Ma rya m K ay m a n e s h & A n d r e w F r awl ey

I ntroduct ion
Top Brush Club is for users of the oral care industry who struggle to find the time to purchase
products that specifically meet their needs. The Top Brush Club is an online platform primarily
built for a male millennial. The platform uses a subscription model to deliver to subscribers,
every three months, a re-supply of their most important dental items such as fresh bristles for a
toothbrush, new toothpaste, floss, mouthwash or even whiteners. In addition to this, Top Brush
Club understands simplicity reigns king, our platform exclusively selects only the most perfect
items for the male millennial based on thorough research of the dental industry. This allows
them the luxury of having the perfect products pre-selected and bundled to meet all of their
needs. More importantly, the user also has the luxury to switch items in and out of their own
box as customization is huge for millennials.

O u r Bus iness mod el

M A RKE T T YP E & SI Z E

The Top Brush Club finds itself providing value to users who seek a differentiated experience within the dental industry. This
is a need for all types of people but we have honed into a niche focus. The Top Brush Club user is a male under the age of
34 years old and above the age of 21. This user finds value in the convenience of a subscription based model for his dental
care and likes to do research on his purchases. This means we must build around the concept of subscriptions in the dental
industry which is relatively undominated and hardly investigated at this time.

M a r ket a n a lys i s & k ey tr e n d s

What we find most intriguing about this industry is the future projections. The Oral Care industry has simple projections
that are based on populations. As the worlds population grows, so does the need for dental care. Particularly in the United
States demand is aimed to grow YoY by just about 2% equally an industry gain of nearly $200 million every year.

More importantly the millennial industry, which has recently claimed the crown of the United States largest population, is
heavily cultured around spending and doing so with intense levels of research. In addition to this, the industry is shifting
towards newer products that aim to disrupt the traditional market behemoths;
Natural Toothpaste has grown 50% and the most purchasing user of that is the millennial
As the industry shifts paired with a millennials need to research products, there is opportunity found for a trusted outlet to
provide curated experiences based on a model of convenience.

Mintel 2015 Oral Care Study

http://clients1.ibisworld.com/reports/cn/industry/ataglance.aspx?entid=319

co m p et i t ion

One of our nearest competitors is

Boka. Boka is an online toothbrush
subscription model which has evolved
into strictly natural toothpastes, manual brushes and sharp branding. Boka
finds its greatest strengths in their
infrastructure. Having recently consumed a competitor, GoodMouth, they
are far ahead the competition when it
comes down to man power. The greatest difference between the Top Brush
Club and Boka brush is the customer
segments. Boka focuses heavily on
families and providing a customized
experience to them. Boka faces grave
challenges in this industry as they have
created their own products from top
to bottom which will require heavy
amounts of capital to break users away
from their family brands such as Crest
and Colgate.

GoodMouth was the closest competitor to the Top Brush Club. GoodMouth
was an online service that allowed
you to order and create subscription
packages of just about any item on the
market. Their competitive advantage
was found through having endless
options similar to that of a convenience
store. Unfortunately, this very feature
led them to their ultimate demise as
this made them quite undifferentiated
to that of a convenience store. They
lacked traction because the service
they offered was simply a subscription
service of a commoditized product, of
which similar outlets such as Amazon
have one-click ordering. GoodMouth
was later consumed by Boka which led
Boka to a great surge in man power.

Quip is a competitor of the Tob Brush

Club because of their hold on the subscription model in the electric brush
market. While not an immediate competitor for our firm based on product
offerings, it may be realized their ideal
users may find overlapping value in
both of our services as both are based
on convenience. As the Top Brush Club
program develops with a luxury product line, it can be found electric brush
users and luxury brush users may have
similar core needs and traits. Quips
strengths are based heavily on their
infrastructure as with Boka but even
greater. Quip has received $45 million in funding of which has afforded
them the ability to intensely saturate
the market on channels of which our
presence will be low at best in the beginning. Our strength versus Quip is a
differentiated service built on curation
of top tier products, hand selected for
the users varying needs.

