6BizPlan
Business plan
For better or for worse, there are no competitors. Other Jewish groups exist, but none of them offer objective and clear-cut solutions to Jewish professional issues. Those which attempt to provide a similar service have either languished, or have had open and undirected discussions. There are no other moderated Jewish discussion groups which can replace these.
Furthermore, since these groups are a full information center for Jewish professional knowledge throughout the world, they do include all other similar ventures. This is an umbrella body which includes all the other competition.
Other positions in the market area are either negligible or cannot provide a similar service - either in scale, volume, or effectiveness.
Since there is no real competition, there is no advantage over the competition. As of today, no potential competition will want to change this situation.
Obviously, there is no way to know. However, so far there has been none, and since the volume of work is so great in order to develop a group, it is not likely that other groups will arise.
The workload. It takes too much time and effort to set up a successful group, so others will not bother.
Of course, the term "market" must be used loosely here, since they will not be paying for the service. However, the target is skilled, experienced Jewish professionals in various walks of their advanced professional life. They turn to these resources in order to advance in their profession.
100%. There is no reason to believe that this will ever change. These groups have captured the Jewish professional market, and it is unlikely that they will be replaced.
100% worldwide. There are no similar groups anywhere else in the world
Growth cannot be measured in revenue, since there is no charge for these services. Nor can it be measured by the number of subscribers, since there are many who are silent and simply absorb the information. However, there is constantly growing interest in the groups, and they are the single resource for professional Jewish information in these areas. Growth can expand at this stage only by adding money to the groups so that they can be more accessible to the professionals (by translating them) and by attracting more professionals (by advertising and expanding services).
The expenses represent a net loss, since there is no income. The budget therefore includes Internet services and charges, computer and consultation charges and costs, my own time, and time of assistants. This does not allow for any growth, since I have already gone beyond the maximum that I can afford to devote to these groups.
EXPAND ON THIS BUDGET
To increase the number of subscribers. Ads will be place only in professional journals and resources and in Jewish academic institutions or institutions which have a reasonable to large number of Jews. No paid advertisements will be placed in the mass media, since they are not our target audience. However, we will consider offers of exchange advertisements in the mass media. Every synagogue or Jewish organization throughout the world will be targeted for advertisements, in order to attract every Jew to the groups which relate to Jewish issues.
To increase revenueUltimately, the goal of these groups is to be self-sustaining. The advertisements are a crucial aspect of this goal.
Print media and Internet resources. The mass media will be excluded from paid advertising. However, we will place articles in all the mass media in order to increase worldwide Jewish awareness of this venture.
We will print and distribute brochures around the world, in local languages. They will have to be translated. Some of the basic translation work has already been completed, as the information about the groups already is presented in a French website. A Spanish and a Portuguese website are already in preparation, and a Hebrew website is now being completed.
Computers, fax machines, duplicating expenses, scanning, brochures, and more will all be required.
In the past 5 years there has been no active publicity because of lack of funding.
In the next 5 years we will spend $250,000 on worldwide publicity, based on the resources which are currently available.
I have already spent a total of $53,000 on equipment for use with these groups. There has been no resource to subsidize or cover this outlay.
This is a new method for conducting and professionalizing discussion groups. We will compare the effectiveness of similar groups, each having a different thrust, in order to determine the best way of promoting the groups.
Grants available
There are currently no grants available, but we have not completed our study of the market.
Amount spent on last on last 5 years on R&D
No funding has been available, so all of the R&D in the past two years has been carried out in an informal and unscientific manner. This must change in order to assure that the groups are run in the best possible manner.
Full-time
The director, David Grossman.
An assistant (to be announced)
Secretarial help
HTML and programming assistance
Computer consultation
Marketing and advertising
Writing and publishing about groups
Subsriber management
None. These positions are all required and will continue to be required.
CV for each one
On resume:
Age and education
Experience
Employment?
Org chart
Reasons for financing
Type of financing
- shares
- bank loan
- mortgage
Income statement
Balance sheet
Assets - computers - and liabilities
The groups will continue to grow.
The group director will not have funding to find a replacement, and he will become incapacitated. The groups may die.
With the proper funding, leadership training will be instituted immediately, and there will be a continued, healthy growth rate among the entire Jewish population. Note that this Best case scenario closely matches the Most realistic case scenario.
Each member of the staff will have clearly defined and delineated responsibilities, and will be supervised by the director of the groups. Each staff group will also have a director, selected from among that group, and who will be responsible to present reports to the Director.
Copyright (c) David Grossman. World rights reserved.
6BizPlan