ࡱ>      Hbjbj--  OOQ$$$$$4:$:$:$h$|':$\*P/P/P/P/V kooqqqqqq$L($qVVqq$$P/P/&@v@v@vq$P/$P/o@vqo@v@vNӭP/Т4VHr0[0Ӫ&rv&`ӭ&$ӭqq@vqqqqq@vqqqqqqq&qqqqqqqqq ":  Swanton Motel Business Plan  INCLUDEPICTURE "http://swantonmotel.com/imagery/facilities.jpg" \* MERGEFORMATINET  Swanton Motel 112 Grand Ave Swanton, VT 05488 Phone:+1-802-868-4284  HYPERLINK "mailto:service@swantonmotel.com" service@swantonmotel.com Revision 15 June 2015 TOC \o "1-9" \h \z \u} HYPERLINK \l "_Toc277491739" 1.0 Executive Summary  PAGEREF _Toc277491739 \h 1  HYPERLINK \l "_Toc277491740" Chart: Highlights  PAGEREF _Toc277491740 \h 2  HYPERLINK \l "_Toc277491741" 1.1 Objectives  PAGEREF _Toc277491741 \h 2  HYPERLINK \l "_Toc277491742" 1.2 Mission  PAGEREF _Toc277491742 \h 2  HYPERLINK \l "_Toc277491743" 1.3 Keys to Success  PAGEREF _Toc277491743 \h 3  HYPERLINK \l "_Toc277491744" 2.0 Company Summary  PAGEREF _Toc277491744 \h 3  HYPERLINK \l "_Toc277491745" 2.1 Company Ownership  PAGEREF _Toc277491745 \h 3  HYPERLINK \l "_Toc277491746" 2.2 Company History and Improvements  PAGEREF _Toc277491746 \h 3  HYPERLINK \l "_Toc277491747" Table: Past Performance  PAGEREF _Toc277491747 \h 4  HYPERLINK \l "_Toc277491749" 3.0 Services  PAGEREF _Toc277491749 \h 5  HYPERLINK \l "_Toc277491750" 4.0 Market Analysis Summary  PAGEREF _Toc277491750 \h 6  HYPERLINK \l "_Toc277491751" 4.1 Market Segmentation  PAGEREF _Toc277491751 \h 6  HYPERLINK \l "_Toc277491754" 4.2 Future Market Segment Strategy  PAGEREF _Toc277491754 \h 7  HYPERLINK \l "_Toc277491757" 5.0 Strategy and Implementation Summary  PAGEREF _Toc277491757 \h 8  HYPERLINK \l "_Toc277491758" 5.1 SWOT Analysis  PAGEREF _Toc277491758 \h 8  HYPERLINK \l "_Toc277491759" 5.1.1 Strengths  PAGEREF _Toc277491759 \h 9  HYPERLINK \l "_Toc277491760" 5.1.2 Weaknesses  PAGEREF _Toc277491760 \h 9  HYPERLINK \l "_Toc277491761" 5.1.3 Opportunities  PAGEREF _Toc277491761 \h 9  HYPERLINK \l "_Toc277491761" 5.1.4 Threats  PAGEREF _Toc277491761 \h 9  HYPERLINK \l "_Toc277491762" 5.2 Competitive Edge  PAGEREF _Toc277491762 \h 10  HYPERLINK \l "_Toc277491763" 5.3 Sales and Marketing Strategy  PAGEREF _Toc277491763 \h 10  HYPERLINK \l "_Toc277491764" 5.4 Sales Forecast  PAGEREF _Toc277491764 \h 10  HYPERLINK \l "_Toc277491767" Chart: Sales Monthly  PAGEREF _Toc277491767 \h 11  HYPERLINK \l "_Toc277491769" 5.5 Milestones  PAGEREF _Toc277491769 \h 12  HYPERLINK \l "_Toc277491770" Table: Milestones  PAGEREF _Toc277491770 \h 12  HYPERLINK \l "_Toc277491771" 6.0 Management Summary  PAGEREF _Toc277491771 \h 13  HYPERLINK \l "_Toc277491774" 7.0 Financial Plan  PAGEREF _Toc277491774 \h 14  HYPERLINK \l "_Toc277491775" 7.1 Assumptions  PAGEREF _Toc277491775 \h 14  HYPERLINK \l "_Toc277491776" 7.2 Break-even Analysis  PAGEREF _Toc277491776 \h 14  HYPERLINK \l "_Toc277491779" 7.3 Projected Profit and Loss and Cash Flow  PAGEREF _Toc277491779 \h 15  HYPERLINK \l "_Toc277491780" Table: Profit and Loss and Cash Flow  PAGEREF _Toc277491780 \h 16  1.0 Executive Summary Swanton Motel 112 Grand Ave Swanton, VT 05488 Phone:+1-802-868-4284 service@swantonmotel.com Introduction Swanton Motel is a family motel operating for over 60 years, and since June 2009 by Shelly Cunningham (Cunningham12, Inc.). The motel has a great reputation for being impeccably clean. It is a two diamond rating by AAA and the last AAA approved motel before the Canadian border in northwestern Vermont. In addition to the outdoor access strip motel, there is a 3-bedroom owner/managers home with office located on the property. Location Swanton Motel is located at 112 Grand Ave, Swanton, VT 05488. It is one-quarter mile south on Route 7 from the Swanton Village Park with the Royal Swans. It is 5 miles north of the new Walmart. The Motel The Swanton Motel offerssuperior quality lodging in the form of 6 single rooms with queen beds, 5 double rooms with double beds, a two-bedroom suite with two double beds in one room and two twin beds in another room, and a two bedroom suite/apartment with a kitchen. All 15 bedrooms have flat screen TVs with extra large screens in the suites. Each unit is equipped with half-height refrigerators, microwaves and Keurig coffee makers. The suite full kitchen is equipped with full size kitchen appliances including a dishwasher and all dishes, pots, pans and utensils. Our Services Swanton Motel will offer superior cleanliness and boutique rooms with a unique decorative style matching all the AAA requirements that assure travelers expectations are met. Prices are published on our web site for all seasons and for peak demand times with all discount options to assure guests they are treated