Co m p et i t i ve a dva ntag e
The Top Brush Club advantage is solely based on being ahead of the curve and building a service for a user who
desires fantastic products but would prefer to not do the research. Considering our service does not actually produce our
own products, our value is gained by cutting out the research for our users and providing them a box of items, generated
for their specific needs, bundled and shipped on a subscription plan.
We do not need the infrastructure to create our own items saving us insane amounts of capital on overhead and more
importantly, we will immediate gain market share as we bring in the products, assuming they fit a user's needs, that they are
comfortable with. Eventually, the Top Brush Club service could evolve into a platform where BOGOBrushes are offered, if
that item brings the most value to our users.
The Top Brush Club model will succeed because we are the first of its kind. We enable a users freedom to choose the
top items, while saving time on pick-up and research. It is a simple service that brings convenience and customization,
some of the leading purchasing factors for a user.

Mintel 2015 Oral Care Study

Va lue Pro pos i t ion Ca nvas

Pa i ns :

Inconvenient
Shifting industry with lots of options
Poor hygiene

Ga ins:

Customized bundles
Delivered without thought
Improved hygiene

We look to provide millennials who struggle to have their inventive dental needs met a service that brings to life the best options for
them, delivered in neat bundles when they need them, allowing them to experience items matched to them while saving time.

E xp e r iments a n d T estS
H y pot h e s i s

Exper im ents

R e su lts

Act ion

People would want pre-set dental boxes

People needed a cheaper option
Best to target millennials
People want things delivered and in one box

Customer interviews
Talked to dentists
Talked to dental innovators
Analyzed data

A predetermined box is not a good idea, people want

customization
Price doess not have to be cheap
We will focus on millennials
Millennials want things delivered
Millennials like customization and research their purchases
Millennials perceive themselves as busy

We concluded that millennials were the best initial user because they love a service customized for them but they lack
the time to do research on small commoditized products
such a Oral Care. We also found, to no surprise, millennials
want their Oral Care delivered.

C usto mer p erson as

Ca r l

B ob

21 - 27
No time to shop for small items
Wants convenience
Desires a box
Lazy

28 - 34
Single - Dating
Yuppie
Works in Finance
Cares for quality
Convenience

http://moosylvania.com/millennials/Moosylvania_Millennial_Study_2015.pdf
http://www.goldmansachs.com/our-thinking/pages/millennials/

C usto me r C h a n nels &

R e l at io ns hi ps
Ch a n ne ls

Top Brush Club subscription bundles will be distributed through commercial delivery services such as FedEx, UPS and
the USPS. The alternatives are limited as we will be distributing a box of products that is based on strict delivery dates.
The distribution of our brand will be heavily built around social channels. We will be on all of the major social networks
such as Facebook, Twitter, Pinterest, Google+, Instagram and Snapchat, all the while generating users through inbound content. We aim to have YouTube videos, blogs and other information on the industry that will drive users towards our service.
The majority of our channel partnerships will come through our delivery. Partners will be excited to score the delivery
of us because that is how these companies secure the profits of their demands. We will have no partnerships based on our
products because the products are not being pushed on our web service based on the highest bidder, but rather quality and
curation based on the needs of our user. Simply that.

H y pot h e s i s

Exper im ents

R e su lts

Act ion

We thought that the best channels to reach millennials

would be through social media
We thought the best form of delivery would be through
FedEx

Interview millennials
Database research
Research FedEx, UPS and USPS shipping partnerships

We found using social network channels were the optimal way to connect with millennials based on interviews and
intensive levels of research.
We also found the best thing for us was in fact to form
a partnership with FedEx because they catered very well
to businesses. They allow for boxes to be branded for the
company and have a powerful infrastructure.

