content - and what tools can be used to streamline the process and avoid errors.

Without further ado, let us begin!

In this guide:

Why write a business plan for a printing shop?

• What information is needed to create a business plan for a printing shop?
• How do I build a financial forecast for a printing shop?

The written part of a printing shop business plan

• What tool should I use to write my printing shop business plan?

Having a clear understanding of why you want to write a business plan for your printing shop will make it simpler for you to grasp the rationale behind its structure and content. So before delving into the plan's actual details, let's take a moment to remind ourselves of the primary reasons why you'd want to create a printing shop business plan.

To have a clear roadmap to grow the business

Running a small business is tough! Economic cycles bring growth and recessions, while the business landscape is ever-changing with new technologies, regulations, competitors, and consumer behaviours emerging constantly.

In such a dynamic context, operating a business without a clear roadmap is akin to driving blindfolded: it's risky, to say the least. That's why crafting a business plan for your printing shop is vital to establish a successful and sustainable venture.

To create an effective business plan, you'll need to assess your current position (if you're already in business) and define where you want the business to be in the next three to five years.

Once you have a clear destination for your printing shop, you'll have to:

• Identify the necessary resources (human, equipment, and capital) needed to reach your goals,
• Determine the pace at which the business needs to progress to meet its objectives as scheduled,
• Recognize and address the potential risks you may encounter along the way.

Engaging in this process regularly proves advantageous for both startups and established companies. It empowers you to make informed decisions about resource allocation, ensuring the long-term success of your business.

To get visibility on future cash flows

If your small printing shop runs out of cash: it's game over. That's why we often say "cash is king", and it's crucial to have a clear view of your printing shop's future cash flows.

So, how can you achieve this? It's simple - you need to have an up-to-date financial forecast.

The good news is that your printing shop business plan already includes a financial forecast (which we'll discuss further in this guide). Your task is to ensure it stays current.

To accomplish this, it's essential to regularly compare your actual financial performance with what was planned in your financial forecast. Based on your business's current trajectory, you can make adjustments to the forecast.

By diligently monitoring your printing shop's financial health, you'll be able to spot potential financial issues, like unexpected cash shortfalls, early on and take corrective actions. Moreover, this practice will enable you to recognize and capitalize on growth opportunities, such as excess cash flow enabling you to expand to new locations.

To secure financing

A detailed business plan becomes a crucial tool when seeking financing from banks or investors for your printing shop.

Investing and lending to small businesses are very risky activities given how fragile they are. Therefore, financiers have to take extra precautions before putting their capital at risk.

At a minimum, financiers will want to ensure that you have a clear roadmap and a solid understanding of your future cash flows (like we just explained above). But they will also want to ensure that your business plan fits the risk/reward profile they seek.

This will off-course vary from bank to bank and investor to investor, but as a rule of thumb. Banks will want to see a conservative financial management style (low risk), and they will use the information in your business plan to assess your borrowing capacity — the level of debt they think your business can comfortably handle — and your ability to repay the loan. This evaluation will determine whether they'll provide credit to your printing shop and the terms of the agreement.

Whereas investors will carefully analyze your business plan to gauge the potential return on their investment. Their focus lies on evidence indicating your printing shop's potential for high growth, profitability, and consistent cash flow generation over time.

Now that you recognize the importance of creating a business plan for your printing shop, let's explore what information is required to create a compelling plan.

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Information needed to create a business plan for a printing shop

Drafting a printing shop business plan requires research so that you can project sales, investments and cost accurately in your financial forecast, and convince the reader that there is a viable commercial opportunity to be seized.

Below, we'll focus on three critical pieces of information you should gather before starting to write your plan.

Carrying out market research for a printing shop

As you consider writing your business plan for a printing shop, conducting market research becomes a vital step to ensure accurate and realistic financial projections.

Market research provides valuable insights into your target customer base, competitors, pricing strategies, and other key factors that can significantly impact the commercial success of your business.

Through this research, you may uncover trends that could influence your printing shop.

You might find that customers may be increasingly interested in non-traditional printing options, such as vinyl prints, canvas wraps, and other specialty products. Additionally, customers could be looking for more eco-friendly printing options, such as recycled paper or water-based inks.

Such market trends play a significant role in forecasting revenue, as they offer valuable data about potential customers' spending habits and preferences.

By incorporating these findings into your financial projections, you can present investors with more accurate information, helping them make informed decisions about investing in your printing shop.

Developing the marketing plan for a printing shop

Before delving into your printing shop business plan, it's imperative to budget for sales and marketing expenses.

To achieve this, a comprehensive sales and marketing plan is essential. This plan should provide an accurate projection of the necessary actions to acquire and retain customers.

Additionally, it will outline the required workforce to carry out these initiatives and the corresponding budget for promotions, advertising, and other marketing endeavours.

By budgeting accordingly, you can ensure that the right resources are allocated to these vital activities, aligning them with the sales and growth objectives outlined in your business plan.

The staffing and equipment needs of a printing shop

As you embark on starting or expanding your printing shop, having a clear plan for recruitment and capital expenditures (investment in equipment and real estate) is essential for ensuring your business's success.

Both the recruitment and investment plans must align with the timing and level of growth projected in your forecast, and they require appropriate funding.

The staffing costs for a printing shop might include wages for a manager, customer service representatives, and production workers, as well as payroll taxes and benefits. The equipment costs might include the purchase of printing presses, paper cutters, computers, and software, as well as ongoing maintenance and upkeep of the machinery.

To create a realistic financial forecast, you also need to consider other operating expenses associated with the day-to-day running of your business, such as insurance and bookkeeping.

With all the necessary information at hand, you are ready to begin crafting your business plan and developing your financial forecast.

What goes into your printing shop's financial forecast?

The financial forecast of your printing shop's business plan will enable you to assess the growth, profitability, funding requirements, and cash generation potential of your business in the coming years.

The four key outputs of a financial forecast for a printing shop are:

• The profit and loss (P&L) statement ,
• The projected balance sheet ,
• The cash flow forecast ,
• And the sources and uses table .

Let's look at each of these in a bit more detail.

The projected P&L statement

The projected P&L statement for a printing shop shows how much revenue and profit your business is expected to make in the future.

A healthy printing shop's P&L statement should show:

• Sales growing at (minimum) or above (better) inflation
• Stable (minimum) or expanding (better) profit margins
• A healthy level of net profitability

This will of course depend on the stage of your business: numbers for a startup will look different than for an established printing shop.

The projected balance sheet of your printing shop

The balance sheet for a printing shop is a financial document that provides a snapshot of your business’s financial health at a given point in time.

It shows three main components: assets, liabilities and equity:

• Assets: are resources owned by the business, such as cash, equipment, and accounts receivable (money owed by clients).
• Liabilities: are debts owed to creditors and other entities, such as accounts payable (money owed to suppliers) and loans.
• Equity: includes the sums invested by the shareholders or business owners and the cumulative profits and losses of the business to date (called retained earnings). It is a proxy for the value of the owner's stake in the business.

Examining the balance sheet is important for lenders, investors, or other stakeholders who are interested in assessing your printing shop's liquidity and solvency:

• Liquidity: assesses whether or not your business has sufficient cash and short-term assets to honour its liabilities due over the next 12 months. It is a short-term focus.
• Solvency: assesses whether or not your business has the capacity to repay its debt over the medium-term.

Looking at the balance sheet can also provide insights into your printing shop's investment and financing policies.

In particular, stakeholders can compare the value of equity to the value of the outstanding financial debt to assess how the business is funded and what level of financial risk has been taken by the owners (financial debt is riskier because it has to be repaid, while equity doesn't need to be repaid).

The projected cash flow statement

A cash flow forecast for a printing shop shows how much cash the business is projected to generate or consume.

The cash flow statement is divided into 3 main areas:

• The operating cash flow shows how much cash is generated or consumed by the operations (running the business)
• The investing cash flow shows how much cash is being invested in capital expenditure (equipment, real estate, etc.)
• The financing cash flow shows how much cash is raised or distributed to investors and lenders

Looking at the cash flow forecast helps you to ensure that your business has enough cash to keep running, and can help you anticipate potential cash shortfalls.

It is also a best practice to include a monthly cash flow statement in the appendices of your printing shop business plan so that the readers can view the impact of seasonality on your business cash position and generation.

The initial financing plan

The initial financing plan, also known as a sources and uses table, is a valuable resource to have in your business plan when starting your printing shop as it reveals the origins of the money needed to establish the business (sources) and how it will be allocated (uses).

Having this table helps show what costs are involved in setting up your printing shop, how risks are shared between founders, investors and lenders, and what the starting cash position will be. This cash position needs to be sufficient to sustain operations until the business reaches a break-even point.

Now that you have a clear understanding of what goes into the financial forecast of your printing shop business plan, let's shift our focus to the written part of the plan.

Need inspiration for your business plan?

The Business Plan Shop has dozens of business plan templates that you can use to get a clear idea of what a complete business plan looks like.

The written part of a printing shop business plan plays a key role: it lays out the plan of action you intend to execute to seize the commercial opportunity you've identified on the market and provides the context needed for the reader to decide if they believe your plan to be achievable and your financial forecast to be realistic.

The written part of a printing shop business plan is composed of 7 main sections:

• The executive summary
• The presentation of the company
• The products and services
• The market analysis
• The strategy
• The operations
• The financial plan

Let's go through the content of each section in more detail!

1. The executive summary

The executive summary, the first section of your printing shop's business plan, serves as an inviting snapshot of your entire plan, leaving readers eager to know more about your business.

To compose an effective executive summary, start with a concise introduction of your business, covering its name, concept, location, history, and unique aspects. Share insights about the services or products you intend to offer and your target customer base.

Subsequently, provide an overview of your printing shop's addressable market, highlighting current trends and potential growth opportunities.

Then, present a summary of critical financial figures, such as projected revenues, profits, and cash flows.

You should then include a summary of your key financial figures such as projected revenues, profits, and cash flows.

Lastly, address any funding needs in the "ask" section of your executive summary.

2. The presentation of the company

In your printing shop business plan, the second section should focus on the structure and ownership, location, and management team of your company.

In the structure and ownership part, you'll provide an overview of the business's legal structure, details about the owners, and their respective investments and ownership shares. This clarity is crucial, especially if you're seeking financing, as it helps the reader understand which legal entity will receive the funds and who controls the business.

Moving on to the location part, you'll offer an overview of the company's premises and their surroundings. Explain why this particular location is of interest, highlighting factors like catchment area, accessibility, and nearby amenities.

When describing the location of your printing shop, you may emphasize the potential benefits of the area. You could highlight the area's access to a large customer base, its business-friendly environment, and its potential for growth. You might mention that the area has transportation links which could facilitate the delivery of goods, and is well-positioned to reach other markets. Additionally, you could point out the proximity to amenities such as restaurants, entertainment, and other services. Overall, you may present the area as an attractive destination for businesses that could realize a good return on their investment.

Finally, you should introduce your management team. Describe each member's role, background, and experience.

Don't forget to emphasize any past successes achieved by the management team and how long they've been working together. Demonstrating their track record and teamwork will help potential lenders or investors gain confidence in their leadership and ability to execute the business plan.

3. The products and services section

The products and services section of your business plan should include a detailed description of what your company offers, who are the target customers, and what distribution channels are part of your go-to-market. 

For example, your printing shop might offer services such as full-colour printing, large format printing, and custom design to its customers. Full-colour printing is an ideal choice for businesses that need to create promotional materials, such as brochures, flyers, and posters. Large format printing is perfect for producing banners, signs, and posters, and custom design can help customers create unique visuals with the help of a professional designer. All of these services are designed to help customers create marketing materials that will help attract more customers to their business.

4. The market analysis

When presenting your market analysis in your printing shop business plan, you should detail the customers' demographics and segmentation, target market, competition, barriers to entry, and any regulations that may apply.

The goal of this section is to help the reader understand how big and attractive your market is, and demonstrate that you have a solid understanding of the industry.

You should start with the demographics and segmentation subsection, which gives an overview of the addressable market for your printing shop, the main trends in the marketplace, and introduces the different customer segments and their preferences in terms of purchasing habits and budgets.

The target market section should follow and zoom on the customer segments your printing shop is targeting, and explain how your products and services meet the specific needs of these customers.

For example, your target market might include small businesses. This segment would include those who need high-quality printing services in order to create materials for their business operations, such as brochures, business cards, and flyers. Additionally, they may need more specialized printing services such as large-format printing or specialty papers.

Then comes the competition subsection, where you should introduce your main competitors and explain what differentiates you from them.

Finally, you should finish your market analysis by giving an overview of the main regulations applicable to your printing shop.

5. The strategy section

When you write the strategy section of your printing shop business plan, remember to cover key elements such as your competitive edge, pricing strategy, sales & marketing plan, milestones, and risks and mitigants.

In the competitive edge subsection, elaborate on what makes your company stand out from competitors. This becomes especially important if you're a startup, aiming to carve a place for yourself amidst established players in the marketplace.

The pricing strategy subsection should demonstrate how you plan to maintain profitability while offering competitive prices to attract customers.

Outline your sales & marketing plan, detailing how you'll reach out to new customers and retain existing ones through loyalty programs or special offers.

For the milestones subsection, outline your company's achievements to date and your main objectives for the future, complete with specific dates to set clear expectations for progress.