fairly and not gouged like many summer travelers in Vermont. The Market Swanton Motel is located inSwanton, Vermont in the northwest corner of the state. It is just a mile from Interstate 89 exit on busy route 7 just inside the village limits. It experiences approximately 70 sellouts per year with most being summer and fall. It is located close enough to the lake and has sufficient boat parking to attract several fishermen. It is 45 minutes from the closest ski mountains and thus attracts only a few ski enthusiasts each year. We also have many contractors and some commercial accounts who choose our motel when working in the area as our rates are much below the chain hotels. We attract many travelers passing through from western Canada to Maine, New Hampshire and the Canadian Atlantic provinces. We also attract many vacationers and travelers from Massachusetts, Connecticut and New York with northern Vermont destination and/or passing through to Canada. There is only one other motel in Swanton that is also an independent family operated motel but does not have AAA approval. The closest chain motels are in St. Albans, 10 miles south of us. The Vermont market is very high priced in summer and fall which allows us to charge a very profitable rate while still being far below the chain rates. Financial Considerations The current financial plan forthe Swanton Motel is to obtain a better financing package to allow the cash flow to grow additional business opportunity. The motel has had major improvements and stock additions during the first 6 years of Cunningham12, Inc. ownership and is poised to be a cash cow for several years. New financing will reduce the cash outflow and allow the profits to be reinvested to grow the dining option. The motel has a consistent history of providing a healthy gross income to the owners. It was the only area motel to weather the financial crash of 2009 without ANY loss of revenue. Revenue actually increased in 2010 under the current ownership. 1.1 Objectives The objective of the Swanton Motel is to maintain the high occupancy and to provide travelers with a low cost superior quality establishment that provides comfortable lodging to all. 1.2 Mission Swanton Motel aspires to maintain a loyal customer base by providing impeccably clean lodging with top quality amenities and comforts. The care of our guests is our primary concern. We aim to provide an environment that encourages and promotes an excellent rest and comforting experience for our guests. 1.3 Keys to Success Clean, clean, clean this is most important key. Provide amenities above expectation Keurig coffee maker, half-height refrigerator, large flat screen TV. Maintain pricing below chain hotels. Providehigh quality bedding, furniture and decor. Provide good water pressure and hot water for showers. Full kitchen suite. Outdoor pool. Ample parking with outlets for boats. Free high speed and reliable Wi-Fi. Care more about people do little things to make them feel special. Develop business relationships/accounts (add to Pike Industries, etc.) 2.0 Company Summary The Swanton Motel is located at 112 Grand Avenue, Swanton, Vermont 05488. It is currently owned by Cunningham12, Inc., an S Corporation fully owned by Shelly Cunningham. It is now operated by Erin Moser, General Manager. The business was established in 1950 as an 11 unit motel with 5 single rooms, 5 double rooms, and 1 two-bedroom suite. It incorporated an owners quarters with an office on the north end. Later, a 3-bedroom home was built on the same property but detached from the motel. The motel strip owners quarters was converted into another single unit and a two-bedroom apartment to provide fully 13 units and a separate office located in the house. 2.1 Company Ownership It is currently owned by Cunningham12, Inc., an S Corporation fully owned by Shelly Cunningham. Shelly acquired the business with the support of her husband, Karl, in June 2009 from Steve & Corinne Benham, who had operated it for 11 years. 