We know before forming any partnerships with any companies it is essential for us to first establish and validate
our business model and processes. We aim to further hone
down on our customer,c then begin discussing partnerships
with FedEx.

custo mer ac q u i s i t io n pl a n

Our plan of acquisition is very much based on an intricate strategy of reaching millennials. Customer acquisition
will begin with on the ground marketing. This model isnt quite repeatable for scale but is it essential to gain our initial early
adopters. The grass roots marketing would be based on meeting users where they are at such as college campuses and busy
cities. Beyond that, building an insanely great experience will be at the cornerstone of our success in referrals. We will
build in incentives to share the word of the service.

In addition to this, as mentioned, we will be implementing a social campaign that is driven based on generating
awareness in the market of our presence.

http://www.statista.com/statistics/193099/us-toothbrush-sales-via-different-sales-channels-in-2010-and-2011/

R ev e nue Mo d el
We imagined Top Crush Club would have a production and subscription revenue model. Top Brush Club first envisioned
patenting a unique toothbrush design that would help improve dental hygiene and plastic waste. The toothbrush was supposed to be sold through a subscription service every three months with other products like toothpaste, mouthwash and
floss. This box would be all wrapped up in an aesthetically pleasing package for the customer and delivered to their door
for their convenience. Cost of design, production, packaging, and shipping would come up to about $12 per unit and we
intended to sell them for $28.75.

H y pot h e s i s

We thought a production and subscription model would be

best for Top Brush Club

Exper im ents
We surveyed potential customers, spoke with dentists and
continued research individually.

R e su lts

Act ion

We found this revenue model and pricing method would not

be as successful as we hoped. Businesses with similar revenue models, like bogobrush were not quite as successful.
Customers were confused by how we planned to operate
and did not like the idea of a pre-made package. They wanted customizable.

After furthering our research we concluded that Top Brush

Club would be an E-tail and subscription model. An E-tail
model is a form of retail, but is based online. This model
is ideal for customers who do not want to travel to retail
stores or for businesses who do not need a brick and mortar
location.Our service will only be provided online and subscribing will be optional for the customer because we also
encourage one time purchases. We will no longer focus on
production and will focus on curating a first class service
instead. We will sell brand name products like crest and
colgate, but maybe unknown brands if seen fit at suggested retail price. If the customer spends $40 or more at the
checkout, they will receive free shipping. This goes for single
purchases and subscriptions.

30 Business Model Cases (Board of Innovation)

Str at egic Pa rt ners

In the preliminary stages of our planning we outlined some of our core

needs for the process. While our partnerships were limited, the early stages
of our success will rely heavily on the
powerful relationships we are able to
form in partnership. Being two founders who lack a hard skill background in
web development, our most important
partnership will be under web design.
Our first partnership would be in the
development of the website, the backend, the analytics and a strong model
to allow for smooth transitioning in
the user experience. The risks for
the development company would be
building a web design for reduced cost
and long-term cash equity. Building
this relationship would require the
essentials of winning the NRV venture
competition.

Our next partnership would be in the

securing of the products availability on
our website. This is equally as difficult
in our model as the shifting needs of
our users will require a sleight of hand
in reaching large companies such as
Colgate and Crest while also allowing
for enough time to smaller companies such as Hello to be prepared for
surges in demand. The risk for these
partnerships are very low of the other
partners as our platform is simply just
another place for companies to sell
their product, further expanding their
brand reach.

The next partnership would be with

FedEx. Having a reliable and consolidated shipping force would add
incredible value to our users. The value
for FedEx would be generated through
the long-term value. This is a basic
example of economies of scale, wherein the partnership with FedEx outlines
potential growth and discounting by
a commitment to their services. We
would obtain this three to six months
after our growth as users second oral
boxes begin to ship off. Taking care of
the first round of boxes by hand afford
us the ability to pay shorter long-term
costs as we prove our business model
and made confident projections for the
future. Starting a partnership before
having orders leaves us with low leverage in bargaining, suggesting delayed
discussions to be of value. The risk for
FedEx in this situation is minimal as it
may be assumed their business model
is accustomed to heavy partnerships
that afford them the ability to win
while maintaining profitable margins
when their services are sold at discount.

