This was a proposal for a business plan for a company that I had once worked with that wanted to develop a long term business plan. I had worked with this company on TQM back in the 90's and they asked me to submit a proposal to help develop a business plan.

2. Gardewine Group Inc.
A presentation
on developing a
business plan for
the Gardewine
Group Inc.
Dr. John Persico
August 28, 2013

3. • Add value to the Gardewine business
• Show clients what our long term thoughts are
• Create a five year plan for staffing
• Identify new opportunities for increased revenue
• Stay competitive in a rapidly changing market place

4. For over seventy five years , if you wanted to
approach investors for funds to start a
business, expand a business or sell a
business you needed a good Business Plan.
Times
Change!

5. Investors
Want More!

6. You now also need a strong Business Model

7. What is a Business Model?
Your business model is your core strategy to acquire customers
and sell them your services at a profit. Investors know that the
business model is the core foundation of their investment.
Great business people orchestrating a great business model
yield significant returns for investors. Underemphasizing your
understanding of your business model or its importance could
hurt your chances with investors.

8. Value of a Good Business Model
Good Business
Model
Good Biz Plan
Experience
Intelligence
Hard Work
Profit Ladder

9. The Components of a Business Model

10. The Components of a Business Model
 Offering
o Market attractiveness: The industry, niche, and customer segment you will sell to.
o Unique value proposition: The significance of the opportunity to stand out in the
marketplace and how strongly your offering does so.
 Monetization
o Profit model: The streams of income created by the offering and the associated margin
generated.
o Sales performance model: Converting the marketing expectations into actual paying
customers.
 Sustainability
o Ongoing competitive advantage: Creating meaningful differentiation and advantage today
and tomorrow.
o Innovation factor: Balancing the need to innovate to keep up with competition with your
ability to do so.
o Pitfall avoidance: Making sure a good model doesn't succumb to regulation, litigation,
fads, or excess reliance.
o Graceful exit: Creating a model that allows the owner to sell the business for a large sum
of money or run it as a CEO Emeritus.

11. What is the Mayo Clinic Model of Care?
The Mayo Clinic Model of Care (MCMC) is a prescription for providing patient care in concert with our
mission —
Mayo Clinic will provide the best care to every patient every day through integrated clinical
practice, education and research.
It is the set of objectives that addresses our core principle for practice — Practice medicine as an
integrated team of compassionate, multi-disciplinary physicians, scientists and allied-health professionals
who are focused on the needs of patients from our communities, regions, the nation and the world.
Patient Care
• Collegial, cooperative, staff teamwork with true multi-specialty integration
• An unhurried examination with time to listen to the patient
• Physicians taking personal responsibility for directing patient care over time in a partnership with the
local physician
• Highest quality patient care provided with compassion and trust
• Respect for the patient, family and the patient’s local physician
• Comprehensive evaluation with timely, efficient assessment and treatment
• Availability of the most advanced, innovative diagnostic and therapeutic technology and techniques
Environment
• Highest quality staff mentored in the culture of Mayo and valued for their contributions
• Valued professional allied-health staff with a strong work ethic, special expertise and devotion to Mayo
• A scholarly environment of research and education
• Physician leadership
• Integrated medical record with common support services for all outpatients and inpatients
• Professional compensation that allows a focus on quality, not quantity
• Unique professional dress, decorum and facilities

12. Trimac Business Model
Safety
“Service with Safety” This motto is a reflection of the culture of the company that has been an integral
part of Trimac’s business for over 65 years. Safety is our core value that is evident in everything we
do. Trimac has created an industry-leading safety program that provides product stewardship, driver
training and a process that integrates people and equipment with its customers’ products and
facilities. Trimac has won the National Tank Truck Carriers (NTTC) safety award 12 times in the past 14
years and has consecutively been in the top 2 for the past 14 years.
Customer centric focus
Trimac endeavors to provide service levels to its customers that exceed their expectations. This is done
by establishing a culture that expects and supports pro-active customer service. Trimac hauls over 200
different types of products to a variety of blue chip customers from various industries across Canada and
into the United States.
Capacity management
Capacity management is the development of a long-term planning process to ensure programs and
resources delivered will facilitate the achievement of our revenue growth objectives. Processes in place
include recruitment resources for hiring, facilities development to meet growth requirements and
programs to support our company drivers, mechanics and technicians and lease operators.
Team investment
Trimac’s focus is on its people. Our team investment directly affects the success of the
Company. Through our recruiting and hiring process we provide operations with the human capital to
meet capacity needs that allow us to grow our business. Through our retention process we have integrated
our “Preferred Place to Work” initiatives into our branch specific plans.
Revenue growth
Trimac has developed a comprehensive plan to grow its business to support market share objectives in the
various products it hauls. It has a balanced and disciplined growth strategy. Trimac plans to grow its
business through a combination of internal growth with existing and new customers (organic growth) and
through acquisitions that meet Trimac’s strict acquisition criteria.
Profitability
Trimac has been in business for over 65 years and has endured many recessionary periods. It has
maintained consistent profitability through managing productivity and utility of its equipment while
offering competitive transportation rates to its customers.

13. Con-Way Freight Business Model
“No standing” is one rule successful fleets adhere to religiously. Accepting how the less-than-truckload
(LTL) landscape has shifted, this year Con-Way Freight Inc. took the innovative — and bold — step of
literally tossing out the business model on which it had been founded 24 years ago, trading tradition for
the nimbleness it needs to move forward.
• Comprehensive platform: a single data warehouse that captures data from all areas of the business.
• Granular: the capability to store and report on minute, transaction level details.
• High performance: fast data loading and query processing for speed-of-thought analysis.
• Ad hoc: a flexible environment that facilitates asking any question, at any time.
• Self-service: an easy-to-use platform for users throughout the business to leverage.

14. A Template for Developing a Business Model

15. The Business Plan
Many components of a business plan are present in a
business model. However, the business plan covers many
operational and financial aspects not present in a business
model.

16. The Element of a Good BUSINESS Plan
Executive Summary
Current Position
Company Description
Product / Service
Operations Plan
The Market and Sales Plan
Strategy and Implementation
Competition
Management Team and Staff
Financial Analysis
Risk Analysis and Mitigation

17. A Sample Plan for Mikes Trucking Company

18. An On-Line Business Plan Template
Traditional Template for a Business Plan

19. The Business Model Canvas
Lean Canvas

20. How Strong is the Gardewine Business Model?
0-17

21. Three Possibilities
Plan C: Develop a Business Plan
Plan B: Develop the current Gardewine Business Model and a Business Plan
Plan A: Develop potentially new Business Models and link to the Business
Plan

22. Final draft of plan
completed
12/16/2013
Executive team reviews
completed plan and
signs off.
12/16/2013
Gardewine Busines
Plan Approved
12/23/2013
Plan C: Develop a Business Plan
Second draft of plan
completed
11/11/2013
Consultant reviews
materials for
completeness
11/12/2013
First draft of plan
completed
10/14/2013
Consultant reviews
materials for
completeness
10/15/2013
We decide on which
plan to pursue
8/28/2013
We delegate tasks for
establishing the BP
9/9/2013
Assign time lines for
each section
9/9/2013
Consultant works on
coordinating plan input
9/10/2013
2013
Aug Sep Oct Nov Dec 2013

23. Plan B: Develop the current Gardewine Business Model and a Business Plan

24. Plan A: Develop potentially new Business Models and link to the Business
Plan

25. Questions or Comments