Lastly, the risks and mitigants subsection should address the main risks that could affect your plan's execution. Explain the measures you've put in place to minimize these risks, assuring potential investors or lenders.

Your printing shop may face the risk of a decrease in demand for print products, as more businesses switch to digital formats. This could mean that your shop has to adjust its services to accommodate new technologies, or risk losing customers. Additionally, your shop might face the risk of a disruption in its supply chain, either due to a natural disaster or an unexpected increase in demand. This could lead to delays in the delivery of materials, resulting in a disruption of your operations.

6. The operations section

The operations of your printing shop must be presented in detail in your business plan.

The first thing you should cover in this section is your staffing team, the main roles, and the overall recruitment plan to support the growth expected in your business plan. You should also outline the qualifications and experience necessary to fulfil each role, and how you intend to recruit (using job boards, referrals, or headhunters).

You should then state the operating hours of your printing shop - so that the reader can check the adequacy of your staffing levels - and any plans for varying opening times during peak season. Additionally, the plan should include details on how you will handle customer queries outside of normal operating hours.

The next part of this section should focus on the key assets and IP required to operate your business. If you depend on any licenses or trademarks, physical structures (equipment or property) or lease agreements, these should all go in there.

You may have key assets such as a large printing press and a variety of inks and papers. These items could be considered intellectual property of the printing shop, as they are integral to the operations of the business. Additionally, the shop might have a portfolio of designs that it has produced over time, as well as customer databases and contacts, which could be considered intellectual property as well.

Finally, you should include a list of suppliers that you plan to work with and a breakdown of their services and main commercial terms (price, payment terms, contract duration, etc.). Investors are always keen to know if there is a particular reason why you have chosen to work with a specific supplier (higher-quality products or past relationships for example).

7. The presentation of the financial plan

The financial plan section is where we will present the financial forecast we talked about earlier in this guide.

Now that you have a clear idea of what goes in your printing shop business plan, let's look at the solutions you can use to draft yours.

What tool should I use to write my printing shop's business plan?

In this section, we will be reviewing the two main solutions for creating a printing shop business plan:

• Using specialized online business plan software,
• Outsourcing the plan to the business plan writer.

Using an online business plan software for your printing shop's business plan

The modern and most efficient way to write a printing shop business plan is to use business plan software .

There are several advantages to using specialized software:

• You can easily create your financial forecast by letting the software take care of the financial calculations for you without errors
• You are guided through the writing process by detailed instructions and examples for each part of the plan
• You can access a library of dozens of complete business plan samples and templates for inspiration
• You get a professional business plan, formatted and ready to be sent to your bank or investors
• You can easily track your actual financial performance against your financial forecast
• You can create scenarios to stress test your forecast's main assumptions
• You can easily update your forecast as time goes by to maintain visibility on future cash flows
• You have a friendly support team on standby to assist you when you are stuck

If you're interested in using this type of solution, you can try The Business Plan Shop for free by signing up here .

Need a solid financial forecast?

The Business Plan Shop does the maths for you. Simply enter your revenues, costs and investments. Click save and our online tool builds a three-way forecast for you instantly.

Hiring a business plan writer to write your printing shop's business plan

Outsourcing your printing shop business plan to a business plan writer can also be a viable option.

Business plan writers are experienced in writing business plans and adept at creating financial forecasts without errors. Furthermore, hiring a consultant can save you time and allow you to focus on the day-to-day operations of your business.

However, hiring business plan writers is expensive as you are paying for the software used by the consultant, plus their time, and their profit margin of course.

From experience, you need to budget at least £1.5k ($2.0k) excluding tax for a complete business plan, more if you need to make changes after the initial version (which happens frequently after the initial meetings with lenders or investors).

You also need to be careful when seeking investment. Investors want their money to be used to grow the business, not spent on consulting fees. Therefore, the amount you spend on business plan writing services (and other consulting services such as legal services) needs to be negligible relative to the amount raised.

The other drawback is that you usually don't own the business plan itself: you just get the output, while the actual document is saved in the consultant's business plan software - which makes it difficult to maintain the document up to date without hiring the consultant on a retainer.

For these reasons, outsourcing the printing shop business plan to a business plan writer should be considered carefully, weighing both the advantages and disadvantages of hiring outside help.

Ultimately, it may be the right decision for some businesses, while others may find it beneficial to write their business plan using online software.

Why not create your printing shop's business plan using Word or Excel?

Using Microsoft Excel and Word (or their Google, Apple, or open-source equivalents) to write a printing shop business plan is not advisable. Allow me to explain the reasons.

Firstly, creating an accurate and error-free financial forecast on Excel or any spreadsheet demands technical expertise in accounting principles and financial modelling. Without a degree in finance and accounting and significant financial modelling experience, it's unlikely that the reader will fully trust your numbers.

Secondly, relying on spreadsheets is inefficient. While it may have been the go-to option in the past, technology has evolved, and software now performs such tasks much faster and more accurately.

The second reason is that it is inefficient. Building forecasts on spreadsheets was the only option in the early 2000s, nowadays technology has advanced and software can do it much faster and much more accurately.

And with the rise of AI, software is also becoming smarter at helping us detect mistakes in our forecasts and helping us analyse the numbers to make better decisions.

Moreover, software offers ease in comparing actuals versus forecasts and maintaining up-to-date forecasts for clear visibility on future cash flows, as we discussed earlier in this guide. Such tasks are cumbersome when using spreadsheets.

Now, let's address the written part of your printing shop business plan. While it may be less prone to errors, using software can significantly boost productivity. Word processors lack instructions and examples for each section of your business plan. They also won't automatically update your numbers when changes occur in your forecast, and they lack automated formatting capabilities.

In summary, while some entrepreneurs may consider Word or Excel for their business plan, it's far from the best or most efficient solution when compared to specialized software.

• A business plan has 2 complementary parts: a financial forecast showcasing the expected growth, profits and cash flows of the business; and a written part which provides the context needed to judge if the forecast is realistic and relevant.
• Having an up-to-date business plan is the only way to keep visibility on your printing shop's future cash flows.
• Using business plan software is the modern way of writing and maintaining business plans.

We hope that this practical guide gave you insights on how to write the business plan for your printing shop. Do not hesitate to get in touch with our team if you still have questions.

Also on The Business Plan Shop

• In-depth business plan structure
• Key steps to write a business plan?
• Free business plan template

Know someone who owns or wants to start a printing shop? Share this article with them!

Founder & CEO at The Business Plan Shop Ltd

Guillaume Le Brouster is a seasoned entrepreneur and financier.

Guillaume has been an entrepreneur for more than a decade and has first-hand experience of starting, running, and growing a successful business.

Prior to being a business owner, Guillaume worked in investment banking and private equity, where he spent most of his time creating complex financial forecasts, writing business plans, and analysing financial statements to make financing and investment decisions.

Guillaume holds a Master's Degree in Finance from ESCP Business School and a Bachelor of Science in Business & Management from Paris Dauphine University.

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Print Shop Business Plan Template

Written by Dave Lavinsky

Print Shop Business Plan

You’ve come to the right place to create your Print Shop business plan.

We have helped over 1,000 entrepreneurs and business owners create business plans and many have used them to start or grow their print shops.

Below is a template to help you create each section of your Print Shop business plan.

Executive Summary

Business overview.

Quick Process Print Shop is a startup printing company located in Cypress, Texas. The company is founded by Taylor Owen, a senior print manager who has been in business for over twenty years while working for a nationally-known chain of print shops. Taylor has garnered a high degree of respect and a large following of those who count on his printing abilities for every project they have. As a result, Taylor is confident he will be able to take his depth of experience and wide customer base with him as he opens his own print shop. The emphasis will be on commercial and individual clients seeking printing for any number of projects, including printing and binding of diverse materials.

Quick Process Print Shop will follow its name by offering unparalleled turnaround times for printing projects that competitors do not offer, in addition to offering numerous binding options, folder or book covers, paper stock assortments, and other customized ways to bring each customer’s vision to reality. The products and services will align to create the Quick Process Print Shop; the premier printing facility in Cypress, Texas.

Product Offering

The following are the services and products that Quick Process Print Shop will provide:

• One to four-color printing using CMYK color process
• Printing stock paper or custom, cut-to-size paper
• One-hour turnaround time on select printing projects
• Staple-bound or comb binding in wide variety of colors
• Print and bind corporate folders, presentation binders, brochures
• Custom designs, including holographic and 3D layout
• Printing wedding, birthday, anniversary invitations
• Printing personal/corporate letterhead, business cards

Customer Focus

The target audience for Quick Process Print Shop will be individuals and corporations, along with community, civic and government entities within the greater Cypress and Houston regions. The individuals with personal or business projects will be primary targets, as will administrative managers of corporations, and civic and government entities within the area. Also targeted will be non-profit organizations that will need printed materials on an on-going basis. Whether the client is an individual or corporate account, Quick Process Print Shop will dedicate the experienced full staff of the company to execute excellent results for each client.

Management Team

Quick Process Print Shop will be owned and operated by Taylor Owen. He recruited his former print coordinator, Derek Manahan, to be the Office Manager. His responsibilities will include overseeing employees and day-to-day operations of the print shop.

Taylor Owen is a graduate of the University of Texas, where he graduated with a Bachelor of Arts degree in Design. He has been working for a nationally-known chain print shop for over twenty years as the Print Manager, where he has developed his expertise and dedication to perfectly execute each printing project.

Derek Manahan has been the print coordinator, working under the direction of Taylor Owen, for the past ten years at the same chain print shop. Derek holds a commercial printing certification from Cypress Community College. Derek’s organizational and administrative skills have propelled the former print coordinator to new heights of efficiency and turnaround times for clients; as such, the high expectation is that he will do so again for the Quick Process Print Shop in his new role as Office Manager.

Success Factors

The Quick Process Print Shop will be able to achieve success by offering the following competitive advantages:

• Friendly, knowledgeable, and highly qualified team at Quick Process Print Shop
• Guaranteed fastest turnaround time on select print projects, making the company the fastest in the region to turn projects around.
• Quick Process Print Shop offers the best binding pricing in town. Their pricing structure for over twenty types of available bindings is the most cost effective compared to the competition.

Financial Highlights

Quick Process Print Shop is seeking $200,000 in debt financing to launch its print shop. The funding will be dedicated toward securing the office space and purchasing office and print equipment and supplies. Funding will also be dedicated toward three months of overhead costs to include payroll of the staff, rent, and marketing costs for the marketing campaigns and association memberships. The breakout of the funding is below:

• Office space build-out: $20,000
• Office and print equipment, supplies, and materials: $10,000
• Three months of overhead expenses (payroll, rent, utilities): $150,000
• Marketing costs: $10,000
• Working capital: $10,000

The following graph outlines the financial projections for Quick Process Print Shop.

Company Overview

Who is quick process print shop.

Quick Process Print Shop is a newly established full-service print shop in Cypress, Texas. Quick Process Print Shop will be the most reliable, cost-effective, and efficient choice for customers in Cypress and the surrounding communities. Quick Process Print Shop will provide a comprehensive menu of printing and binding services for individuals, corporations, civic, and governmental entities in Cypress. Their full-service approach includes a comprehensive set of standard and customized printing and binding processes, designed to meet every customer’s needs.

  Quick Process Print Shop will be able to manage small to oversized printing projects, as well as projects that include binding or other special treatments, and will do so on select projects within a very fast turnaround process. The team of professionals are highly qualified and experienced in printing and management of day-to-day operations and print coordination. Quick Process Print Shop removes all headaches and issues of the printing and binding process and ensures all issues are taken care of expeditiously, while delivering the best customer service.

Quick Process Print Shop History

Quick Process Print Shop is owned by Taylor Owen, a former Print Manager for a nationally-known chain print shop. Taylor Owen is a graduate of the University of Texas, where he graduated with a Bachelor of Arts degree in Design. During his many years of printing, Taylor developed a high degree of expertise within his craft and used that dedication to perfectly execute each printing project. He gained the trust of his clients during twenty years of printing and binding projects; those relationships will now stabilize the revenue for the Quick Process Print Shop while the clientele grows and projects increase in size and number.

Since incorporation, Quick Process Print Shop has achieved the following milestones:

• Registered Quick Process Print Shop as a C-corporation, to transact business in the state of Texas.
• Has a lease contract in place for 10,000 square feet at the building Quick Process Print Shop will utilize.
• Reached out to numerous corporate contacts to secure advance contracts for Quick Process Print Shop.
• Began recruiting a staff of Quick Process Print Shop employees.

Quick Process Print Shop Services

The following will be the services Quick Process Print Shop will provide:

• One to 4-color printing using CMYK color process
• Print and bind corporate folders, presentation binders

Industry Analysis

The Print Shop industry is expected to grow over the next ten years to over $483 billion. The growth will be driven by an increased print market for packaging, which is expected to rise by 66 percent in the coming decade. The market for printing books will decrease in the coming ten years by 15 percent; however, the need for commercial, business, and personal printing will increase as expectations for professionally-prepared materials will rise in every market sector. Future parameters, including an uncertain economy or supply-chain shortages, could impact the printing industry; however, all industry markets will have the same issues in play should such uncertainties come about. Costs will likely be reduced as print collaborations and partnership work together to lower costs, while increasing efficiencies, particularly on large-volume projects.

Customer Analysis

Demographic profile of target market.