Partnerships will be a key part of our processes as the necessities of having a development team and a delivery team readily
available to scale at any point is an important piece to growth. While this is unlikely, there is no extra cost incurred by having a team around.

http://www.statista.com/statistics/193099/us-toothbrush-sales-via-different-sales-channels-in-2010-and-2011/

R e so u rce s , Act i v i t i es,

a n d Co st St r uct u r e
R ES O URCES

Key resources to the success of the Top Brush Club are going to come through working incredibly well with limited resources. Our success is heavily based on the ability to penetrate the market and build overwhelming trust with our users. Trust
does not come easily so our most important in-house resource will be marketing. As a team with heavy experience in design
and marketing, the two founders will allocate our abilities towards building a marketing campaign that is infused with the
passion of our visions.
While our abilities may be strong in this field, this leaves us with plenty of gaps that need to be filled. As mentioned, our
partnerships will be huge in ensuring we have a strong infrastructure that is capable of scaling.
We will also require some resources such as Unbounce, Google Analytics , HotJar and other user tracking devices as
data will be a huge factor in understanding our ability to generate trust within those on our website.

ACT I V I T IES

The team is currently only made up of the two founders, but we plan for our first hire to be in the realm of customer success. This role is someone who can assist in the operational duties of building trust with our consumer. They will be available for support and chat while also hosting the capabilities of building content to generate traffic.

CO ST ST R UCT UR E

The costs of our company are mostly variable. The our sales are based on a mark-up from the wholesale price of the items
we would be selling in our boxes. Below is an example of one dental box and the costs associated with it.

In addition to this you would have the overhead costs which are presented in the budget below such as rent, online web
services, employee salary and marketing. A huge factor for keeping our costs down would be economies of scale which will
come into play as we gain more traction.
The next page shows an example of how our cost estimates for these resources have been outlined.

http://www.plasticsindustry.org/

Month 1
Revenues
- Discounts
- Returns
Net Sales

Month 2

1,000
(1,000)

Overhead Expenses
- Salaries & Wages
- Overtime
- Employer Taxes
- Employee Benefits
Staff Expenses

Non-Staff Expenses
Non-Staff Percent
Total Overhead

Month 8

$140,000

Month 10

Month 11

Month 12

Total

48,000
(7,200)

80,000
(20,000)

84,000
(21,000)

120,000
(42,000)

136,000
(34,000)

1,500

3,000

6,000

13,000

30,600

37,400

40,800

60,000

63,000

78,000

102,000

1,800

1,800

1,800

2,500

2,750

2,750

3,000

3,500

3,500

4,500

4,500

4,500

180
350

180
350

180
350

250
350

275
350

275
350

300
350

350
350

350
350

450
350

450
350

450
350

36,900
0
3,690
4,200

583,000
(147,700)
0
435,300

2,330

2,330

3,100

3,375

3,375

3,650

4,200

4,200

5,300

5,300

5,300

44,790

155.3%

77.7%

51.7%

26.0%

11.0%

9.8%

10.3%

7.0%

8.4%

6.8%

5.2%

10.3%

100
5,000
50
25
5,000

100
2,500
50
25
1,000

100
2,500
50
25
1,000

100
2,500
50
25
1,000

100
2,500
50
25
1,000

100
1,000
50
25
1,000

100
1,000
50
25
1,000

100
1,000
50
25
1,000

100
4,000
50
25
1,000

100
3,000
50
25
1,000

100
2,000
50
25
1,000

100
2,000
50
25
1,000

1,000
5,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

1,000
2,000

2,000
200

2,000
200

2,000
200

2,000
200

2,000
200

1,000
200

1,000
200

1,000
200

2,000
200

2,000
200

2,000
200

2,000
200

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

100
500
400

800
200

800
200

800
200

800
200

400
200

200

200

200

800
200

200

1,500
200

200

1,200
29,000
600
300
16,000
0
12,000
27,000
0
21,000
2,400
0
1,200
6,000
4,800
0
0
5,900
2,400

20,375
#DIV/0!

