Professional Documents
Culture Documents
Table of Contents
Mission statement Objectives Keys to success Executive summary Venture history Venture description Venture organization Venture market Venture operations Industry Financial Profile US Market Research Branding
ux
mission statement
Flux35 is a leader in providing innovative interior design/ architectural services to our customers by creating a successful partnership with them throughout the design process. We aim to ensure the longevity of our company through customer satisfaction, by exceeding the expectations of our clients. Our mission is to continue offering the highest level of professionalism, honesty, and integrity to our clientele.
keys to success
Provided the highest quality of interior design/architecture consulting experience possible. Retain clientele to generate repeat services and initial referrals. Utilizing a diverse staff of architects and interior designers in order to provide a wide variety of design styles. Maintaining an array of local and international connections.
objectives
The objectives for the first three years of operation include: Develop an architecture/interior design agency that will grow to profitability within year two. Create a company whose primary goal is to exceed customers expectations. Create a firm that provides the target customers with valuable services and provides the owner with a flexible, creative, fun, and profitable business opportunity. Creating new niche in market by Year 4 of three dimensional construction documents and interactive digital presentation to clients.
executive summary
Flux 35 is a PA venture between that specializes in architecture/ interior design services for commercial and corporate office, hospitality, government, residential, and retail projects based out of Greensboro, NC. The firm focuses its efforts on client satisfaction, while serving as an instrument for economic growth. Through the use of technologically advanced processes, Flux 35 provides increased value for clients and enhanced design. The clientele we are seeking are segmented into the following categories: contractors, developers, government, and homeowners. After 10 years of successful practice, the firm is in a mature, yet ever evolving state of development. Flux 35s uniqueness stems from its innovation and design prowess. The firms current proprietary rights are our intellectual property, relative to our designs previously created, as well as currently evolving projects.
venture history
Flux 35 was formed in 2001 as a result of the collaborative efforts of fellow UNCG Alumni. After winning numerous design excellences awards in school, Flux 35 emerged from a collective of pre-existing friendship of talented designers. Following the completion of multiple successful interior design projects together in school, Fluxs partners Dasso, Willis, and Linn decided to form a firm. What followed was innovative projects that caught the eye of the public worldwide. Marketing promotion has been driven by word of mouth promotion, as well as the reputation earned via positive press.
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venture description
Flux 35 is in the business of designing buildings, interiors, and everything that falls under the category of built environment. After 10 years of successful practice, the firm is in a mature, yet ever evolving state of development. Flux 35s uniqueness stems from its innovation and design prowess. The firms current proprietary rights are our intellectual property, relative to our designs previously created, as well as currently evolving projects.
venture organisation
Flux Thirty-five is an Architecture and Interior Architectural Design Firm established as a PA, (professional association). Principal designers are: Brittany Dasso, Tiffany Garber, Kurt Huizenga, Jeff Linn, and Kristen Willis. Principals biographies and credentials are as follows:
business
Key support groups for the Flux 35 design team include the following Junior Designers: Charese Allen, Young Moon, Katie OBoyle, Tristan Olarti, and Brittany Styles. Marketing and branding services for Flux 35 are handled exclusively by global firm, EYE ARC 451. Account managers and creative directors for Eye Arc 451 include: Michelle Bodon, Brianna Cerame, Hannah Daugherty, Kevin Lahti, Alyssa Thrower, and Missy Wicker.
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venture market
Market competition analysis - see attached US MARKET RESEARCH document. Major competitors include but are not limited to: Tertia Design Studios, Trace Ink, Helix Design, as well as a variety of other firms from Austria, Denmark and the United Kingdom. Some of these firms strengths come from their background in interiors as well as their global perspective of design. Flux 35 distinguishes itself from the competition via its innovative approaches to merging interior and exterior environments.
venture operations
Flux 35 operates on an annual budget of $500,000. Ten percent of annual gross profits are dedicated to reinvestment in bidding on new projects, marketing and promotional opportunities, as well as market research and development. Within the next three years, we expect to reach $102,000 on the first year and increase to $500,000 by the third year of operation. We will be profitable within three years of starting. The most significant challenges ahead include securing a suitable location, establishing the initial client base, and ultimately positioning the firm to be able to have a presence in a larger, global market. This business plan outlines the objective, focus, and implementation of this start-up firm.
venture financing
Flux 35s startup costs were initially financed by each of the firms founding principals in 2001 when the firm was created. The five founding partners each brought an equal investment of $100,000 to finance the companys first three years of operation. Since the start-up costs have been recovered, Flux 35 operates on a 6 equal shareholder model for any annual net profits. Each partner receives a full share, while the remaining sixth share is divided among the firms junior designers on a seniority basis. Architectural Services Industry Analysis - see attached INDUSTRY FINANCIAL DOCUMENT.