2.2 Company History and Improvements The Swanton Motel has had consistent ownership in its 60+ year history with only 5 owners. The Swanton Motel did not suffer any downturn during the worldwide recession in 2008 - 2010. The volume of business actually increased by 10% in 2009/10 when most Northern New England motels suffered a significant downturn in business volume. AAA reported many closings while most motels reported 20% to 30% decrease by volume. The Cunningham12, Inc. ownership increased the total volume of business with several improvements including upgrading the web site with installation of on-line reservation software. Publication of the cleaning checklist and the emphasis on cleaning on the web site is also reported by first time guests as being influential in their decision to stay at the Swanton Motel. Expenses and capital improvements under Cunningham12, Inc. were based on the family income and preparing the business for the future. Karl Cunninghams job income enabled investment into the business beyond the business income which provided for improvements and personal (joint) income tax savings associated with the expenses. As well there was a significant impact on the volume of business due to family use of several rooms that eliminated them from potential income generation (Karl and Shelly are parents of 12 children and 14 grandchildren), in particular was the use of the most expensive suite 101 for 2013 and 2014. The motel sells out over 70 times a year. The occupancy rate from June 15 to October 15 is 85% compared to 10% from November through March and 30% the other 3 months. The impact of not having all rooms available for sale due to renovation and family occupancy, as well as under-reporting of sales, puts the projected gross income over $200k. Additionally, Shelly Cunningham, the share owner and operator, enjoyed performing significant decorating and community support activities that created significant expense without a significantly off-setting business improvement benefit. These expenses will be reduced significantly by a business owner/manager operating under a proper fiscal model. The most notable physical improvements under Cunningham12, Inc. include: Replacement of all credenza top CRT televisions with wall mounted flat screens. Additional flat screen TVs in the additional suite rooms with a large flat screen in each main suite room. Additional wiring of the suite kitchen and appliance upgrades new stove, refrigerator, dish washer, coffee maker, toaster, microwave, dishes and silverware. Installation of free high speed wireless internet access points covering all rooms. Installation of new Keurig coffee makers in every room. Installation of microwaves in every room. Replaced all mini refrigerators with half-height refrigerators (3X bigger). Replacement of all south side hot and cold water pipes with new larger diameter pipes. Increase of water pressure to all rooms. Installed new pressure bladder tank to eliminate water pressure fluctuations. Replaced boiler with new, high efficiency gas boiler unit. Replaced old washers and dryers with three each new units. Replaced drain plumbing of washers with properly vented design for proper water flow. Replaced water heater in motel and house with new units. Replaced main water plumbing with new larger copper pipes and valve manifold. Painted the exterior of the motel. Replaced several older heater valves and thermostats to modern more readable style. Performed major bathroom upgrades to 6 rooms with new floor tile, fixtures, vents, wall board, ceilings and painting. Performed carpet and furniture replacements and/or upgrades in most rooms. Replaced all bed spreads and blankets and increased spare linen inventory. Replaced pool lining and pump with upgrades to current code (dual drain). Added a large ice making machine that fills fishermens coolers without depleting machine. Added soda and snack vending machines. Upgraded the plants and shrubs on grounds for better road side appeal. Procured additional tools and machines for maintenance and grounds keeping. Replaced all sump pump units and installed operating spare units with new drain piping. Procured a 2010 Jeep Wrangler with Boss plow for winter snow removal. Replaced outdoor aluminum frame and plastic strap chairs with Adirondack wooden pairs. Installed CCTV security system. Replacement of all entry rugs and painting of concrete porch. Table: Past Performance200620072008X2011201220132014SALES$152,793$155,225$168,154$174,651$178,986 $158,570 $199,492EXPENSES:Repairs & Maintenance8,8256,0302,93124,1709,471 30,154 42,427Taxes & Licenses11,01911,61610,21110,56011,4611,03838,749Interest31,52329,70227,13225,252Depreciation & Amortization 5,1071,6671,66784,80335,77542,14520,272Advertising & Marketing1,4551,3592,3098,1462,5741,5081,413Accounting & Legal & Pay Processing2,0902,0982,5982,2892,3951,1283,413Vehicle Expenses4,7636,4788,98421,51916,95921,003 22,075Bank and Credit Card Charges3,5673,9244,2604,9843 4,698 7,485Dues, Subs, Licenses, Travel, Misc.1,4111,2001,2343,37413,384 1,672 8,219Insurance3,0083,3233,0335,6034,1054,1723,863Office Supplies9072,1031,0793,9215,5184,9008,723Contract Labor and Direct Salaries10,77819,18316,051626 