Quick Process Print Shop will target individuals or entities required printing or printing and binding services in the Cypress, Texas region. They will target individuals, corporations, civic or governmental agencies, as well as non-profits, and other associations who need printing and/or binding services. .

Customer Segmentation

Quick Process Print Shop will primarily target the following customer profiles:

• Individuals
• Corporations (for-profit/non-profit)
• Civic/community entities
• Governmental agencies

Competitive Analysis

Direct and indirect competitors.

Quick Process Print Shop will face competition from other companies with similar business profiles. A description of each competitor company follows:

TJ’s Speedy Print Shop

PJ’s Speedy Print Shop provides customer self-service printing using copy machines. A customer can select a copy machine when bringing in documents or a flash drive document to be printed. The copy machines print and collate the projects per the instructions of the customer using self-instruction on a self-serve copy machine. Standard materials, such as paper and staples are provided for a fee. While copies are printed at-will and offer a fast turnaround, no binding services are offered. Color copies, customized print processes, high-quality color separation and other quality services are not offered within this self-serve model.

The owner of TJ’s Speedy Print Shop, legally registered as a limited liability company, has been in business for over thirty years and the shop is well-established as a neighborhood copy and print shop. The motto is “Your Printing Your Way” and the focus is on speed and accessibility, as the print shop is open 24 hours per day. An employee is always on site to assist customers who walk in and a full-time repair person oversees the copy machines. The print shop owner, Tomas Johanson, has been talking to customers about retiring; the outcome of his retirement for the print shop is unknown.

RiverEdge Printing & Packing Services

RiverEdge Printing & Packing Services is located in Houston, Texas and is a legal entity formed to serve the grocery store market sector within the regional area. Originally a sole proprietorship, the company was reframed legally as a C-corporation five years ago, when the family-owned business leadership changed from the father to the son. The company prints commercial projects only, focused on printing grocery bags, grocery boxes, packaging materials and other ancillary products that serve one national chain customer with 583 grocery stores in the chain. Products are printed, collated, glued, bound and packed according to the client specifications and the long-term contract is renewed yearly. The labor union is represented in this company, which requires contract negotiation on a yearly basis.

Excelsior Printing Company, Inc.

Excelsior Printing Company, Inc. is a nationally-recognized book printing company known for the 4-color printed, paper-over-board books they produce for children. This specialty printing company faces competition from Asian print providers; however the company provides a fast turnaround on projects that are short and follow a company template for printing production. Based in Houston, Texas, the company is held by two shareholders who take pride in the quality of books produced and the expediency offered in a process they’ve titled, “Fast Track” shipping. Fast Track shipping guarantees printed books will be delivered to bookstores within 4 weeks of a print order placed with Excelsior Printing Company, Inc. This guarantee provides the fastest delivery schedules of any printer in the U.S.

Competitive Advantage

Quick Process Print Shop will be able to offer the following advantages over their competition:

• Friendly, knowledgeable, and highly qualified team of Quick Process Print Shop employees, who will work with each client to ensure orders are correctly entered into the system, printed and delivered according to specifications.
• The comprehensive menu of services offered by Quick Process Print Shop outshines all other competitors in terms of the variety of printing and binding processes offered, quality maintained and turnaround delivery times guaranteed.
• Quick Process Print Shop offers comparable pricing for printing and binding. Their pricing structure is the most cost effective compared to the competition.

Marketing Plan

Brand & value proposition.

Quick Process Print Shop will offer the unique value proposition to its clientele:

• Highly-qualified team of skilled employees that is able to provide comprehensive printing and binding services for each client, including customized sizes, materials, designs or other parameters needed for completion of the project.
• Competitive prices with on-the-job service representatives to assist every step of the way.
• Binding products and services to compile corporate reports, organization presentations, and other documents or materials.
• Guaranteed fastest turnaround service for select projects.
• Reasonable pricing for outstanding results.

Promotions Strategy

The promotions strategy for Quick Process Print Shop is as follows:

Word of Mouth/Referrals

Taylor Owen has built up an extensive list of contacts over the years by providing exceptional service and expertise to his clients. They have communicated to Taylor that they kept renewing their contracts because they were happy with the service Taylor was providing. Once Taylor Owen advised them he was leaving to open his own print shop, they agreed to follow him to his new company and help spread the word of the Quick Process Print Shop.

Professional Associations and Networking

Quick Process Print Shop will become a member of commercial and residential professional associations within the region, due to the fact that each entity will need print services internally for a variety of projects that will need completion. In return, Quick Process Print Shop can offer reduced pricing for community efforts at fund-raising or other worthy causes by way of reciprocation and appreciation for the associations.

Print Advertising

As a printing company, Quick Process Print Shop, will advertise via printed pieces that describe the full range of services offered by Quick Process Print Shop. These printed pieces will be delivered to each resident in Cypress, Texas as a drop-in card inside The Cypress Daily, a city newspaper with a circulation of over 500,000 residents.

Website/SEO Marketing

Quick Process Print Shop will utilize their in-house employees who designed their print ads to also design their website. The website will be well organized, informative, and list all their services that Quick Process Print Shop is able to provide. The website will also list their contact information and list the multiple print and binding services and products available. A short-term social media marketing manager will also manage the website presence with SEO marketing tactics so that anytime someone types in the Google or Bing search engine “Fast Printing Cypress” or “print and bind near me”, Quick Process Print Shop will be listed at the top of the search results.

The pricing of Quick Process Print Shop will be moderate and on par with competitors so customers feel they receive excellent value and quality when purchasing their services.

Operations Plan

The following will be the operations plan for Quick Process Print Shop. Operation Functions:

• Taylor Owen will be the Owner and President of the company. He will act as the Senior Print Manager to oversee all major print projects, build client relationships and represent the company within the greater Cypress region. Jay has spent the past year recruiting the following staff:
• Derek Manahan – Office Manager who will manage the day-to-day operations of print projects and oversee the employee team.
• Shelly Duhane – Staff Bookkeeper, who will manage the financial accounts and compile records for payroll and tax purposes.
• Kelly Martin – Social Media Marketing Manager who will develop all initial marketing strategies for Quick Process Print Shop during the first three months of business.
• Carl Snowdon – Maintenance Manager who will provide all equipment and premises maintenance at the property.

Milestones:

Quick Process Print Shop will have the following milestones complete in the next six months.

• 5/1/202X – Finalize contract to lease location space
• 5/15/202X – Finalize personnel and staff employment contracts for the Quick Process Print Shop
• 6/1/202X – Finalize long-term contracts for Quick Process Print Shop clients
• 6/15/202X – Begin networking at regional association events
• 6/22/202X – Begin moving into Quick Process Print Shop location
• 7/1/202X – Quick Process Print Shop opens its building for business

Quick Process Print Shop will be owned and operated by Taylor Owen. He recruited his former printing coordinator, Derek Manahan, to be his Office Manager to help manage the office and day-to-day operations.

Taylor Owen graduated from the University of Houston with a Bachelor of Arts degree in Design. He has been employed by a local printing company for over twenty years as a Print Manager. Jay has successfully secured the assurances of former clients that they will bring their business needs to the Quick Process Print Shop upon opening and he is in the process of obtaining new long-term contracts with corporate clients.

Derek Manahan has been the print coordinator, working under the direction of Taylor Owen, for the past ten years at the same chain print shop. Derek holds a commercial printing certification from Cypress Community College. Derek’s organizational and administrative skills have propelled the former print coordinator to new heights of efficiency and turnaround times for clients; as such, the high expectation is that he will do so again for the Quick Process Print Shop in his new role of Office Manager.

Financial Plan

Key revenue & costs.

The revenue drivers for Quick Process Print Shop are the fees they will charge to the clients for their services and products .

The cost drivers will be the overhead costs required in order to staff and equip the Quick Process Print Shop location. The expenses will be the payroll cost, rent, utilities, office supplies, and marketing materials.

Funding Requirements and Use of Funds

Quick Process Print Shop is seeking $200,000 in debt financing to launch its property management business. The funding will be dedicated toward securing the location space and purchasing printing equipment and supplies. Funding will also be dedicated toward three months of overhead costs to include payroll of the staff, rent, and marketing costs for the print ads and association memberships. The breakout of the funding is below:

Key Assumptions

The following outlines the key assumptions required in order to achieve the revenue and cost numbers in the financials and in order to pay off the startup business loan.

• Number of Projects, Services and Products Sold Per Month: 600
• Average Fees per Month: $55,000
• Office Lease per Year: $100,000

Financial Projections

Income statement, balance sheet, cash flow statement, print shop business plan faqs, what is a print shop business plan.

A print shop business plan is a plan to start and/or grow your print shop business. Among other things, it outlines your business concept, identifies your target customers, presents your marketing plan and details your financial projections.

You can easily complete your Print Shop business plan using our Print Shop Business Plan Template here .

What are the Main Types of Print Shop Businesses?

There are a number of different kinds of print shop businesses , some examples include: Digital printing, Offset lithography printing, Screen printing, , and 3D printing.

How Do You Get Funding for Your Print Shop Business Plan?

Print Shop businesses are often funded through small business loans. Personal savings, credit card financing and angel investors are also popular forms of funding.

What are the Steps To Start a Print Shop Business?

Starting a print shop business can be an exciting endeavor. Having a clear roadmap of the steps to start a business will help you stay focused on your goals and get started faster.

1. Develop A Print Shop Business Plan - The first step in starting a business is to create a detailed print shop business plan that outlines all aspects of the venture. This should include potential market size and target customers, the services or products you will offer, pricing strategies and a detailed financial forecast. 

2. Choose Your Legal Structure - It's important to select an appropriate legal entity for your print shop business. This could be a limited liability company (LLC), corporation, partnership, or sole proprietorship. Each type has its own benefits and drawbacks so it’s important to do research and choose wisely so that your print shop business is in compliance with local laws.

3. Register Your Print Shop Business - Once you have chosen a legal structure, the next step is to register your print shop business with the government or state where you’re operating from. This includes obtaining licenses and permits as required by federal, state, and local laws. 

4. Identify Financing Options - It’s likely that you’ll need some capital to start your print shop business, so take some time to identify what financing options are available such as bank loans, investor funding, grants, or crowdfunding platforms.

5. Choose a Location - Whether you plan on operating out of a physical location or not, you should always have an idea of where you’ll be based should it become necessary in the future as well as what kind of space would be suitable for your operations.

6. Hire Employees - There are several ways to find qualified employees including job boards like LinkedIn or Indeed as well as hiring agencies if needed – depending on what type of employees you need it might also be more effective to reach out directly through networking events.

7. Acquire Necessary Print Shop Equipment & Supplies - In order to start your print shop business, you'll need to purchase all of the necessary equipment and supplies to run a successful operation. 

8. Market & Promote Your Business - Once you have all the necessary pieces in place, it’s time to start promoting and marketing your print shop business. This includes creating a website, utilizing social media platforms like Facebook or Twitter, and having an effective Search Engine Optimization (SEO) strategy. You should also consider traditional marketing techniques such as radio or print advertising.

Print Shop Business Plan Template [Updated 2024]

Print Shop Business Plan Template

If you want to start a print shop or expand your current printing business, you need a business plan.

The following Print Shop business plan template gives you the key elements to include in a winning printing company business plan. In addition to this template, a solid plan will also include market research to help you better understand the printing industry, your competitive advantage and your specific target market. It will also help you prepare your marketing strategy and financial statements.

You can download our Ultimate Business Plan Template (including a full, customizable financial model) to your computer here.

Example Business Plan For Print Shops

Below are links to each of the key sections of a sample business plan for successful print shop businesses.

I. Executive Summary – The Executive Summary provides an overview of your business opportunity and summarizes the business plan.

II. Company Overview – The company overview includes information about your business concept, print shop services and legal structure.

III. Industry Analysis – The industry analysis includes market research that supports your business and provides insights into market trends and print shop industry data on all print shop services including digital printing, lithography printing, screen printing and

IV. Customer Analysis – The market analysis provides an overview of your target markets and customer segments.

You can download our business plan template (including a full, customizable financial model) to your computer here.

V. Competitive Analysis – The competitive analysis should identify your direct and indirect competitors and their printing services. It should also highlight your competitive edge and unique value proposition.

VI. Marketing Plan – The marketing plan includes your marketing strategy, sales strategy, pricing strategy and search engine optimization plan.

VII. Operations Plan – The Operations Plan includes information on your company’s day to day operations and processes.

VIII. Management Team – The management team section includes a profile of the business owner and business management, their experience and company responsibilities.

IX. Financial Plan – The financial plan includes financial projections, a cash flow statement, profit and loss statement and balance sheet.

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Print Shop Business Plan Home I. Executive Summary II. Company Overview III. Industry Analysis IV. Customer Analysis V. Competitive Analysis VI. Marketing Plan VII. Operations Plan VIII. Management Team IX. Financial Plan

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Printing Company Business Plan Template

Document description.

This printing company business plan template has 33 pages and is a MS Word file type listed under our business plan kit documents.

Sample of our printing company business plan template:

[INSERT IMAGE/LOGO] [YOUR COMPANY NAME] ADDRESS/CONTACT INFO

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Free Photocopy and Printing Business Plan PDF Download

How to Start a Printing Business; Printing Business Plan PDF

Are you considering starting a Printing Business and are in need of a Printing Business Plan PDF? if yes, you'll find this free book to be extremely helpful.