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Business Revenue
Includes receipts from core business operations. Interest Income and Other income (such as rents and royalties) are generally detailed separately below Operating Income. While Business Revenue is separated from Interest Income for most classifications, Business Revenue includes interest income from the private sector where it is central to financial industry operations, including Depository Institutions (60xx); Non-Depository Credit Institutions (61xx); Holding and Other Investment Offices (67xx except 6794).
Cost of Sales
Includes materials and labor involved in the direct delivery of a product or service. Other costs are included in the cost of sales to the extent that they are involved in bringing goods to their location and condition ready to be sold. Non-production
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overheads such as development costs may be attributable to the cost of goods sold. The costs of services provided will consist primarily of personnel directly engaged in providing the service, including supervisory personnel and attributable overhead.
Gross Margin
Represents direct operating expenses plus net profit. In addition to the labor portion of Cost of Sales, wage costs are reflected in the Officers Compensation and Wages-Salary line items. In many cases, SG&A (Sales, General and Administrative) costs also include some overhead, administrative and supervisory wages.
Rent
Covers the rental cost of any business property, including land, buildings and equipment. The Taxes paid line item includes payroll other paid-in tax items, but not business income taxes due for the period. Although it can be calculated in many ways and is a controversial measure, the EBITDA line item (Earnings before Interest Expense, income tax due, Depreciation and Amortization) adds back interest payments, depreciation, amortization and depletion allowances, and excludes income taxes due to reduce the effect of accounting decisions on the bottom line of the Profit and Loss Statement. Since some firms utilize EBITDA to add back non-cash and flexible expenses which may be altered through credits and accounting procedures (such as income tax), paid-in income taxes from the Taxes Paid line item are not added back in the EBITDA calculation.
Benefits-Pension
Includes, but is not limited to, employee health care and retirement costs. In addition to varying proportions of overhead, administrative and supervisory wages, some generally more minor expenses are aggregated under SG&A (Sales, General and Administrative).
Operating Expenses
Sums the individual expense line items above, yielding the Operating Income or net of core business operations, when subtracted from the Gross Margin.
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Cash
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Receivables
A short-term asset (to be collected within one year) in the form of accounts or notes receivable, and usually representing a credit for a completed sale or loan.
Inventory
The stockpile of unsold products.
Current Assets
The sum of a firms cash, accounts and notes receivable, inventory, prepaid expenses and marketable securities which can be converted to cash within a single operating cycle.
Fixed Assets
Long-term assets such as building and machinery, net of accumulated amortization-depreciation-depletion.
Total Assets
The sum of current assets and fixed assets such as plant and equipment.
Accounts Payable
Invoices due to suppliers within the current business cycle.
Loans/Notes Payable
Loan amounts due to suppliers within the current business cycle.
Current Liabilities
Measurable debt owed within one year, including accounts, loans and notes payable, accrued liabilities and taxes due.
Total Liabilities
Current Liabilities plus Long Term Liabilities such as notes and mortgages due over more than one year. Net Worth: Current assets plus fixed assets minus current and long-term liabilities.
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The Balance Sheet reflects average balance sheet percentages and dollars for the industry segment analyzed. Liabilities, net worth and ratios are calculated for each industry segment and class, while asset line items are blended with the closest four digit industry segment.
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25.71
23.98
25.46
24.52
38.36
29.38
0.85
0.59
0.56
0.65
1.25
0.65
Accounts Payable
Business Revenue: Accounts Payable divided by Annual Business Revenue, measuring the speed with which a company pays vendors relative to business revenue. Numbers higher than typical industry ratios suggest that the company may be using suppliers to float operations.
Current Liabilities
Inventory: Current Liabilities divided by Inventory: A high ratio, relative to industry norms, suggests over-reliance on unsold goods to finance operations.