Owners Salary & Rent61,87521,19123,690 Supplies6,4667,2107,17123,94214,700 48,40136,686Utilities13,70116,17617,14525,30624,73719,44821,625Telephone & Internet & TV6,2456,8796,3808,17512,772 15,111 15,238Small Furniture & Appliances1,3321,5592,1051,704Dcor & Grounds9,7671,6102,1482,590TOTAL EXPENSES$141,217$110,437$108,743$269,414$186,725$227,389$259,734Net Profit (Loss)11,57644,78859,411(94,763)(7,739)(68,819)(60,242) OccupancyJanFebMarAprMayJunJulAugSepOctNovDec2013 Paid21%38%16%32%33%61%70%82%82%77%41%45%2013 Total23%42%25%45%41%63%84%95%83%84%61%70%2014 Paid21%43%20%33%39%52%76%79%61%57%42%35%2014 Total78%74%43%54%59%63%84%89%67%66%48%47% 3.0 Services Swanton Motel offers the cleanest, superior quality, affordable lodging in northwestern Vermont. Cunningham12, Inc. (Shelly Cunningham) has been re-fashioning the motel starting with updated bathrooms by replacing with right height oblong toilets in all units, and several bathrooms with new floor tile, sink, mirrors, tubs, walls and ceilings. Several rooms have been re-decorated and re-furnished. All rooms have been updated with new appliances and electronics. All linens have been replaced with new, higher quality to provide guests with the cleanest, cozy, comfortable and affordable environment in which to rest. The motel previously experienced low water pressure and fluctuating temperatures when Cunningham12, Inc. purchased in 2009. Since then, Shelly replaced all of the main plumbing and half of the room plumbing in an upgraded larger diameter piping and new valves. A large bladder tank was added to maintain steady pressure through all demand situations. As well, a new electrical panel was added to serve the kitchen apartment/suite and northern rooms where old breakers previously experienced frequent trips. Two new AC units were added to better serve the suite and last room. Swanton Motel plans to continue improvements to keep the motel on the cutting edge of comfort and technology. Future improvements can now be made by a careful re-investment of a portion of the profits since the more extensive infrastructure upgrades have been made. Erin is authorized to continue to improve dcor and furnishings. Erin also has several options for improving the telecommunications/TV amenity while reducing the cost for the same as currently imposed by the cable company. Swanton Motel is considering several options for increasing revenue that include: 1) providing winter plowing services with the Jeep and plow, 2) addition of a diner through minor modifications and addition to the house, 3) increasing the number of commercial accounts through more aggressive sales effort, 4) providing cleaning services to homes and camps, 5) providing rental services for equipment or vehicles, 6) providing local answering service, 7) providing local office services, 8) providing catering services, 9) providing party services on the motel premises, 10) installing summer quarters, 11) providing laundry services, 12) establishing winter recreation packages to attract winter travelers, 13) utilizing GDS to enable travel agent and online travel site bookings, and/or 14) acquiring additional property to manage within the same overhead. 4.0 Market Analysis Summary The population of Swanton Village is approximately 2,387 (2012) and Swanton Town is approximately 6,427 (2010). Swanton is home of the Royal Swans, a gift of male and female swans in 1963 from Queen Elizabeth II in honor of the Swanton Bicentennial. It is located in the northwest corner of Vermont with Interstate 89 passing through to the border of Canada and bordering Lake Champlain on the west side. The Swanton Motel is the last AAA approved motel before the Canadian border and the New York State border. Guests are divided among many segmentations such that the motel business is not dependent on any single market segment but enjoys a healthy preference among several. Opportunity exists to put more rooms in service at a healthy profit with only limitations being space and financing. Temporary summer quarters are being considered including container rooms, yurts, and cabin structures. 