This is a practical guide that will walk you step by step through all the essentials of starting your business. The book is packed with guides, worksheets and checklists. These strategies are absolutely crucial to your business' success yet are simple and easy to apply.

Don’t Start a New Printing Business Unless You Watch This Video First!

Checklist for Starting a Business: Essential Ingredients for Success

If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!

Here’s a Valuable Free Gift for You This is a high quality, full blown business plan template complete with detailed instructions and all related spreadsheets. You can download it to your PC and easily prepare a professional business plan for your business. Click Here! To get your free business plan template

The Single Most Important Ingredient for Business Success

The first and most important thing you need to acquire in order to succeed in a small business is... knowledge.

Sounds exaggerated? Listen to this...

According to research conducted by Dun & Bradstreet, 90% of all small business failures can be traced to poor management resulting from lack of knowledge.

This is backed up by my own personal observations. In my 31 years as a business coach and consultant to small businesses, I've seen practically dozens of small business owners go under and lose their businesses -- 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.

Conclusion: if you are really serious about succeeding in a business... If you want to avoid the common traps and mistakes... it is absolutely imperative that you acquire the right knowledge.

"Why Invent Mediocrity, When You Can Copy Genius?"

That's an excellent quote I picked up from a fellow business owner a few years back. What this means is that you should see what is working and try to duplicate Printing Business. Why go through all the trouble of inventing something new, that you don't even know will ever work, when you can easily learn from and duplicate something that has been a proven success?

[ Note: One of the BIGGEST mistakes almost all new businesses make is that they WASTE tons of valuable time, energy and money on trying to create something "new", that has never been tested or proven... only to find out later that it was a total loss. Don't make the same mistake! ]

Hi! My name is Meir. I'm the founder and president of BizMove.com, a successful internet based information business. I'm also the author of numerous books, mostly in the area of small business management.

I've been involved in small business for the past 31 years of my life, as a business coach, manager of a consulting firm, a seminar leader and as the owner of five successful businesses.

During my career as a business coach and consultant I've helped dozens of business owners start their businesses, market, expand, get out of troubles, sell their businesses and do practically every other small business activity you can think of. You see, I have been there .... done it ... and bought the Small Business t-shirt! -- This free book contains techniques and strategies I've learned during my 31 year small business career.

Here's what you'll discover in the 'How to Start a Printing Business Plan' PDF book:

Success Tip: Setting Goals

Good management is the key to success and good management starts with setting goals. Set goals for yourself for the accomplishment of the many tasks necessary in starting and managing your business successfully. Be specific. Write down the goals in measurable terms of performance. Break major goals down into sub-goals, showing what you expect to achieve in the next two to three months, the next six months, the next year, and the next five years. Beside each goal and sub-goal place a specific date showing when it is to be achieved.

Plan the action you must take to attain the goals. While the effort required to reach each sub-goal should be great enough to challenge you, it should not be so great or unreasonable as to discourage you. Do not plan to reach too many goals all at one time.

Establish priorities. Plan in advance how to measure results so you can know exactly how well you are doing. This is what is meant by "measurable" goals. If you can’t keep score as you go along you are likely to lose motivation. Re-work your plan of action to allow for obstacles which may stand in your way. Try to foresee obstacles and plan ways to avert or minimize them.

Click here! to download your Printing Business Plan PDF book for free

Management Skills Video: How to Become a Great Manager and Leader

Learn how to improve your leadership skills and become a better manager and leader. Here's how to be the boss people want to give 200 percent for. In the following video you'll discover 120 powerful tips and strategies to motivate and inspire your people to bring out the best in them.

For more insightful videos visit our Small Business and Management Skills YouTube Chanel .

Here're other free books in the "how to start a business" series that may interest you:

Here's a Sample 'Executive Summary' for a Printing Business plan :

COMPANY NAME  is a 100% woman privately owned and operated S Corporation with well established relationships in the rapidly-growing Tri-Valley region of San Francisco's East Bay.  It was incorporated in 2004.  COMPANY NAME was founded by INSERT NAME and fully operated by INSERT NAMES who is established as Vice President of Sales and Acquisitions. Located in the rapidly-growing Tri-Valley region of San Francisco's East Bay, Dublin is located at the crossroads of I-580 and I-680. Dublin is 14.01 square miles in size and currently has an approximate population of 41,907 (and growing). Dublin has a mild climate and a positive attitude toward commercial, industrial and residential growth.  COMPANY NAME already does well in the area and even nationwide and overseas due to the company's availability and presence online. In the early 1990s, INSERT NAME launched his career in the printing industry with a sales position at a regional auto sales publication. Over the next few years, he made great professional strides, continuing his career with the #1 rated local daily newspaper. In 1995, he took the next step in his career as a sales representative with one of the premier, high-end printers in the country, Lithographix. INSERT NAME spent the next decade working for various high-end commercial printers, learning the industry, increasing his printing knowledge, and building relationships. His growing list of clients learned that his experience and expertise were second to none. In early 2004, these customers began expressing their desire to have Mike manage ALL of their printing needs, not just the high-end projects. There was a need in the marketplace to have a company that could facilitate all levels of printing. And so, in the fall of 2004, in response to these client demands, INSERT NAME, launched COMPANY NAME. INSERT NAME has over 12 years of marketing and sales experience across a broad spectrum of business types. She has worked as a marketing manager for the Clayton, CA office of Better Homes Realty; as a product marketing manager for Premenos, an EDI software developer; as a marketing manager at Net Wireless, where she directed all collateral and direct mail efforts; as an account executive at AT&T's cable accounts division; and most recently as a sales representative at All American Label. Her in-depth understanding of marketing and sales needs across various business platforms leaves her uniquely qualified to help clients strategize and fulfill their own promotional needs.

1.1 Objectives

1. To generate generous annual sales by the third year of this plan. 2. To establish a tiered client hierarchy:

• 20% long term, established customers
• 60% customers with ongoing irregular and periodic needs
• 20% new customers with unestablished needs.

3. To hire permanent employees and eliminate the need for independent contractors, providing more job stability to the area. 4. To establish business and sell services in the greater Northern and Southern California areas. 5. To be a true one-stop operation by being able to accommodate all of a customer's printing needs from consulting and design assistance to printing, binding, and distribution. Our goal is to eliminate the need for our customers to source any printing outside of our scope. 6. To promote an awareness of green technology and eco-friendly product and publication and so as to support sales and income goals through aggressive marketing and telephone contact. This awareness will come from both marketing and word-of-mouth referrals.

1.2 Mission

COMPANY NAME is a printing solutions provider dedicated to offering a single source for all printing needs with a priority on earning and maintaining our customer's trust. COMPANY NAME will maintain a consistent and reasonable margin while providing customers with a fair price and exceptional service in the United States and abroad. The company will also maintain a friendly, fair, and creative work environment that respects new ideas and hard work. With the demise of the newspaper industry many advertisers are seeking ways to reach each consumer in the market place without major expenses of direct mail and postage costs.  COMPANY NAME has created a solution, the PRODUCT NAME.  [INSERT PRODUCT FUNCTION].  Customers are able to pick and choose market zone coverage by zip codes and receive a cost effective way to reach consumers in their desired demographic areas. COSTCO Business Value Book, COMPANY NAME and their advertising team has been chosen to produce the quarterly COSTCO BVB book for the Livermore / Pleasanton market.  Many other Costco’s are now considering COMPANY NAME to produce the very same advertising vehicle for their warehouse’s. Both of these vehicles allow our sales force to cross sell into all vehicles and build relationships for our design, print and collateral capabilities.

1.3 Keys to Success

The keys to the success of COMPANY NAME are:

• Maintaining a reputable and untarnished reputation in the industry. 
• Quality care of individual and business customers. 
• Competitive pricing. 
• Offering eco friendly alternatives to clientele.

COMPANY NAME is a 100% woman privately owned and operated S Corporation with well established relationships in the rapidly-growing Tri-Valley region of San Francisco's East Bay.  It was incorporated in 2004, but was conceived and begun in 1996.  COMPANY NAME was founded by INSERT NAME and fully operated by INSERT NAMES, who is established as Vice President of Sales and Acquisitions. Located in the rapidly-growing Tri-Valley region of San Francisco's East Bay, Dublin is located at the crossroads of I-580 and I-680. Dublin is 14.01 square miles in size and currently has an approximate population of 41,907 (and growing). Dublin has a mild climate and a positive attitude toward commercial, industrial and residential growth.  Touch Plate, Inc. already does well in the area and even nationwide and overseas due to the company's availability and presence availability online.

2.1 Company Ownership

COMPANY NAME is a privately-held California S-Corporation. INSERT NAME the company's founder, is the President and Operations Manager.  INSERT NAME is the Vice President of Sales and Acquisitions. INSERT NAME will be handling the marketing, sales and commercial print volume.   

2.2 Company History

COMPANY NAME was incorporated in February of 2004 by INSERT NAME.  The company has been 100% female owned and operated since the date of incorporation.  As the printing industry's time is waning, COMPANY NAME is already merging into the advertising and publishing industries with the company publication PRODUCT NAME, which focuses on an eco friendly yet modern way of lifestyle and business. Although 92% of the company's sales are Northern California based, COMPANY NAME does have a healthy amount of clientele in other parts of the country and abroad.

Table: Past Performance

3.0 Products

COMPANY NAME provides custom solutions for business printing needs. COMPANY NAME is a service for customers that are looking for a one-stop solution for all of their printing needs. The company provides them with an overall cost savings through strategy of job specific solution sales. COMPANY NAME solutions focus on the needs of the customer, the time frame for the project and the overall scope of work. With well established vendor partners, COMPANY NAME can accommodate any job size with solutions tailored to the specific need and can further reduce costs by aggregating and allocating among the various sources. Products and services include: SERVICES:

• Consultation
• Printing needs analysis and recommendations
• Inventory management and storage
• Graphic design
• Corporate image
• Copy writing
• Pickup and delivery
• Electronic communication and file management
• Bindery, including cutting, folding, stitching, die cutting, foil stamping embossing
• Identity packages
• High-end collateral print
• Grand format
• Business forms including multi-part and carbonless
• Door Hangers
• Labels (wine and soft packaging)
• Annual reports
• Specialty and promotional items including silk screening, embroidery and advertising specialties

How to Be a Good Team Leader

Teams have been touted as a way to replace managers, evoke initiative, assist in leadership development and save the Queen. In reality, the synergy that's possible in teamwork usually turns out to be chaos. Here are 10 tips on making the most of your team.

1. Give the team (or have them create) a big enough vision or outcome.

If the goal isn't bigger than the personalities of the team members, the team's effectiveness will be mediocre, due to ego.

2. Train all team members in the standards of behavior of the team's communication, response and interaction.

These ground rules are designed to keep the team's communication clean and make team membership mean something. Bad attitudes, delayed responses, nattering, gossiping, whining or politicking are grounds forexplusion.

3. Have the team vote the Team Leader.

Leadership is still required in a team environment. Not a manager, but a Team Leader. A Team Leader should have the confidence of everyone and not the person with the power to hire and fire, unless the members are OK with that.

4. Install structures to support the team and keep it moving.

Daily or weekly reporting, public display of team goals/results,etc., helps everyone on the team get that they ARE on a team and that the team is accomplishing something.

5. Teams need a member/manager who manages the details and flow of idea sand information.

Have one team member be the person who makes sure that ideas are catalogued, agreements are kept, promises are made and that input from team members "goes" somewhere good and not into the ethers.

6. Include periodic meetings where the agenda is how the team can work better together -- and no other agenda for that meeting.

It's KEY that two things happen, otherwise these "effectiveness"meetings become too personal/venting/gripe sessions. First, make it aground rule that any unresolved/uncommunicated issues among/between team members must be completed resolved PRIOR to the next effectiveness meeting. This will help the meetings be positive and healthy progress/bragging sessions vs hurtful or finger-pointing slugfests. Second, have every team member make one suggestion for team effectiveness improvement prior to the meeting, so they can propose it during the meeting.

7. Know when a team approach is called and know when it's "not enough."

8. Continual, accurate and frequent acknowledgment

A big part of what makes the synergy of a team work is that individual team members are publicly acknowledged for what they've done to help the team and/or forward the outcome/goal. However, keep this praise accurate vs manipulative puffery.

9. Team meetings should be exciting moments of creating, not reporting.

Pose a great question or significant problem for the meeting,don't make it be a boring reporting session -- that's why God invented email and copy machines. If there's any reporting to do, keep it short shares about the wins and progress.

10. Teams work best when people enjoy each other's company.

Copyright © by Bizmove Free Business Guides. All rights reserved.

• Business Plans Handbook
• Business Plans - Volume 01
• Printing Company v1 Business Plan

Printing Company

BUSINESS PLAN

MASTER PRINTER AND PARTNERS PRINTING

52 James St. Grace, NM 84753

6924 Auburn Dr. Grace, NM 84753

June 23, 1990

This business plan outlines a two-store operation offering a full range of printing services and supplies. The joint enterprise will improve efficiency through the use of Total Quality Management (TQM). Following is a description of the ways in which the companies will employ extensive use of strategic, operational, and financial planning, as well as ways they intend to incorporate TQM methods into their businesses .

