PP Business Plan

LUXURY MEN‘S APPAREL 2014 EXECUTIVE SU M M ARY www.paolopoffandi.com

CONTENT

INTRODUCTION

i

BRANDING

1

THE COMPETITION

2

THE POFFANDI BRAND

13

THE CUFF BAR

14

THE MARKET PLACE

16

MARKETING

18

OPERATIONS

20

ORGANIZATIONAL CHART

21

TEAM

22

FINANCIALS

23

INVESTMENT

30

CONCLUSION

31

APPENDIX A

32

i

INTRODUCTION

Launching a men’s luxury fashion line is this man’s dream.

Who is Paolo Poffandi? His origins are from Corfu, and further back from Italy. He has lived in nine countries and describes himself simply as tanned and tonned. He likes to play ten-minute chess and can speak French, Greek and Italian. No one can guess his age.

Eight years as a stockbroker and ten years in project finance have given him insights into the world of finance. He understands the importance of “quality”.

The Paolo Poffandi Brand targets the super-affluent. It will manufacture its apparel and accessories in Italy ensuring that “quantity” does not take precedence over “quality”. It plans to open storefronts in Dubai, Beverly Hills, Milan, New York, London, Paris, Moscow, Shanghai, Beijing, Macau, and Monte-Carlo over the course of seven years.

Apart from storefronts, we will also market on the Internet, through a direct sales force, and high end retailers. The apparel will be ready to wear, as well as custom fitted.

The average suit will retail for $3,500. Accessories, like the signature piece “Cuff Bar” made of diamonds and 23Kt gold will retail for $90,000.

In keeping with the “exclusive and scarce” formula, the patterns and brand will not be licensed. In fact patterns for ties and accessories will be destroyed after limited production has been accomplished.

ii

INTRODUCTION

There are two possible approaches to launch the brand: Fast Track, and Slow Track.

Fast track will require an initial investment of $2,000,000 secured by inventory and store improvements, and company equity. This will ensure the opening of a storefront along with the deployment of other marketing strategies.

The Slow Track will require an investment of $100,000 to produce inventory which once sold to select retailers and clients will form a test case by which to plan further growth.

The financials presented in this plan reflect only the Fast Track approach.

1

BRANDING

Apart from the sophisticated logo and stylish clothing, how does the Poffandi brand distinguish itself from the competition? Let’s review the competition.

Below, and in no particular order, featured are suits by Fendi, Burberry, Louis Vuitton, Canali, Dolce & Gabbana, Calvin Klein, Gucci, Armani and Hugo Boss. Which one is the Armani suit?* It appears that if we did nothing else but imitate the competition, we would still be able to carve a niche in the marketplace. But, that would be too simple.

* The second suit from the right

2

THE COMPETITION Hugo Boss

Armani

Isaia

Brioni

Jacob Cohen

Brunello Cucinelli

Just Cavalli

Burberry

Kiton

Calvin Klein

Maison Martin Margiela

Canali

Ralph Lauren

Corneliani

Stefano Ricci

Fendi

Tommy Hilfiger

Givenchy

Valentino

We really have only one competitor Stefano Ricci

3

THE COMPETITION

In order to fully appreciate the Stefano Ricci Brand, we devoted a few pages to his impeccable good taste in clothing, storefronts, and web site.

4

THE COMPETITION

5

THE COMPETITION

6

THE COMPETITION

7

THE COMPETITION

8

THE COMPETITION

9

THE COMPETITION

Steffano Ricci Apparel

10

THE COMPETITION

Steffano Ricci Apparel

11

THE COMPETITION

Steffano Ricci Pen

12

THE COMPETITION

Steffano Ricci web site http://www.stefanoricci.it

13

THE POFFANDI BRAND

Key to Branding is innovation. The creation of the Cuff Bar and Pocket Bar by Master Jewelers, are never before seen innovations created exclusively for the Paolo Poffandi Brand.

Diamond Studded Cuff Bar and Buttons

Diamond Studded Cuff Bar - Replacing Buttons

Diamond Studded Cuff Bar and Pocket Bar

14

THE CUFF BAR See Through View Shirt Sleeve Jacket Sleeve

24 Kt Gold Buttons

24 Kt Gold Cuff Bar

1.5 inches

.25 Kt Diamonds 3.5 inches

Cross Section View Stem: 1/8 inch thick

1.5 inches

5/8 inches

Cuff Bar: 1/8 inch thick Button: 1/4 inch thick Space between Cuff Bar and Button: 1/8 inch

15

THE CUFF BAR

The Cuff Bar is a signature Paolo Poffandi accessory. Made of 9 ounces of 24 kt gold with 10 AGS certified Flawless Diamonds, it will cost an average $35,000 per pair to make and will add in excess of $90,000 to a suit’s or jacket’s retail value.

It will set the Poffandi Brand apart as an innovator in men’s top luxury clothing.

Cuff Bars will be considered more of an objet d’art than an accessory, making the suit an irreplaceable investment. The Cuff Bar may also be made of Platinum, Palladium, White Gold, Emeralds, Sapphires, Rubys, Peridot set in combination with other precious stones or as solitaires to compliment various fabrics.

We are conservatively estimating 100 pairs of Cuff Bars to be sold in Year 1 at an average price point of $90,000 for an additional $5.2 Million in profit.

16

THE MARKET PLACE

The retail experience for Luxury goods is evolving. The luxury consumer expects craftmanship and ease of purchase, as has always been the case.