Current Ratio
This is the same as Current Assets divided by Current Liabilities, measuring current assets available to cover current liabilities, a test of near-term solvency. The ratio indicates to what extent cash on hand and disposable assets are enough to pay off near term liabilities. The Quick Ratio is applied as a more stringent test.
Days Payables
365/(Cost of Sales: Accounts Payable ratio): Reflects the average number of days for each payable before payment is made.
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Quick Ratio
Cash plus Accounts Receivable, divided by Current Liabilities, indicating liquid assets available to cover current debt. Also known as the Acid Ratio. This is a harsher version of the Current Ratio, which balances short-term liabilities against cash and liquid instruments.
Total Liabilities
Net Worth: Total liabilities divided by Net Worth. This ratio helps to clarify the impact of long-term debt, which can be seen by comparing this ratio with Current Liabilities: Net Worth. Creditors are concerned to the extent that total liability levels exceed Net Worth.
Pre-Tax Return 10.85 On Assets (%) Pre-Tax Return 24.44 on Net Worth (%) Pre-Tax Return on Business Revenue (%) After Tax Return on Assets (%) After Tax Return on Net Worth (%) After Tax Return on Business Revenue (%) 7.30
14.74 28.97
12.57 26.38
8.98 19.61
9.63 31.02
10.29 23.55
9.16
9.28
6.85
8.68
9.01
7.17
9.73
8.29
5.94
6.36
6.79
16.14
19.13
17.40
12.97
20.48
15.55
4.82
6.05
6.12
4.53
5.73
5.95
EBITDA
EBITDA: Business Revenue: Earnings Before Interest, (income) Taxes due, Depreciation and Amortization divided by Business Revenue. EBITDA: Business Revenue is a relatively controversial (and often criticized) metric designed to eliminate the effect of finance and accounting decisions when comparing companies and industry benchmarks. Tax credits and deferral procedures and non-cash expenditures (Amortization and Depreciation) are not deducted from the profit equation, as are interest expenditures.
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Return on Assets
Pre-Tax or After Tax Net Profit divided by Total Assets, a critical indicator of profitability. Companies which use their assets efficiently will tend to show a ratio higher than the industry norm. The ratio may appear higher for small businesses due to owner compensation draws accounted as net profit.
Pre-Tax or After Tax Net Profit divided by Net Worth. This is the final measure of profitability to evaluate overall return. This ratio measures return relative to investment, how well a company leverages the investment in it. May appear higher for small businesses due to owner compensation draws accounted as net profit.
5.07
7.29
6.25
5.06
1.69
4.23
34.88
0.51 0.66
0.48 0.68
0.64 0.68
0.60 0.66
1.02 0.64
0.73 0.63
0.13
0.16
0.18
0.18
0.10
0.19
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Assets:Business Revenue
Total Assets divided by Net Business Revenue, indicating whether a company is handling too high a volume of business revenue in relation to investment. Very low percentages relative to industry norms might indicate overly conservative sales efforts or poor sales management.
Cost of Sales
Accounts Payable: Measures the number of times payables turn over in the course of the year. High measures may indicate cash flow concerns. Cost of Sales: Inventory: Reflects the number of times inventory is turned over during the course of the year. High levels can mean good liquidity or business revenue, or shortages requiring better management. Low levels may indicate poor cash flow or overstocking.
Days Inventory
365/(Cost of Sales: Inventory): The average number of days of items in inventory.
Days Receivables
365/ (Receivables Turnover): Reflects the number of days that receivables are outstanding. Target average or lower.
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Cash Turnover
Business Revenue divided by Cash. Indicates efficiency in the use of cash to develop business revenue . A more stringent ratio than Working Capital Turnover (below). Target at or slightly below industry level.
Inventory Turnover
Business Revenue divided by Inventory. This ratio gives a picture of how quickly inventory turns over. Ratios below the industry norm suggest high levels of inventory. High ratios could indicate product levels insufficient to satisfy demand in a timely manner.
Target
At or slightly above industry level.
Receivables Turnover
Business Revenue divided by Receivables. An indicator of how efficiently invoiced sales are collected. Target at or slightly above industry level.