EXECUTIVE SUMMARY

Business description, company history, market analysis, marketing strategy, job flow description, management and organization, goals and objectives, historical financial analysis and operational goals, financial information, balance sheet, supplemental documents.

There are two components to this company: Master Printer of Grace and Partners Printing of Theadora. Master Printer has been owned, all or in part, by Shawn Russell since 1981. Ms. Russell started Partners in 1990 to increase market share and penetrate the Theadora market. The firm lost a major contract in 1991. This experience caused the first major loss in eight years. It is our goal to diversify the sales to the extent that we will never be dependent on one customer to that degree again. In addition, we will improve our efficiency and effectiveness through the implementation of Total Quality Management (TQM).

The two stores offer a full range of printing services and supplies. We have the ability to operate as a "quick printer" when necessary. A full list of services is included in the Business Description section.

The market is divided into commercial taxable and nontaxable accounts. We are currently identifying the number of potential accounts. The main competition is Charter Stationary, Langston Printing, and Monroe's Print Shop in Grace, and Penny Printing and Paper Supplies and Priceless Printing in Theadora. Our company will emphasize service, quality, price, and speed of service to compete in the market place. The printing industry is growing at a rate of 8 to 11 percent a year. We estimate our market share to be 34.2 percent and plan to increase that to 44.4 percent in five years through the implementation and annual revision of this plan.

Master and Partners have the ability to offer full-line printing services. The labor force consists of 13 people who have 150 combined years of printing and/or sales experience. We will use a delivery service to get the products to our customers in the outlying areas and for customers who need rush service.

We presently have a need for the following funds:

We would like to have this loan over a 12-year term at 8.34 percent interest.

This business plan makes extensive and exhaustive use of strategic, operational, and financial planning. An essential element of this plan is the installation of the TQM method.

Master Printer and Partners Printing offer a range of services, including:

• Offset printing
• Limited in-house full-color
• Job out balance of full-color
• Books, manuals, brochures
• Computer typesetting with Apple Macintosh and Varitype
• Letter press

At the current time our regular customers are:

• Percy's Restaurant
• Jim's Video Arcade
• Grace School System
• Pine Acres Rest Home
• Government Printing Facility
• Sarah's Stitchery

In addition to the few accounts listed above, we have approximately 100 accounts not listed (i.e., churches, businesses, clubs, etc.).

Master Printer is a local commercial printing company that has recently expanded to Theadora, New Mexico. Master was established in Grace, New Mexico in 1889 as a local newspaper printer, along with a job print shop. It was created to meet the printing needs of the local community.

After a period of time, the job print shop was sold as a commercial print shop. It was owned and operated as Grace Printing Company by Mrs. Dorothy Simmons.

In 1935, an employee, Drake Master, purchased Grace Printing Company and changed the name to Master Printer. During 1945, Mr. Master had a building erected at 52 James Street. This site remains the location of the present shop.

Master Printer was operated by Mr. and Mrs. Master until 1972. A few years after the death of Mr. Master, the shop again changed hands. It was sold to Mrs. Jane Appleton, who had been an employee of the company for 20 years.

In January 1981, Ms. Appleton sold Master Printer to two employees, Arthur Banes and Jack Wilson. Annie Reese became a junior partner.

Master Printer operated under this general partnership until it was dissolved in October of 1984. It was during this time that Shawn Russell became the sole proprietor of Master Printer.

In October of 1990, Shawn Russell expanded to Theadora, New Mexico. She opened a print shop under the name of Partners Printing. The two locations are full service printing companies and offer a wide range of printing products and services.

Potential Customers:

In addition to our current customers, I have identified the following businesses that will help diversify our revenue base:

• Tandy Toy Store
• Wednesday's
• Thomas, Bailey, & Hardy
• Jamie's Boutique
• Ralph White's Hardware

Small customers that have been overlooked in the past, such as physicians, young professionals, nonprofit organizations, and small businesses in our market area will be identified by next December.

Estimated Printing Market Size and Competition:

• Selection of Service
• New Business

The threats within the local market are:

• New print shop(s)
• New and better copiers, for in-house do-it-yourselfers

These are only potential threats, so no plan of action is necessary at this time. It is important to recognize and monitor these items for future strategy.

Target Markets

We are going to strengthen our local market by concentrating on increasing our smaller business accounts, as mentioned above. We estimate that by concentrating on maintaining our existing accounts and securing new accounts, our market share will increase as follows:

We intend to price our services and products just below or equal to our competition. The goal is to accomplish this while maintaining superior service over our competitors. We can accomplish this through efficiency, company training sessions, and by concentrating on quality control.

We will emphasize our perceived competitive advantage of service, quality, and price, to penetrate the market. To accomplish this, our promotion plan will include:

Public Relations

We intend to have periodic meetings and training sessions teaching employees how to communicate effectively with customers on the phone, and in person. One of our aims, in hopes of satisfying our customers, is to demonstrate alternative ways to do their printing. This should, in many cases, save them time and money. These training sessions are scheduled on the master calendar. (See Supplemental Documents section for information about the company calendar).

Advertising and Sales Incentives

We will develop a series of radio commercials that will be effective in exposing both companies to our market areas. We plan to have periodic promotions offering discounts or specials on various printing items (i.e. business cards, envelopes, letterheads, etc.). We will be able to determine what means of advertising will be most effective for our companies by utilizing these promotions at different intervals on various types of media. Campaigns will be initiated at the monthly Marketing Evaluation Meeting as scheduled on the monthly calendar.

Outside Sales

Outside sales has been a weak area. It has been targeted as a major area of emphasis. We are presently utilizing certain employees who we feel are qualified to work in outside sales. By readjusting production and work schedules, we are certain that the volume of business should noticeably increase for both companies.

We will survey present customers and potential customers in an effort to find the weak and strong areas of our products and services. This will be accomplished by utilizing outside sales people and the mail service. Through this survey, we should be able to gain valuable information giving us a competitive edge over our competition. Surveys are also scheduled on the master calendar. A sample survey has been provided in the Supplemental Documents section.

If the marketing goals, as outlined above, are not within 25 percent of projection by February 1, 1994, then the following strategy will be implemented immediately:

• Additional emphasis will be placed on outside sales by doubling our sales efforts.
• A 25 percent increase in radio advertising will be initiated.
• Additional promotional incentives will be implemented.
• A conference will be held with our accountant and banker.

If the marketing goals are still not met by July 1, then a marketing consultant with proven experience in the printing industry will be hired to implement a successful strategy.

The printing plants are located at 52 James Street for Master Printer and 6924 Auburn Drive in Theadora for Partners Printing. The combined labor cost for both companies is $121 per hour. Our operations consist of the following procedures:

First, the customer places the order. The employee taking the order should get as much information from the customer as possible (filling out the job worksheet should be sufficient). Also, at the time the employee receives the order a reasonable time should be determined for completing the job. The customer should be notified of any changes occurring with the order.

Second, the job ticket with all the information should be completed and documented in the job log book. The typesetter should be notified if typesetting is needing or the job should be taken directly to layout if all of the information is camera-ready. If the job is a repeal order, it should also be taken to layout.

Third, the typesetter should typeset any required copy as specified by the customer. Questions or problems should be directed to the person who took the order. No work should leave the typesetter until it has been properly proofed by two or more employees.

Fourth, every time typesetting is done for a customer, the customer must see a proof before printing is done. Therefore, the client is to be called in for proofing and they should sign a proof slip after reviewing the completed work. A customer who is proofing the typesetting that we have done should be encouraged to check spelling, phone numbers, etc. for accuracy.

It is a good idea, and should be a regular practice, for an employee to go over the proofing process with the customer and review the printing specifications as they are printed on the job ticket. Take nothing for granted and never ASSUME anything.

Fifth, after the proofing and correction stage, the job should go to layout, where logos and art work are added, an original is made, and a plate is prepared for printing.

Sixth, the plate is taken to a pressman. The pressman's job is to pull the stock required for the job and then print it to the specifications on the ticket. Again, the pressman should not assume anything. If there is any question or doubt as to the specifications of printing the job, the pressman should take the questions to the shop foreman for clarification.

Seventh, the job is printed and then goes to the bindery for any bindery work needed (i.e. collating, numbering, padding, cutting, gathering, packaging, etc.). When all bindery work is done and the job is complete, it should either be delivered or taken to the front office for pick-up.

Eighth, the delivery person or the front office employee should get a signed delivery receipt and/or a signed in voice when the job is picked-up. The delivery receipt should then be placed in the job envelope and the envelope filed in the completed box. The invoice also has its assigned place and should be filed there without fail.

Personnel in each department should be aware of the delivery dates requested by customers. The work schedules should ensure that these dates are met. Should a job be held up in a department that will affect the delivery dates, the customer should be notified to help maintain proper public relations.

Also, it is the responsibility of the bookkeeper to make sure that all customers are invoiced weekly and that statements are in the mail at the proper time. Any time an invoice can be delivered with the job, it should be, as this will eliminate unnecessary postage and work load in the front office.

The managers' duties are quite encompassing, as they oversee all shop employees. Therefore, this job requires knowledge of operational procedures, people skills, and a very broad knowledge of shop equipment maintenance. Further duties and responsibilities are:

• Management of each department supervisor
• Ordering supplies and all paper stock
• Overseeing the completion of jobs and ensuring quality control
• Maintaining schedules
• Cost controlling and waste management which requires shop personnel to use stock that is cut and left from previous jobs, instead of cutting down new stock
• Responsible for monitoring job flow and ensuring that each order is on schedule
• Taking job orders, answering the phone if the front office needs help, and waiting on customers

A listing of all management goals that have been derived as a result of this plan are listed in the Supplemental Documents section.

When the previous months financial statements are received, these procedures will be reevaluated and appropriate changes will be made. If the cost containment measures are not effective, then changes will be made. Financial reviews are scheduled on the monthly calendar.

Target percentages for the line items that will be monitored for containment are:

TQM will be instituted after management is educated on the benefits and short comings of the process. TQM has been scheduled on the master calendar.

Management Goals

• Recapitalize through loan proceeds.
• Initiate a plan of action to create a better working atmosphere.
• Reduce cost and increase profits.
• Through new formats and procedures, increase profitability.
• Strengthen present customer base and expand customer base to outside areas (Rosemond, Alareado, Mansfield, etc.).
• Update equipment to expand into more specialized areas of the printing market.
• Increase employee benefits.

Operational Goals

Cost contain.

• Contain all costs within FRA guidelines where applicable.
• Establish a regular insurance audit to determine needs and reduce cost where applicable.
• Install TQM in phases as indicated on the master calendar.
• Examine costs on a regular basis during monthly financial review.

Implement the following accounting changes:

These items are projected to be purchased in the following time frame:

Productivity/Efficiency Goals

• Contain waste through regular management meetings, at the present time and through TQM methods in the long-run.
• Install employee suggestion box with cash incentives for suggestion that result in cost savings on increased productivity. This will lead to a team based presentation program through TQM in the long-run.
• Outline Quality Control Procedures. (See subsection on Production and Quality Control).

Business Plan complete - September 21st

Loan Funded - October 2nd

A management calendar has been developed to indicate projection dates for reaching strategic decision goals. It is also used to schedule strategic planning sessions, evaluations, and general meetings.

Information about obtaining the comprehensive historical income statements can be found in the Supplemental Documents section. The following text is a summarized version of these statements.

An analysis of the 12-year trend indicates an increase in revenue for 11 of the past 12 years. The year, 1981, is the exception to this trend.

In 1981, Shawn Russell was adjusting to making management decisions, while continuing her work as a presswoman. The work force consisted of the two general partners, one junior partner, one full-time employee, and occasional part-time help. The high number of employees resulted in lower salaries and wages for that year.

In 1982, there was a considerable salary increase without a corresponding increase in sales or gross profit. The difficulties experienced in the partnership limited sound management decisions. This salary increase, along with the absence of an active sales force, contributed to a decrease in gross profits for the company by 1984.

In August of 1984, the partnership realized that it needed to disband. It was dissolved in October of 1984. After the dissolution of the partnership, the shop has realized steady growth.

Several expense line items have been analyzed and have provided opportunities for cost containment.

Cost of Goods

This item appears to have been out of proportion at certain periods. To remedy this, several steps have been and will be taken.

• Procedures are being taken to monitor material waste. Waste due to errors can be considerably reduced by implementing and enforcing policies on quality control.
• Pricing updates will be made more often to reflect price increases on papers and supplies. Price lists have recently been updated and modified to simplify pricing procedures for employees. This will be a major help in eliminating pricing errors.
• Each department will be responsible for recording time spent on each job. This will show what types of printing jobs are more or less profitable, and indicate what measures should be taken to increase profitability.

Wages (including owners)

Wages have averaged 28.6 percent over the 12 year history. Current labor expense is high, 37.3 percent of gross sales, due to the loss of the Hillman Equipment contracts. The figures are ½ actual and ½ projection. One employee has been terminated and one employee quit. As a result, this percentage should be lower by year end. The FRA (Financial Research Association) comparison for a like-size business indicates a 35.98 average. Therefore, Master Printer and Partners Printing are only 1.32 percent above this industry average. Increases in productivity brought about through the implementation of this plan will bring this figure to below the industry average.

Payroll Taxes

Payroll taxes have increased from .7 percent in 1981 to 3.7 percent in 1992. However, this line item is only controllable indirectly through total labor.