4.1 Market Segmentation Swanton Motel attracts from the following market segments: Summer and Fall vacationers from CT, MA, and NY. Vermont is a big vacation destination in the summer and fall. Tourists flock to Vermont to enjoy the lakes, rivers, and Green Mountains. Lake Champlain is most famous that attracts many fishermen to our motel but Lake Carmi is also a big attraction in the area. Missisquoi River is a popular fishing and canoe destination as well. The Appalachian Hiking Trail and the Long Trail through the Green Mountains are also popular summer attractions. This attracts many people to our motel from Connecticut, New York and Massachusetts. Passing tourists travelling from western Ontario and points further west in Canada. Many western Canadians travelling to Maine, New Hampshire or the Canadian Atlantic Provinces like to cross the border into the US in northern NY and pass through Swanton on their drive east and then back again. Many have made it a habit to stop at the Swanton Motel. Tourists into and out of Canada. Many tourists travelling into Canada will stop at the Swanton Motel as the last AAA motel listed in the AAA Tour Guide before crossing into Canada where hotels become much more expensive. Some Canadians require an additional night in the US to qualify their purchases for duty free. Some Canadians will stay at our motel prior to flying from the Burlington International Airport to southern destinations due to the lower cost of airfare from Burlington as compare to Montreal. Commercial clients. Swanton Motel enjoys being the preference for several local businesses including Pike Industries, Schwann Foods, and more. Most local construction projects prefer Swanton Motel for the lower prices and higher quality. Many individuals on assignment in the area request their company to select the Swanton Motel over the lower priced independents due to the quality and peaceful atmosphere. Local events attendance. Although there are not many local events, Swanton Motel is still a preference that fills up fast. Events include Fourniers Farm Machinery Auction, Franklin County Maple Festival, Franklin (Swanton) Field Days, Swanton Classic Car Show, Episcopal Church Christmas Musical and the Winter and Summer Fishing Derby. We are also conveniently located down the street from Kidder Funeral Home and several Swanton churches from which we attract several funeral and wedding guests. Swanton Motel participates in the Swanton and Franklin County Chamber of Commerce to develop more events to attract overnight guests. 4.2 Future Market Segment Strategy Swanton Motel must maintain its market share through continued focus on cleanliness and quality to keep the existing customer base extremely satisfied while impressing all new guests for their positive reviews and repeat business. The challenge of the Swanton Motel is to attract more winter and early spring guests. The focus for this will be through increasing the number of commercial accounts that are year round business as opposed to seasonal construction type and to establish winter recreation packages with Vermont ski, snowmobile and ice fishing businesses. There has not yet been a concerted sales effort to contact local businesses with regard to the Swanton Motel with the cost and quality advantage. To take advantage of the high demand in the summer and fall Swanton Motel is developing concepts for providing summer rooms that can be shut down efficiently for winter to avoid the heating costs. Several various concepts of pre-manufactured type rooms are under consideration to fit within the land and use restrictions. The space limitation of the motel prevents significant development in this direction of more than two or three rooms. Acquisition of additional nearby property is also under consideration. This is limited by the high cost of improved property in the village of Swanton. Viable investment is $50k per unit at the high end. Parking considerations are a major limiting factor for most properties. Development of new complimentary markets is another approach that has good promise. These possibilities include (implementation strategy and forecast for 1 and 2 are included in this business plan): Winter plowing services with the Jeep and plow. The Jeep Wrangler Sport was specifically targeted for plowing around the Swanton Motel because of its small size and turning radius. As such it is possible to plow snow onto the lawn areas without damaging them and to get in and around some of the tight places around the facility. This same versatility is desired by many home and small business owners in Swanton. This is a niche market that will allow us to utilize our asset with a minor increase in maintenance and depreciation costs. Addition of a diner through minor modifications and addition to the house with a wrap-around porch for outside tables. Kitchen modifications in the house including a commercial sink have already been implemented in anticipation of such an option. Swanton does not possess many restaurant options and a local meal service is a strong attraction for