10,875
725.0%

10,875
362.5%

10,875
181.3%

10,475
80.6%

7,575
24.8%

7,575
20.3%

7,575
18.6%

12,375
20.6%

10,575
16.8%

11,075
14.2%

9,575
9.4%

129,800
29.8%

#DIV/0!

13,205

13,205

13,975

13,850

10,950

11,225

11,775

16,575

15,875

16,375

14,875

174,590

880.3%

440.2%

232.9%

106.5%

35.8%

30.0%

28.9%

27.6%

25.2%

21.0%

14.6%

40.1%

(11,705)

(10,205)

(7,975)

(850)

19,650

26,175

29,025

43,425

47,125

61,625

87,125

260,710

-780.3%

-340.2%

-132.9%

-6.5%

64.2%

70.0%

71.1%

72.4%

74.8%

79.0%

85.4%

59.9%

Key Financial Percentages

Sales, Overhead & Profit before Tax

$160,000

Month 9

44,000
(6,600)

(22,705)

Profit before Tax Percent

Month 7

36,000
(5,400)

#DIV/0!

Profit before Tax

Month 6

20,000
(7,000)

22,705

Total Overhead Percent

Month 5

8,000
(2,000)

#DIV/0!

Accounting Fees
Advertising
Auto Expenses
Bank Fees
Computer Expenses
Equipment
Insurance
Internet Services
Legal Fees
Marketing Expenses
Meals & Entertainment
Office Supplies
Phone
Freight
Rent
Sales Commissions
Sales Expenses
Travel
Utilities

Month 4

4,000
(1,000)

2,330

Staffing Percent

Month 3

2,000
(500)

10
2003 The One Page Business Plan Company. All Rights Reserved. For additional information on other
8 products or services visit www.onepagebusinessplan.com

Sales

$120,000

6
4

$100,000
$80,000

Overhead Expenses

$60,000

$40,000

-2

$20,000

10

11

12

-4

Profit

$0

-6

($20,000)

-8

($40,000)

-10

Revenues

Total Overhead

Profit before Tax

Total Overhead

Profit Before Tax

Staff Expenses

Non-Staff Expenses

Sales & Profit by Quarter

Overhead Expenses by Category

$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
($50,000)
($100,000)

Staffing,
$44,790 , 26%

Non-Staff,
$129,800 , 74%

Q1

Q2

Q3

Q4

One Page Budget Worksheet

Staffing

Sales

Non-Staff

Profit

2003 The One Page Business Plan Company. All Rights Reserved. For additional information on other products or services visit www.onepagebusinessplan.com

P rotot yPE & LEssons

l ea r ne d
The beginning of Top Brush Club was jumbled mess.
We took many of our ideas out to the public to see
what they thought about them and we failed miserably.
Top Brush Club started with the idea of solely selling
toothbrushes with replaceable bristles and that was all.
We were certain the idea was going to be a winner but
we had to make sure. We pestered people at grocery
stores, surveyed moms at soccer and volleyball games,
talked to dentists and mentors. Our business plan and
product was not good enough and we had to fix it. We
were put to the test when we had to find a solution, but
we learned a lot.
We needed a more focused target market
Our revenue model was all over the place
We needed more products to please different types
of customers
Test, test, and test again
Below is our previous prototype we no longer decided
to focus on.

A b o ut t h e f i n a l Protot yp e

At Top Brush Club, we are completely focused on our

customers experience. This is why we chose a very
simplified website to ensure a platform that is easy to
navigate so the consumer can purchase their dental
hygiene products headache free. The color pallet is
calm with neutral colors and the dark blue was chosen
to add masculinity in order attract the eye of our target
market. Blue is also often a color that is familiarized
with hygiene. The logo was created for both small and
large prints. The original logo contains a lot of information, like a seal for members of the Top Brush Club to
be proud to show off. The crossing toothbrushes and
sans-serif type is clean and is easily recognized when
minimalized. We know with a few tweaks here and
there, our business model and sleek design promises
Top Brush Club a successful future.

10