Advertising

Advertising is .7 percent on average and is above the FRA average of .39 percent for small-sized businesses. In order to increase our penetration in the market, this item will have to remain above this average for a short time. However, we do feel that by utilizing an effective advertising strategy, our advertising dollars will yield a greater return than in the past.

Auto Expense

Auto expense was .8 percent in 1982, and 1.9 in 1992, or a 237 percent increase. There are no industry averages for this line item, but it is deemed to be high.

The increase is contributed primarily to the frequent trips and distance from Grace to Theadora. These trips should be less frequent due to the loss of certain Hillman contracts. Therefore, this expense should decrease without an action plan.

Bad debts have not been a significant problem in the past, but we will continue to monitor accounts receivable to avoid developing any problems in this area.

Insurance costs have escalated from .4 percent of gross to 1.2 percent and are in line with the FRA industry average of 1.78 percent.

Interest has moved from 2.3 percent of gross to 2.8 percent in 1991, which is a 21.7 percent increase in 11 years. We hope to reduce our interest expense by obtaining a loan at lower interest rates than we are presently paying.

Lease Expense

Lease expense has fluctuated over the years, starting at 4.6 percent in 1981 and decreasing to 2.3 percent in 1991. We hope to reduce this expense even further by purchasing equipment, rather than acquiring it on lease options. The purchases will be evaluated with our accountant to determine what items will be most advantageous at the time.

Repairs and Maintenance

Repairs and maintenance increased significantly from 1981 through 1988. This was due in part to service agreements on new equipment. From 1988, however, this expense has significantly decreased from .77 percent of revenues to .37 percent.

Pro-forma income statement projections and balance sheets are available from the main office of Harris, Ridder, & Manny, Inc., 6734 Desert Drive, Grace, NM 84753. The following is a summary of their findings and recommendations.

Two pro-forma income statements were constructed for the purpose of analysis. One is based on the current debt structure and the other focuses on a capital restructuring program. The first indicates a net cash position of $18,348 at year end, while the second reveals a new cash position of $25,016. The capital restructuring program is as follows:

Of the $25,000 in operating costs, $10,000 will be placed in a money market account and marked for emergency use only. This account will be built to a level of $26,000, which is ten percent of gross profit. It will be maintained at that level in accordance with the gross profit figures.

Historical growth has occurred at 15 percent over the last 11 years. However, for purposes of this analysis, the growth rate was held to ten percent. The actual year to year growth rate varies in accordance with the ebb and flow of the local economy. The 1995-1996 fiscal year shows an actual decrease in sales, something the company has experienced only once in the past 11 years.

Owing to greater efficiencies and economies of scale, the net cash available grows from $25,223 in 1993-1994 to $80,404 in 1994-1995.

A FMV balance sheet was constructed because of the extensive depreciation the company currently has on the books. A market analysis was obtained from the company (See Supplemental Documents) to establish the value of the real property. The value of the equipment was estimated using replacement costs, instead of new costs, as a guideline. Value was given to the leased equipment only if it was projected to pay out in less than six months. The owners' equity in FMV terms is 34.5 percent.

Cash was used as a plug figure from the income statements. Accounts receivable and inventory were increased at five percent per year, and this amount was subtracted from cash because no allocation was made in the pro-forma income statements. The capital purchases were also subtracted from cash. Depreciation was estimated at the current rate for the life of the projection. After the current period, the payables were reduced to $1,000.

Since the business has a substantial amount of equipment depreciated out or almost out, the net worth figure was modified by adding the FMV net to arrive at an adjusted figure.

Major Assumptions

• Economy of Grace and Theadora remain relatively the same.
• No "significant" new competition.
• No large capital purchases within two years.
• TQM will be implemented within one year, with resultant efficiencies.

Company Calendar

The Master Calendar is a long range planning tool for company managers. It is a five year record of management meetings and programs. Some of the items included on this calendar are: Insurance Audits, Financial Review Sessions, Policy and Procedure Meetings, a schedule for implementation of the TQM Program, and Quarterly Management Summary Meetings.

A copy of the Master Calendar can be obtained from the Master Printer office.

Organizational Chart and Management Resumes

A chart illustrating the management hierarchy has been prepared by the owner, Shawn Russell. Please contact Ms. Russell for a copy.

Management resumes and references are available upon request.

Financial Documents

Tables containing sales figures, gross profit, operating expenses, other income, and net income over the past 12 years have been prepared by Harris, Ridder, & Manny, Inc., 6734 Desert Dr., Grace, NM 84753.

The firm of Harris, et al has also compiled additional financial statements and supplementary schedules including: a proprietorship balance sheet; a table illustrating the proprietor's capital for the one month and eight month period that ended in August of 1993; and other related statements of income. Please contact the main office, at the address listed above, for copies of these financial documents.

Market Analysis

A Market Analysis of local properties has been completed by the Benchman Company, 7483 Riverside Dr., Grace, NM 84753. The report revealed the estimated market value of both single family dwellings and retail office space. The homes ranged from $45,000 to $105,00 and the office facilities were between $9,500 to $70,000. A copy of the full analysis is available upon request.

Employee Guidelines and Production and Quality Control

Production and Quality Control is everyone's responsibility.

Dealing with Customers

Be polite and cordial

A prerequisite and requirement to taking orders is being friendly and cordial, regardless of how bad a day you may have had. Make each customer feel he or she is important and welcome. Every customer is important, so be careful not to be rude or brash.

When a customer arrives, know in advance who is going to deal with their order. Wait on customers immediately. DO NOT keep them waiting. If more than one customer comes in get someone in the back to help.

Receiving Jobs or Information (in person or on the phone)

Write everything down (use the work order form)

• Record person's NAME, TIME of call, and DATE.
• Get the address and phone number if possible.
• Type, color, and weight of stock
• Size or sizes of stock
• Color or colors of ink
• Types of bindery required (if necessary)
• Job due date
• Question information that is vague
• Quantity or quantities of order
• Record price quoted if possible
• Do not quote the customer a price unless you are sure of it. Double check the price with someone if possible.
• When receiving information concerning jobs already in production, write down the change and send it immediately to the appropriate department. Make sure that the change is recorded on the job ticket.
• Watch for Obvious Errors: Always check name, dates, and phone numbers.

After information on Page One has been obtained and recorded, the old job ticket should be pulled and a new ticket should be filled out. Someone other than the person taking the job should call the customer to verify information recorded, including the price.

After a proof is ready, with respect to the due date, the customer will be contacted, or proof will be delivered to the customer. If proof has not been picked up or OK'd in a reasonable time, with respect to the due date, a follow-up call needs to be made to the customer.

The same shall apply to completed jobs waiting to be picked up by the customer.

If supplies that have been ordered have not arrived in a reasonable amount of time, a follow-up call is to be made to the company. This also applies to orders shipped outside of the print shop.

• If it is clear where the fault lies, due to carelessness or negligence, the cost of the job may be charged to the person or persons responsible for the error.
• Communicate effectively
• Work together
• Keep your mind and thoughts on your job

Reducing Expenses

• Utilized supplies efficiently
• Avoid cutting too much stock
• Be conservative when using supplies. Use only what is needed.
• Designated persons will be responsible for cutting papers and stocks for each job prior to printing
• Each job ticket will be attached to a production control sheet. Each person and department will be responsible for recording the time the project was started and the time it was completed.
• Utilize time efficiently
• Strive to produce 8 hours of quality production daily
• Work overtime only when necessary
• Overtime is encouraged when the level of production justifies it.
• Inform the front office when you are making up time or working comp-time or overtime.
• Regular Maintenance on equipment is required: Equipment will be lubricated on a regular basis. Operators of each piece of equipment will set up a regular maintenance schedule for each piece of equipment. These schedules will be submitted and reviewed at the end of each month.
• Equipment will be cleaned and kept clean daily.
• Each person will be responsible for keeping his or her immediate work area neat and organized
• An organized work space will create a more efficient work environment

It is in everyone's best interest to be efficient and to reduce costs as much as possible. If you see something that needs to be done, inquire about it, and see that it gets done. Each person working at this company is a valuable and important part of our success.

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Digital Printing Business Plan Sample

MAR.30, 2018

Do you want to start digital printing business?

There are many benefits of starting a digital printing business. You can start it with a very low initial investment from your home, or you can increase its magnitude to any size depending on your investment. Moreover, it gives an incredibly high ROI as compared to other businesses started from comparable investments. Before you move on to starting this business, you will have to prepare comprehensive printing business plans which will establish the basis of your company’s future operations and decisions. If you are wondering how to write one then here we are providing you the business plan for printing company business startup named ‘Junes Printing Services’.

Executive Summary

2.1 the business.

Junes Printing Services will be a digital printing startup located in the main commercial market of Downtown Manhattan. The company will be owned by Elia Junes, a passionate Graphic Designer.

2.2 Management

The success of a startup heavily depends on its staff and management that’s why Junes planned it before starting a print shop . The main management of the company will comprise sales executives, graphic artists, technicians, and customer representatives.

2.3 Customers

Our target market is the corporate sector located in Manhattan. We will provide all sorts of digital printing services and our high-quality services will outperform our competition.

2.4 Business Target

Our target is to balance the initial cost of the startup with earned profits by the end of the first year and to achieve the net profit margin of $10k per month by the end of the first year.

Company Summary

3.1 company owner.

Junes Printing Services will be owned by Elia Junes, a business graduate from the University of Illinois. She is also an adept designer and is known for her exceptional graphics skills and innovative designs.

3.2 Why the Business is being started

Junes has always been passionate about starting her own printing shop business plan . Although she is a business graduate, her interest in graphic designing led her to start print shop business .

3.3 How the Business will be started

The printing shop business plan will be located in a 100-square-feet leased building in the main commercial market of the Downtown Manhattan. The company will initially procure twenty commercial printers, assorted office stationery, five filing cabinets, five work desks, a round table with chairs for meeting area and couch and chairs for customer waiting area. The startup summary is as follows:

Services for customers

If you are writing a business plan for printing services , make sure to pay special attention to what services will you offer to your customers because the planning of many subsequent components depends on your services .

The value of a digital printing business can be increased significantly if you also offer basic level graphic design services to your customers because many customers tend to modify and revise their designs after seeing them in print form.

Junes Printing Services will offer following printing services to its customers:

• Booklets and guides
• Restaurant menus
• Event flyers
• Marketing brochures
• Invitations and business cards
• Newsletters

Marketing Analysis of digital printing business

The most important component of an effective digital printing business plan is its accurate marketing analysis that’s why it is advisable to seek the help of marketing experts. If you are starting this venture on small scale, you can take help from this digital printing business plans sample and carry out a marketing analysis yourself. For the marketing analysis before starting her venture, Junes acquired the services of marketing experts to help her through this phase. Marketing analysis is extremely important because it gives you an idea of your position in the market. Therefore, it must be considered before developing the printing shop business plan .

5.1 Market Trends

There are about 7000 digital printing businesses in the United States, which generate about $10 billion every year. The industry is expected to grow at 1.9% every year. Despite the huge number of existing businesses, this market has a lot of potential provided that one plans and executes this business efficiently.

5.2 Marketing Segmentation

It is very important to analyze the market segmentation of the future customers of your services before developing a printing stote business plan because a successful and efficient marketing strategy can only be developed after we completely know our potential customers. Our target market is the corporate sector located in the Central Business District of the Manhattan which provides many opportunities to us. Manhattan houses more than 300,000 businesses as of 2014, including local, national and multinational businesses. Our experts have identified the following type of target audience which can become our future consumers:

The detailed marketing segmentation of our target audience is as follows:

5.2.1 Corporate Sector:

The biggest consumer of our services will be the corporate sector located in the Downtown Manhattan. The corporate sector includes product manufacturers and distributors, real estate owners, hotels, restaurants and food companies, IT and software development firms, branding and advertising agencies. These companies and businesses need digital printing services for mass printing their brand messages or for other purposes. This target group will contribute the biggest portion of our revenue hence our marketing strategy for business will be specifically tailored to attract this customer group.

5.2.2 Institutions & Organizations:

Our second target group comprises of various institutions and organizations located in Manhattan including government and public-sector organizations, schools, colleges and universities, political parties, religious and sports organizations, and non-profit organizations. These organizations also need digital printing services for promoting their messages and other purposes.

5.2.3 Print & Digital Media:

Our third target group consists of print and digital media companies located in Manhattan. These companies include but are not limited to television studios, video production companies, publication companies.

5.3 Business Target

• To achieve the net profit margin of $10k/month by first year, $15k by second year, and $25k by third year
• To balance the initial cost of the startup with earned profits by the end of the first year

5.4 Product Pricing

Product pricing is one of the most important factors in deciding the strategy for any business plan for printing company . After considering the market demands, we have priced all our products in similar ranges as of our competitors.

Alex provided prompt reply and good…

Alex provided prompt reply and good understanding and research, thank you

Like marketing analysis, sales strategy is also an important component of a printing shop business plan  as it determines how the business will grow.

6.1 Competitive Analysis

As of 2018, there are about 7000 business plan for printing company in the United States, so we can say that we have a tough competition ahead. Although we have a lot of competitors, but none of them provides as high-quality services in the same price as provided by us. Secondly, we will facilitate our customers with online orders and free delivery service.