the motel business. The required on-site management is nearly the same so some of overhead is already in place. The concept of shared overhead is an important aspect of this option. The required services for the motel come in spurts check out time, cleaning, check-in and reservations. Taken together it does not add up to full time but the time is very spread out during the day. The diner will help fill in that time. It will also help provide some economy of scale with our cleaners. The cleaners and grounds personnel only work a few hours each day but can now be combined with the waiting/cooking positions to provide more hours to make these positions more attractive to more and better workers. The breakfast rush ends at the same time cleaning needs to start. Cleaning and Laundry services to homes and camps. Swanton Motel sells CLEAN as much as it does a bed. The same 47 point cleaning checklist is a major attraction for the many summer residents along nearby Lake Champlain. Part time cleaners are already required during the summer so making them full time or adding a few could actually provide more economy of scale with regard to the motel staff. Rental services for equipment or vehicles. Swanton Motel has 24x7 staff on site and utilizes several specialized cleaning machines, maintenance tools, and groundskeeping and landscaping tools. As such, making these available to rent is another possible source of income which could be increased per demand. Local answering and office services. Swanton Motel is staffed 24x7 but this staff is not necessarily busy 24x7 just for the small motel. As such, it is prime to provide local call answering or office services for other local businesses. Catering and party services. Swanton Motel has a nice pool and patio with lawn that has been utilized for parties. This can be developed into another business branch. 5.0 Strategy and Implementation Summary The primary sales and marketing strategy for Erin Moser dba Swanton Motel consists of the following: 1. To provide unmatched cleanliness for our guests 2. To maintain quality bedding and amenities to maintain guest satisfaction 3. To develop new commercial motel accounts 4. To develop complimentary businesses without adding excessive overhead Swanton Motel has clearly defined the target market and has differentiated itself by offering the cleanest rooms with high quality amenities that exceed guests expectations. Reasonable sales targets have been established with an implementation plan designed to ensure the goals set forth are achieved. 5.1 SWOT Analysis Swanton Motels strengths to build on are: 5.1.1 Strengths Swanton Motels strengths to build on are: Reputation for clean, clean, clean rooms. 60+ years established business. Improved high quality accommodations and amenities. Outstanding hospitality attitude that makes guests feel valued. A loyal and broad customer base of returning guests. One of only two motels in Swanton. The only AAA approved motel and last before border to Canada and New York. Vermont State does not have sufficient lodging to handle the summer and fall tourist crowds which enables Swanton Motel to set a handsome price for guest rooms and sell out frequently. Owners strong and large family support to draw from. 5.1.2 Weaknesses Swanton Motels major weaknesses: Lack of space on the lot to expand by building on. Lack of cash coupled with the high price of Vermont real estate to expand through acquisition. Winter travel though Vermont is nearly non-existant. Location too far from ski facilities is further negative impact to winter lodging. 5.1.3 Opportunities Swanton Motel opportunities are: Increase the spring and winter market share by cultivating commercial relationships with more local business based on the success of the existing commercial accounts. Maintain or improve qualitybedding and technology at the same competitive pricing. Making the suite apartment 100% available for sale (no longer occupied by family). Develop one or more of the complementary business opportunities identified. 