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US Market Research
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The Industry Population table displays the number of firms in the industry for five groups:
Establishments
Firms plus Branch operations.
Firms
Independent companies.
Small Businesses
In order to focus the analysis on the small businesses of greatest interest to our users, the analysis defines small businesses as single site firms with fewer than 25 employees. All small businesses are also firms.
Startups
In order to reduce distortion and focus the analysis on the startup population of greatest interest to our users, the startup sales and employment analysis limits the definition of startups to single site firms with fewer than 50 employees, with less than $10m annual sales and reporting one year or less of operation. All Startups are also firms; The overwhelming majority are also small businesses.
Branches
Subsidiary facilities of firms; non- headquarters operations.
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Failure Rates
2007 Firms Firms: Establishments: Small Businesses: Startups: Branches: 143,273 144,366 142,255 13,018 1,093 2009 Survivors 73,116 73,835 72,237 7,165 1,234 Failure Rates 48.97% 48.86% 49.22% 44.96% -12.90%
Failure Rates
Failure rates track the actual experience of business establishments, firms, small businesses, startups and branches doing business at the start of the time series, and still in operation today. Survivors are business operations within a given category which have maintained operations for at least three years. Throughout the report, Survivor measures isolate and report on these ongoing firms. As a result, these Survivor benchmarks display experience- rated measures, rather than snapshots of the industry at a particular point in time. Firms which have experienced a transfer in ownership but continue as independent firms are considered survivors. Firms which relocate but maintain independent operations are considered survivors if they do not move out of the jurisdiction being analyzed. Firms which are purchased or merge and become subsidiary locations, or whose location is terminated, are grouped with the failures. Any business entity which does not evidence ongoing operations (for example, by registering with government agencies or credit reporting services) is considered to have ceased viable operations and is classified with the failures. The Failure rate analysis is developed for discrete business segments by segregating the original pool of tracked firms by industry classification, location, and population segment (all firms, small businesses, startups etc.) That beginning universe is segregated and tracked to develop the failure rate for that group. As a result, failure rates occasionally reflect performance above 100% or below 0% due to business migration among industries (changes in primary business line) or (in the case of location- specific failure rates) due to business relocations during the analysis period.
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107,014 22,925
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Branding Guidelines
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corporate signature
The flux 35 corporate brand is simple and easy to read. Consistency of the signature is paramount to keeping flux 35 a recognisable name. The number 35 features overlapping characters to represent the companies fluid design. text
graphic
colour palettes
The colour palette represents core identifiability of the company. In print, or online materials, colour codes should be used in order to ensure precision of colour consistency.
Orange
tint: 100% - 75%
cmyk: 0,35,87,0 rgb: 251,176,60 hex:FBB03C
Grey
tint: 80%
Black
tint: 100%
cmyk: 0,0,0,100 rgb: 35,31,32 hex:231F20
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branding
headings
For all documents of correspondence branding is to be used in the fullest. With alternatives for black and white, personal stationary, and any other aspects in which colour is not availiable or cost effective.
1. standard header
2. personal stationary
footers
On the footers of any page the standard footer should be used, if there are multiple pages, a page number should be issued to the designated area.
1. standard header 1
branding page number
2. personal stationary 1
branding
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typography
For titles and headers helvetica neue has been selected due to its modern style and ease to read. In all cases kerning should be set to +5 to improve legibility at smaller sizes. Helvetica neue ultralight has also been selected for in text annotations. In these cases the graphic style should still be followed.
helvetica neue ultralight ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 0123456789!@$%#^&*() helvetica neue light ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 0123456789!@$%#^&*()
headline option 1 all lesser case helvetica neue ultralight 18 headline option 2 normal title case helvetica neue ultralight 14 annotation/subtext option 1 lower case helvetica neue ultralight10 annotation/subtext option 2 this is a sample of annotation/subtext lower case helvetica neue ultralight 8
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typography
For body type hoefler text has been selected for its, serifed font giving excellent contrast of shape style to helvetica neue. It has been reserved for body text of phamphlets or letters, or other text based applications.
body text option 1 normal case hoefler text 10
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business cards
Business cards issued to associates of flux 35 will follow a consistent outline as illustrated.
front side
flux
john smith | principle
reverse
branding
name/title
portrait
qualifications/contact
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branding