6.2 Sales Strategy

• We will ensure at least a 20% increase in website traffic each month and will ensure at least an 80% conversion rate, i.e. to turn 80% of our website visitors into our customers.
• We will advertise our business in relevant business magazines, newspapers, TV stations, and social media.
• We will offer a 20% discount on our services for the first three months of our launch.

6.3 Sales Monthly

6.4 Sales Yearly

6.5 Sales Forecast

Personnel plan

Personel plan shows information about the staff of a company along with their salaries. If you don’t know how to make one, you can take help from this sample business plan for a printing company . Junes has developed the following personnel plan for her company.

7.1 Company Staff

Junes will act as the General Manager of the company and will initially hire following people:

• 1 Accountant to maintain financial and other records
• 2 Sales Executives responsible to market and discover new ventures
• 2 Graphic Artists to design and modify print media
• 3 Technicians to operate the printing machines
• 2 Managing Assistants to manage the company’s official website and social media pages
• 4 Customer Representatives to interact with customers and record their orders
• 4 Drivers to transport or deliver printed materials
• 1 Front Desk Officer to act as a receptionist
• 1 Security Officer

7.2 Average Salary of Employees

Financial plan.

The success of a business heavily depends on its accurate financial analysis so make sure to pay special attention to your financial plan before opening a print shop .

8.1 Brake-even Analysis

8.2 Projected Profit and Loss

8.2.1 profit monthly.

8.2.2 Profit Yearly

8.2.3 Gross Margin Monthly

8.2.4 Gross Margin Yearly

8.3 Projected Cash Flow

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Online Print Shop Business Plan

Start your own online print shop business plan

Bizcomm, Inc

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Introduction

BizComm, Inc. (Bizcomm) creates specialized customer communication products, its strength being specialized generic cards. These cards are for business-to-business communication, as well as business-to-client communication. The core product is a card a business might send to its customers to, for example, thank them for their patronage, or to remind a patient of a checkup.

The focus of this business plan is to put forth objectives to solve the present cash-flow squeeze, and to increase profits from the present break-even level to net profits of $54,650 by the end of the first year. We intend to accomplish this by focusing on modifying our website, repackaging our more popular products for the large retail chains, and to concentrate on our designated target markets.

The Company

Bizcomm’s mission is to provide specialized customer communication products through the mail. These products are either not available at the retail level, or are too expensive if obtained from normal commercial printers.

Bizcomm, through a series of ownership changes, has lost touch with the know-how that is needed to consistently achieve profitable response rates through mail order. Inadequate initial working capital has hamstrung the company’s acquisition of these skills by forcing the owner to resort to commercial printing activity. These setbacks will be remedied according to Bizcomm’s reconfigured market and sales approach.

Bizcomm is a limited liability corporation that is fully owned by one person, Mr. Pullman. Mr. Pullman comes from an office supply background. The knowledge, experience, and contacts accumulated during that period have led to changes in the traditional modus operandi of Bizcomm. Commercial printing work and ad specialties have taken an increasing percentage of Bizcomm’s sales.

At the present time, Bizcomm’s facilities are all located in Bronxville, New York. The space is much larger than present operations would dictate, especially the office space portion, and plans are in place to move the entire operation to Jefferson in September of this year, at the end of the present lease. There are currently less than ten employees of Bizcomm. The growth of the company will be determined by how accurately and efficiently the company is able to implement the facets of this business plan.

The Products

A general description of Bizcomm’s core products would be client communication cards. Cards which, for example, an auto dealer might send to someone who had recently come into the showroom and expressed an interest in his make of car. Bizcomm could personalize the cards with the auto dealer’s logo and could print any special message the dealer wanted. A normal commercial printer cannot compete in this type of work.

Some of the products Bizcomm offers are: Slida-Cards, Cirlo-Cards, Presentation and custom pocket folders, and promotional products such as keychains, pens, etc.

There is a huge market in the United States for customer communication products, with plenty of profitable business to be had. Nearly 700,000 businesses have been identified as attractive in addition to those market sectors to which Bizcomm has directed its attention. Capturing market share at a profit is definitely achievable.

The company will refocus on a number of key industries that have a high level of consumption of our products. These include banks, insurance companies, funeral homes, doctors/dentists, travel agents and auto dealers. The use of specialty catalogues oriented strictly for these industries will be the tool to create greater market share.

Financial path to Success

With Bizcomm’s refocus on its key industries and the creation of an effective website, the company expects its profits to steadily increase.

Revenues are projected to increase by almost 19% over the next three years, from ~$800,000 to ~$950,000. We expect net profits will increase substantially by year three. Such a large increase in profits is projected because we will be decreasing our marketing and advertising costs by a significant amount and increasing the efficiency of these activities. To implement our marketing changes and maintain sufficient cash, the company will be borrowing $47,000 this year in a short-term loan. Our projected cash flow will increase our cash balance and allow us to leverage this asset to creating new opportunities. During this time, we do not expect any difficulties in maintaining sufficient sales to meet our costs.

1.1 Mission

1.2 keys to success.

There are five generally accepted keys to success in the mail order industry:

• Roll out if successful.

There is a huge market in the United States for customer communication products, with plenty of profitable business to be had. Nearly 700,000 businesses have been identified as attractive in addition to those market sectors to which Bizcomm has directed its attention. Capturing market share at a profit is definitely achievable if the above five steps are skillfully executed.

1.3 Objectives

There are four major objectives to this business plan, of which three are immediate and the fourth is of a longer-term nature:

• To replace Bizcomm’s shotgun approach to mail order selling of cards to more of a rifle method aimed at one or two targeted industries. Key words: Market Segmentation . This objective must be executed carefully after adequate market research, careful design of the mailer, using the traditional skills of direct mail while considering new technology and trends. Results are not expected to appear until the second and third years of this plan.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Bizcomm, through a series of ownership changes, has lost touch with the know-how that is needed to consistently achieve profitable response rates through mail order. Inadequate initial working capital has hamstrung the company’s acquisition of these skills by forcing the owner to resort to commercial printing activity. These setbacks are the cause for this business plan, and will be remedied according to Bizcomm’s reconfigured market and sales approach.

2.1 Company History

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• Contributing to the bottom line improvement during that period, according to the tax returns, was an increase in the gross profit margin from 42% to 64%, and a $70,000 reduction in depreciation, payroll taxes, utilities, insurance and other expenses.

Considering the company was sold in 1998, the improvements on the 1997 tax return might have included a degree of window dressing to achieve a better sales price.

Bizcomm, through several changes in ownership, has lost continuity in respect to the knowledge and experience gained over the years in direct mail. The company, under its present management, cannot continue to engage in expensive mass mailings with any reasonable expectation of quick success. This business plan will put forth other means to expand the company and give it adequate breathing room to again engage in direct mail in a less-hurried, more professionally researched way.

The table varies somewhat from the auditor’s figures of December 31, 1999. For one thing, the current portion of long term debt was removed from current liabilities to avoid problems arising from assuming that all debt technically classified as “current” would be repaid in the current year. Total long-term debt of $271,874 can be broken down by this table below:

Depreciation and amortization have been lumped in together. Capital assets include intangibles of $56,406.

Notes payable to stockholder of $26,912 represent money owed to the owner, Mr. Pullman, and do not accrue interest. To more accurately reflect the equity nature of these funds, and for ease of projecting interest charges, this $26,912 has been placed into the capital stock category.

2.2 Company Locations and Facilities

At the present time, Bizcomm’s facilities are all located in Bronxville, New York. The space is much larger than present operations would dictate, especially the office space portion, and plans are in place to move the entire operation to Jefferson (nearer to the owner’s residence) in September, 2000, at the end of the present lease. This planned move is expected to bring a reduction of $1,500 in the monthly rent.

2.3 Company Ownership

Bizcomm is a limited liability corporation that is fully owned by one person, Mr. Pullman. Originally, the corporation was named Eric Rutherford Inc., and was operating under the name Bizcomm, Inc. Recently, the corporate name was changed to Bizcomm, Inc. Mr. Pullman comes from an office supply background. The knowledge, experience, and contacts accumulated during that period have led to changes in the traditional modus operandi of Bizcomm. Commercial printing work and ad specialties have taken an increasing percentage of Bizcomm’s sales.

Products and Services

The following subtopics discuss Bizcomm’s products, how these products are produced, and an overview of competitor’s products.

3.1 Product and Service Description

A general description of Bizcomm’s core products would be client communication cards. Cards which, for example, an auto dealer might send to someone who had recently come into the showroom and expressed an interest in his make of car. The card would say something like “Thank you for your visit” or “It was a pleasure serving you.” Bizcomm could personalize the cards with the auto dealer’s logo and could print any special message the dealer wanted. The company maintains a large stock of printed cards which can fairly easily be removed from inventory, have a special logo overprinted on them, and sent off in the mail. A normal commercial printer cannot compete in this type of work.

• Another category of products encompasses ad specialty and promotional products (key chains, note cubes, pens, etc.). Bizcomm is a member of the American Society of Indexers (ASI). ASI is an organization that represents thousands of manufacturers of specialty items. These items are depicted and described on DVD where it is possible to search through thousands of items using key words, and then choose items especially suited to a particular industry. These products are a recent addition to the Bizcomm line and have not yet been fully marketed.

3.2 Competitive Comparison

For a competitive comparison of Bizcomm’s core product, the Slida-Card®, the following options are considered:

• Other Competitors: Some catalogs which target a specialized industry offer cards similar to the Executive cards that Bizcomm produces at $490 per thousand, as well as personalized cards of lighter stock (without slits) for $139 per thousand. Competition from this sector is very powerful even given a high price differential.

3.3 Fulfillment

Ad specialty and promotional items are supplied by a large number of manufacturers on a drop-ship basis. ASI provides a list of suppliers for any particular ad specialty. If one manufacturer can’t make a delivery, Bizcomm can choose another from the list.

3.4 Technology

Technology has not had a great effect on this business over the past couple decades; however, a new trend in the business is specialized services. Companies with large customer bases can download addresses and names over the Internet and have a host of customer communications out-sourced. A company, such as a furniture retailer, could arrange to have a card automatically sent to every buyer on the first anniversary of the purchase.

Technological advances in electronic mail are also attracting the attention of companies who depend on direct mail for leads. Despite filters against “spam” (unsolicited email) there are ways to reach direct mail targets via email ads. How skillful the direct mailer is in the design of the email message, and how clever he is in skirting the spam filters, can mean substantial profits–especially when coupled with an exciting website.

3.5 Future Products and Services

The main product which Bizcomm has on the drawing board is a catalog especially designed to cater to the needs of a targeted industry. This market segmentation approach is necessary to secure a stable market share of business communication products against invasion by specialty catalogs.

Market Analysis Summary how to do a market analysis for your business plan.">

The overall market for customer communication products is immense. This business plan has identified over seven million businesses that have a potential need to maintain and/or win customers. In reality, all businesses are in need of a product that will enable them to maintain positive customer relations. Bizcomm has the products necessary for this to happen; whether it is a doctor’s office sending reminders to their patients, or a software company sending holiday cards to its clientele, it is imperative for all types of businesses to remain on a personal level with their clients.

4.1 Market Segmentation

Many industries have been heavily marketed in the past by Bizcomm. Some industry sectors, such as insurance companies, and Doctors/Dentists, are targeted with extensive well-established catalogs, making entry by others difficult. The following industry sectors listed under the table heading “Attractive Possibilities” are likely to offer the best opportunity for new territory and market segmentation:

The “Other” category in the Market Analysis table and chart represents the total businesses that have sales of $1,000,000 or less. It is assumed that the very large businesses either are too difficult to reach effectively by direct mail (owner doesn’t see the mail; junk mail is routinely discarded by secretary, etc.), or are so large that they have more sophisticated customer communication products or have their own established printing channels.

4.2 Target Market Segment Strategy

The largest category is the “Other” category which consists of over five million businesses of $1 million or less. These businesses are too difficult to separate and accurately analyze, however, they are all likely to patronize large retailers because of the pricing systems in place there. The customer communication products presently on the shelves of these retailers are limited.

The specialized market sectors such as banks, insurance companies, and auto dealers have all received marketing attention in the past from Bizcomm. Some of these sectors (insurance agencies, dentists, etc.) have been the targets of market segmentation on the part of comprehensive catalogs that try to present themselves as the “super store” to that industry.

The 700,000 businesses listed as “Attractive Possibilities” are in industries that have not received as much attention via direct mail. The businesses mentioned are likely to be owner-run–a business in which the owner is likely to receive the mail.

4.2.1 Market Needs

Needs have changed significantly in recent years. With the era of computer service, not customer service, it is even more important now for a client to receive a man-made token of appreciation. One can never underestimate the value of a Thank You note.People want to feel like their patronage is important to a business; they want to know that there are people behind the automated customer service engines. This is why Bizcomm is essential to all companies. Bizcomm provides businesses with a means to show their appreciation to their customers. There is something about receiving a Thank You note or reminder about a check-up in the mail. It is real, it is tangible, and it cannot be deleted. Bizcomm creates notes that are heartfelt, elegant, and to-the-point. These notes are a sincere way to extend customer service to the human level.

4.2.2 Market Trends

Traditionally, Bizcomm has sent mailers to various industry sectors. Those receiving the mail offer decide they need the product, and will fill out the form and call in an order. Market trends have moved in the following direction:

• A growth in the use of the Internet to search for services. With the increase of potential customers resorting to the Internet for their customer communications products, Bizcomm must create an efficient website.