5.1.4 Threats If a major hotel chain were to locate in Swanton it could have an impact on the business. If the business was too impacted to maintain the level of profitability one back-up plan is to modify the motel into 7 long term apartments in addition to the house. The 7 apartments will provide $6,800 per month rental income plus utilities rental of the house would put it at $8,000. The net cash flow will still be positive and cover the mortgage. The value of the real estate is still at the $650k figure with comparables nearby based on the 3BR house at $200k and the 7-unit apartment at $450k. A new hotel is being constructed in downtown St. Albans that will not be open in time for the busy 2015 season. For future years only minor impact is expected as we do not generally compete with the St. Albans hotels. Swanton Motel is already the low cost option for northwestern Vermont where people dont have to sacrifice quality and cleanliness for their nights sleep and morning shower. The impact will be on the overfill traffic as the state hotels fill up from the south, which happens about 15 to 20 times a year now, and on the Maple Festival in downtown St. Albans. We suspect the maximum possible impact to result in a total number of 40 to 50 rooms drop in sales for ~$5000 - 8000 gross. This will be more than off-set by the increase in desirable room improvements and higher number of rooms available and corporate accounts, as is already being witnessed with reservations being taken for improved rooms that were not available to rent in 2013 and 2014. 5.2 Competitive Edge Erin Moser dba Swanton Motel will utilize the following strengths to provide it with a leading edge: Continuity with and support from previous owner, Shelly Cunningham, and family. Continuing the personal attention provided to each guest and a genuine concern for their enhanced experience. A consistent and loyal following earned by a knowledgeable and caring staff. The affordability and combined luxury of an unexpectedmotel experience. Clean, clean, clean is where we begin and end. 5.3 Sales and Marketing Strategy Swanton Motels marketing strategy is to make direct sales contact with local business establishments to further develop the commercial accounts. The complimentary business development will be based on internet, flyer distribution, local advertising media, and direct sales contact as well as through an extensive network of contacts. 5.4 Sales Forecast With the increase in available rooms for sale the Swanton Motel anticipates an increase annually to $220,000 in room rentals. Winter plowing business forecast is based on the plowing requirements of the motel and historical snowfall data. On average there are 37 days per year with a half-inch or more of snow which is a typical plowing requirement. Additionally, there are several days with heavy snow-fall that require multiple plowings. This puts the annual average at 50 plow sessions per year for the average customer. The limitation on the number of customers is based on time requirements for the heavy snowfall days, which is approximately 10 average customers. Average customers are charged $25 for a snowplow session. The annual total revenue is calculated at $10,000. The diner concept is based on providing a boutique caf concept with a very simple menu for breakfast and lunch and a limited buffet dinner at night during the busy travel seasons. Meals will be served on an outdoor wrap-around porch with removable wind and rain covers. The main focus is to provide our motel guests an option for meals due to the limitations in the area, but will also be open to the general public to allow the business to utilize full capacity. Sales projections are based on research into the purchase of existing restaurants and knowledge of the local establishments. It is based on selling an $8 breakfast to and average of 16 people during the peak season, a $10 lunch to 8 people for the same period, and a $20 dinner to 15 people for the same period. This projection keeps the overhead limited to some part-time staff and direct food and material costs. We think there is much more up-side opportunity. Our current total revenue projection is $60,000. Table: Sales Forecast by Month Sales ForecastJanFebMarAprMayJunJulAugSepOctNovDecRoom Sales$6,000$9,000$8,000$14,000$15,000$27,000$37,000$37,000$29,000$23,000$10,000$5,000Plow Sales$3,500$3,500$500$2,500Diner Sales$2,000$4,000$8,000$14,000$14,000$11,000$7,000 5.5 Milestones In order to achieve thegrowth it is necessary to make all rooms and apartment suite 101 available 100% for rental. Family members have been moved to new permanent home in October 2014. An upgrade to the 101 suite and bathroom was completed in March 2015 to restore the suite to the high price rental condition. Guests have started calling to reserve this spacious suite. The development of the complimentary dining business depends on achieving mortgage financing that will allow sufficient cash flow to support. Assuming May 2015 approval of financing the business milestones follow. MilestonesMilestone DescriptionStart DateEnd DateBudgetExecute Commercial Account Sales Agreements1/1/2015continue$0Wrap-Around