4.2.3 Market Growth

The market for customer base development products is expected to grow. Increased competition for purchasing dollars will fuel this growth. Despite the revolution in technology, the effect of a customer receiving a Thank You note in the mail is still an elegant way to say your patronage is appreciated. Customer loyalty is built this way, and no suitable alternatives are in sight.

4.3 Service Business Analysis

In industries where the product purchased is very similar to products offered by the competition (such as auto insurance, or the booking of an airline ticket), businesses have long recognized the importance of finding economic tools to win and maintain customers. Where a business cannot offer a price savings or some other clearly recognized advantage, customer communication products have proven useful. Below is a list of situations in which a doctor or a dentist might use a customer communication product:

• Reactivate: Be able to know when a customer stops coming and inform them that they are missed.

Traditionally, these business communication products have been offered via direct mail. Bizcomm has been offering these products to a broad spectrum of businesses for years. The products of these companies have been relatively generic. That is to say that the cards have a simple message like “Thank You” which can be used by a long list of businesses. Slits in the cards to hold a business card help to personalize it and adding a company logo (at a slight additional charge) will personalize it further. The degree of success enjoyed by companies selling these products is closely related to their skill at direct mailing. Choosing lists carefully, running purges to eliminate doubles, carefully designing the marketing letter (as well as the envelope), including coupons, samples, design of the order form, etc. are all important factors. Companies that sell these generic products (with some customizing) over a broad spectrum of industries are probably viewed alike by those on the receiving end of the direct mail; according to Bizcomm telemarketers, they often get phoned-in orders with Rockford’s product codes.

Another method of selling customer-base management/client communication products is a method used by the specialty catalogues. Instead of taking a shotgun approach (i.e. mass mailings to many industries), they concentrate on one industry. They put together a comprehensive catalog of all products that the industry might need. The catalog will include marketing tools, such as printed brochures. Their offering of client communication post cards will have a marketing theme, as will their letterhead, and presentation folders. Bizcomm will be viewed as being the push cart with only a few products; and it would be very difficult for any competitor to gain entry once a “supermarket” had been established to serve a particular industry’s special needs. Therefore, Bizcomm must focus its attention on more profitable market segments.

4.3.1 Main Competitors

The competition for this market is fierce because of customer loyalty. Once a business decides to go with a certain card company, it is extremely difficult for another card company to break in to that business. Therefore, Bizcomm must renew its effort to regain its old clientele from Rockford.

Bizcomm’s main competitor is Rockford, this is because their products are virtually identical. Their approach is broad spectrum (as has been Bizcomm’s). This is a healthy competition, with equal spoils going to both competitors. Bizcomm has taken an edge over their competitor because of the ability of the company to do its own printing. Rockford cannot make this claim. This enables Bizcomm to promise–and deliver–quick shipments of accurate orders. There is one less step for Bizcomm to go through when processing an order. As a result, there will be fewer mistakes and more responsible customer service.

Strategy and Implementation Summary

The primary focus for Bizcomm’s marketing strategy must be to increase sales and profitability in its core card business quickly without resorting to the expense of direct mail flyers that have not been thoroughly market-tested. This can be achieved by gaining entry into the large business supply retailers, and to take the necessary steps to make Bizcomm’s website a useful sales generating tool.

5.1 Competitive Edge

The advantages Bizcomm has over the competition are numerous:

• Bizcomm also owns two trademarks: Slida-Card ®, and Cirlo-Card®. Both of which should be leveraged.

5.2 Marketing Strategy

The first strategic move for Bizcomm must be to improve its website. An amount of $5,000 has been set aside for this purpose. A contract will be signed by the end of February, 2000, with completion due by the end of April in that same year. Assume 50% payable at signing and the rest upon completion. The site must have a shopping cart capability to allow on-line secured credit card transactions. Bizcomm’s in-house designer has had some formal training in this type of work, and should be able to cooperate effectively with the person chosen to construct the site.

It is essential that care be taken to cause the most important search engines to find Bizcomm’s website using a variety of key words. Multiple hostings are likely to be necessary to accomplish this. Similar skill needs to be undertaken to bring many more visitors to Bizcomm’s site from the online store.

While the above work is being done, Bizcomm must immediately take steps to enter the retail market with several of Bizcomm’s most popular Slida-Card® products. There are more than five million small businesses in the United States with sales of $1 million or less. These five million businesses are in addition to the industries that are normally targeted by Bizcomm and its competitors. An initial brief investigation of the retail shelves at large discounters indicate that this level of retail is appropriate for these limited products. To dedicate the proper time and effort to this launch, $5,000 has been ear-marked for a consultant who will research the appropriate outlets and put together prototypes of attractively packaged cards, working in conjunction with Bizcomm’s in-house designer. The consultant will need a full month to handle the project and get the finished packets in front of the right people. Sales are expected to begin in April (90,000 cards monthly). This is not overly ambitious considering the size of the potential market. Unattractive cards, without business card slits, are presently on the shelves aimed at this very market. Since Bizcomm can print its own cards, this gives Bizcomm an advantage over the competition. The important thing to remember in this market strategy is that the first one to devote the time and effort to the large discounters is likely to shut out the competition. Another important aspect of this retail launch is the residual effect of extensive retail sales. The brand name, Slida-Card®, will gain greater exposure, and Bizcomm can insert a small leaflet that informs the buyer of other available products. Here, Bizcomm can list in a brief, attractive way the customized options that are available, and give phone numbers and refer to the website. The advantages of this manner of reaching the interested businessman are many:

• The greater the volume of retail packets sold, the greater the distribution of the individual cards in those packets. Bizcomm has its name and logo on the back of each one. This means increased likelihood of new leads in the form of visitors to Bizcomm’s website.

The above advantages far out-weigh any fears that the large retailer may eventually squeeze Bizcomm on price. Even if Bizcomm were to break even on the retail card packets, the leads generated from them will be substantial.

A longer-term market strategy will require some extensive research to locate at least one business communication market sector that is at present:

• Not already heavily served (market-segmented).

After locating the perfect market sector the task then becomes to design and structure specialized business communication solutions, specialized printing needs, and ad specialties targeted to this market sector(s) in such a concentrated and thorough way that “generic” business communication products will not have a chance to compete.

5.2.1 Distribution Strategy

Apart from distributing Bizcomm’s products (only a few popular generic Slida-Cards®) in the retail market, other new channels will be considered on an on-going basis. Bizcomm could, without a great deal of expense, get a brochure together for distribution to ad specialty dealers. There are 17,000 of these dealers. A limited mailing will be done to test the waters first.

In performing the research to locate an ideal market sector, ripe for market segmentation specialization, Bizcomm will keep an eye peeled for publications that already cater to specialized markets. This will help the company know what is attractive to customers.

5.2.2 Marketing Programs

The specific marketing programs discussed in this plan are:

• Direct mail marketing program. A well-researched marketing study to locate one or two attractive industry sectors which are ripe for market segmentation. Should include a reasonable number of dedicated designs for card faces as well as messages. Specialization in respect to stationery letterhead, name cards, etc. Ad specialties need to be carefully chosen to speak to the chosen industry sector. Budget $15,000. Time for completion: Fall 2000.

5.2.3 Pricing Strategy

Pricing strategy does not appear to be a major consideration. Management, who determine prices, will listen to the opinions of the telemarketers who are more likely to know when Bizcomm is at a disadvantage in respect to the competition.

5.3 Sales Strategy

Bizcomm has a telemarketing department that operates satisfactorily. Each member is adept at making sales. Once this plan’s market programs are installed, closing sales deals over the phone will be much more efficient, and there will be many orders to come through the website.

5.3.1 Sales Forecast

To simplify sales projections, we will project only three items: The core business in the form of mail-order Slida-Card®; the same product sold via large discounters (BJ’s, Cosco, Staples); and Commercial Printing.

Slida-Card®: This core business, generated by telemarketers and mail-order, has various price levels beginning at $89.50 for 125 cards and extending to $369 for 2,000 cards. The price per card varies widely from $.71 per card down to $.18 per card. Historically about 10% of sales are 125 counts, 10% are in 250 counts, 40% in 1,000 counts and the remaining 40% in other counts. For the sake of ease of projections we will assume that all sales in this core business are in 1,000 counts ($0.199 per card). In line with recent monthly sales figures we begin by projecting monthly sales (January-April 2000) at 135 units of 1,000 cards at $199 per unit (zero growth rate).

Beginning in May, 2000 positive results should appear from the website, the improvements made to the Yahoo! Store, and from leads for custom cards generated by the retail sales. It is not easy to predict how many inquiries for custom cards will be generated by the purchase of 150 retail packets of 20 cards daily. However, all of these buyers are purchasers of the product. It seems reasonable that a much larger percentage will result in a custom card order than could be hoped for from a blind mailer. Assume one order of 1,000 custom cards will result from the sale of every 150 retail packets. This means sales of 30 units a month (1,000 equals 1 unit). Results from the improved website and Yahoo! Store are also very difficult to predict. Assume another 15 units per month beginning in May 2000, increasing to 20 in June, and again to 25 in September as more orders for custom cards are fed by the retail packet leaflets.

Costs of materials per unit are as follows:

• The total material cost comes to $19.50 ($9.00+$9.85+$.60+$.05).

Large Discounters: Retail packets of 20 cards and envelopes will be produced and priced to sell at the retail level @ $3.29, and to wholesale to large discounters at $1.65 which works out to be $82.50 per thousand cards. Sales will begin in April, 2000 at a rate of 3000 cards daily or 90,000 per month. The cards will be sold in packets of 20 cards which works out to only five packets per day in 30 outlets.

The same basic costs of material apply here ($19.50 per 1,000), but there will be additional packaging costs from shrink-wrapping each packet of 20 cards, as well as some special handling. This handling and processing will be done by an outside service provider (Goodwill Industries, the ARC, or other similar organization). A generous allowance of $1.50 per 1,000 cards will be assumed. Total material costs per 1,000 cards = $21.00.

Commercial Printing: Commercial printing work is, at the time of this writing, averaging about $27,000 monthly. Some of this work is handled on Bizcomm’s own printing presses, but the majority of it is farmed out to other printers. Assume this level will continue initially. Sales level at $27,000 monthly. Gross profit varies widely from 70% profit on the small jobs to 35% gross profit on the large jobs. Assume large jobs represent 50% of the total. Units don’t apply here. Assume one unit per month of $27,000 with a material cost of $12,825 (weighted average of 47.5%).

5.4 Milestones

The following table shows some key milestones.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

The new management of Bizcomm is not of a direct mail background. The specialized expertise needed to consistently conduct mass mailing and predict the results will need to be built prior to launching the recommended new direct mail marketing program planned for October 30, 2000.

6.1 Personnel Plan

There are currently less than ten employees of Bizcomm. The growth of the company will be determined by how accurately and efficiently the company is able to implement the facets of this business plan.

Each member of the Bizcomm team is highly valued; everyone is expected to have opinions, as it is a team that will make this company excel. It is the mission of the company to employ people who are committed to a high standard of excellence, who thrive on a team atmosphere, and who have outstanding customer service skills. This idealism is represented by the current staff, and will continue to be the guideline by which new team members are hired.

Financial Plan investor-ready personnel plan .">

The following subtopics help present the financial plan for Bizcomm.

7.1 Break-even Analysis

The following table and chart show our Break-even Analysis.

7.2 Projected Profit and Loss

The Profit and Loss expenses are summed up below:

• Postage: Normal postage (does not include special promotional mailings) will cost approximately $950 per month.

7.3 Projected Cash Flow

The Cash Flow table and chart are summarized below:

Long-term Debt Repayments: There are, at present, three loans at the Beverly National Bank that can be considered as “long-term” despite the maturity schedule:

• Time Note: Originally this amounted to $35,250. Present outstandings are $20,500 due January 7, 2000 and bearing an interest rate of 11.25%. It is assumed that the owner will be successful in rolling over this note. Repayment is not included in the cashflow projections 2000-2002.

In addition to the bank debt, there is $12,500 in principle outstanding on an original $30,000 loan to the seller of Bizcomm, Inc. This is being repaid at the rate of $1,250 monthly and carries an interest rate of 8%.

Also included in reduction in long-term liabilities are repayments due monthly to EDIC. Original loan was $75,000 to be repaid at the rate of $2,083 in principle monthly plus 6% interest. Present outstandings in the EDIC loan include some accumulated interest due to back-due payments. We will assume that from the first of 2000, the monthly payments are met, but that the arrears payments are not caught up. Final maturity will be September, 2002.

The EDIC principle repayments each month added to the repayments to the previous owner of the company amount to $3,333 for the first ten months of 2000, after which the debt to the previous owner is fully repaid. Thereafter, $2,083 principle repayment monthly on the EDIC loan will continue through September of 2002.

Short-term Debt: It is expected that Bizcomm will secure a loan from 80% of outstanding accounts receivable in February. This $46,752 shows up as Short-term Debt which is repaid as soon as possible due to its high cost. Due to the high interest rate built in to these funds, they have been reduced as soon as cash flow permits. They are totally repaid by the end of year 2000.

7.4 Business Ratios

The following table outlines some of the more important ratios from the Other Commercial Printing industry. The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 2759 (NAICS Code 323119).

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