Porch with seating and tables08/1/201508/31/2015$12,500Commercial Kitchen Upgrades11/1/201601/31/2017$17,500New Sign09/1/201509/15/2015$2,5006.0 Management & Personnel Summary Swanton Motel has the following organizational structure: Erin Moser General Manager - Annual Salary $15,600 plus household expenses (rent, heating, electric, water & sewer, garbage removal, internet). Salary position. Job Description - Monitor and supervise the daily operations, housekeeping and independent contractor staff,financial management andoverall productivity. Ensure a high level of customer satisfaction, monitor and track all company assets and reorder supplies as needed. Housekeeping Staff- Annual Salary $14,000 Part-time hourly positions as needed. Job Description Manage the daily operations of cleaning and maintaining suites in superior condition, reassess supplies and refill as required, perform daily laundry and monthly cleaning functionsas required. 7.0 Financial Plan The current financial plan is forSwanton Motel to obtainmortgage funding in the amount of $487,500 to pay off the existing mortgage and reduce the monthly payment based on a 20 year amortization. 7.1 Assumptions Inflation is not factored into the sales and expense as rates have historically been increased based on the cost inflation and are planned to continue in this manner. The mortgage payment is based on 5% interest over 20 year amortization schedule. Swanton Motel uses a cost base of $40 per room-night to cover all variable costs immediate expense for cleaning and short term capital. This is atypical of many motel financing models but replacement and incremental improvement is considered a necessary part of the variable costs to be a quality motel. Thus, they are included in the $40 cost model rather than being factored in with the fixed (capital) costs of longer terms such as real estate. Heat and electric is treated as a fixed cost because they do not vary much in Vermont given the harsh winter and need to keep up room temperatures as well as lights and appliances energized to welcome guests. 7.2 Break-even Analysis The Company'sannual break-even revenue is expected to be $150,000 without consideration of the interruptible terms of the second mortgage, and includes the owners salary. Break-even is $130,000 without the owners salary and $106,000 with interruption of second mortgage. 7.3 Projected Profit and Loss and Cash Flow The motel profits will be directed to the development expenses and capital required by the complementary businesses. This is the main growth opportunity due to the limitations of the property for expansion. Table: Pro Forma Profit and Loss2015201620172018Motel Sales220,000225,000230,000236,000Plowing Sales2,50010,00010,00010,000Diner Sales20,00040,00060,000SALES$222,500$255,000 $280,000 $306,000EXPENSES:Repairs & Maintenance12,00012,500 13,000 14,000Taxes & Licenses12,00014,00015,00016,000Interest32,00031,00030,00028,900Depreciation 36,00036,00036,00036,000Advertising & Marketing2,0002,5002,5002,500Accounting & Legal & Pay Processing3,0004,0004,0004,000Vehicle Expenses4,0005,0005,500 6,000Bank and Credit Card Charges6,0007,000 8,000 8,200Dues, Subs, Licenses, Travel, Misc.1,6003,000 3,000 3,000Insurance4,2006,0006,0006,000Office Supplies3,0003,5003,5003,500Contract Labor and Direct Salaries18,00023,00025,00027,000Salary18,00018,00018,000 18,000Supplies15,00029,000 40,00050,000Utilities20,00022,00024,00026,000Telephone & Internet & TV8,0008,000 8,500 8,500Small Furniture & Appliances1,0001,1001,2001,300Dcor & Grounds1,0001,1001,2001,300TOTAL EXPENSES$196,800$226,700$245,400$260,200Net Profit (Loss)$25,700$28,300$34,600$45,800CASH FLOW (before tax):Depreciation & Interest68,00067,00066,00064,900Mortgage Payments(51,500)(51,500)(51,500)(51,500)Net Positive Cash Flow$42,200$43,800$49,100$59,200        Table of Contents Swanton Motel     "#wzǸ{h{h{hT{h@'jhOzCJOJPJQJU^JaJ'hQhf];5CJOJPJQJ^JaJ$hQhf];CJOJPJQJ^JaJ!h{5CJOJPJQJ^JaJhyjhyUhf];CJOJPJQJ^J#hhf];5CJOJPJQJ^Jhf];5CJ0OJPJQJ^J'hQhf];5CJ,OJPJQJ^JaJ,hQhf];5CJ,OJQJaJ,!h{5CJ,OJPJQJ^JaJ,hf]; "|~ & ( ) >  V'  V'  V' \$ $d\$a$gdf];gdf];$a$   % & ( ) * @ A B C _ ` a b ܷ𤑃qq^PGP1^*j?h^hf];0JUmHnHuhf];mHnHuh^hf];0JmHnHu$jh^hf];0JUmHnHu#jhf];CJOJPJQJU^Jhf];CJOJPJQJ^J$hhf];CJ,OJPJQJ^JaJ,$h{hOzCJOJPJQJ^JaJhf];CJOJPJQJ^JaJ(h NhOz0JCJOJPJQJ^JaJ'jhOzCJOJPJQJU^JaJhOzCJOJPJQJ^JaJb w x y ޽ϪlZϪ#jPAhf];UmHnHu*j@h^hf];0JUmHnHuhf];mHnHuh^hf];0JmHnHu!hf];CJOJQJaJmHnHu$jh^hf];0JUmHnHu#jV@hf];UmHnHujhf];UmHnHuhf];mHnHu+h^hf];0JOJPJQJ^JmHnHu     8 9 : ; < = > ? @ \ ] ^ _ j k l 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