1. From a Forbes article(a) : “Gucci for example has made Amazon.com their official authorized online retailer.

Why? Again, because people look to these services more and more to make purchases rather than purchase decisions. They are learning about products elsewhere such as via advertising, social media, and more traditional media. The comfort and sophistication of buying via the internet’s largest retailers is both trusted by and appealing to consumers. In the end consumers are looking for an easy way to get the things they want.

The hassle of the traditional luxury buying experience is the industry’s biggest threat.

Today successful luxury brands have taken responsibility over manufacturing, creating retail demand, and finally fulfilling the demand by selling direct to consumers. The value of the middle-man third party retailer is quickly evaporating.

Conclusion: Online marketing should be an integral compoment of the marketing mix.

2. From a Business of Fashion (BOF) article(b) : “One of the most exciting findings is that by 2018, in the next five years, based on our predictions and based on how fast the region is growing, Asia Pacific will be the biggest region in the world for luxury goods,” Fflur Roberts, the head of luxury goods research at Euromonitor, told BoF. “This is predominantly due to China, but also the emerging Asian markets like Malaysia and Indonesia. India is also a major contributor.”

17

THE MARKET PLACE

Since the start of the firm’s luxury goods research practice back in 2004, Western Europe has been the “clear leader” in luxury consumption and has accounted for more than 33 percent of all luxury spending in the past year. However, with luxury consumption in Asia Pacific expected to grow 170 percent over the next five years, the region is set to dethrone Western Europe as early as 2018.”

Conclusion: Penetrate the Asia Pacific market.

3. From a Sphere article(c) : “Rebecca Robins and Manfredi Ricca, directors at brand consultancy Interbrand, and co-authors of 2012’s Meta-Luxury: Brands and the Culture of Excellence argue that Luxury as a term has become bloated, overused and meaningless.

They call for a refocusing on true luxury, luxury as a pursuit of painstaking craftsmanship, quality and excellence, to maintain consumer confidence and impress today’s discerning connoisseurs who aren’t fooled by luxury that isn’t credible. They argue that true luxury brands such as Hermès and perfumer Francis Kurkdijan put excellence and product first, and let business follow, and are still a commercial success because people believe in them.

“It makes the brand irreplaceable, rather than disposable. Something truly unique. Consumers today are looking for something with meaning and longevity and this is the way to achieve that,” explains Robins.”

Conclusion: Put excellence and product first, and let business follow. Become irreplaceable.

MARKETING

18

The marketing mix will incorporate advertising campaigns to complement direct in-home sales, an Internet portal, corporate storefronts, and affiliated retail chains. The Public Relations effort will consist of sponsoring artists, white paper research, TED Talk participation, social media curators, interviews on magazines and television, and fashion shows. There will be four primary sales channels:

Sales Revenue By Channel Internet

Storefront

Direct

20% 40% 20% 20%

Retail

19

MARKETING

Internet Integrating a central manufacturing hub with the internet is a matter of necessity, not choice. The internet experience must also be multi-lingual. Traffic will be directed to the web site through advertising and public relations campaigns. Internet marketing provides the most lucrative profit margins.

Storefront For those consumers who are not as adept with the internet, there is the storefront experience (and in-home direct sales). We are projecting opening one store per year in the first five years. The assumption is that it will cost $100,000 to furnish a store and $200,000 per year to operate.

Storefronts are capital-intensive and must be located in the most prestigious locations in order to succeed.

The interior design must border on palatial. Profit Margins are expected to be the least generous. Potential cities for storefronts include Beverly Hills, Paris, Dubai, Abu Dhabi, New York, Beijing, Monaco and London.

Direct (In-Home) Equipped with a laptop, a catalog, a tape measure and swatches, direct sales reps can visit their clients in their homes or offices. A laptop will serve to transmit the client’s order directly to the manufacturing center. Profit margins are expected to be greater than those derived from Storefronts but not as great as the Internet portal.

Retail This entails establishing relationships with luxury retailers such as Harrod’s of London. The profit margins are expected to be modest, even though revenues from this channel are expected to be double that of other marketing channels. We expect retailers to command a 200% markup on our apparel, and a 100% markup on accessories. If our suits cost $250 to make, and we wholesale them for $1,000, the retail price will be somewhere around $3,000. For accessories such as a pair of Cuff Bars, which may cost $30,000 to manufacture, the wholesale price is expected to come at $45,000, and retail at $90,000.

OPERATIONS

20 MANUFACTURING

In keeping with the exclusivity of this luxury Brand, designing, fabric purchases and manufacturing will be done in Italy.

PERSONNEL An Operations Manager centered in Italy will coordinate the manufacturing of clothing and accessories. He will report to the President in Year 1.

The VP Operations position will be created in Year 2. He will direct the Operations Manager and Store Managers.

The Store Manager will manage commissioned Sales Associates in storefronts and report to the President in Year 1, and to the VP Operations as of Year 2.

The VP Marketing will coordinate Retail Chain sales, overlook Advertising with the President, coordinate with the Webmaster and direct the Sales Director.

An in-house Webmaster will coordinate Internet sales who will report to the VP Marketing.

The Sales Director will oversee a commissioned direct sales force. New territories will be added every 6-12 months in major cities worldwide as storefronts open.

The VP Finance will plan financing strategies, This position will be created in Year 2. He will have oversight of Accounting and Investors.

The President will have oversight of Designers, Store Managers, the Operations Manager, Public Relations, Investor Relations, and Human Resources.

An Administrative Assistant will be retained in Year 2 to assist the President and VP’s.

21

ORGANIZATIONAL CHART

PRESIDENT

VP FINANCE

VP OPERATIONS

OPERATIONS MANAGER

STORE MANAGER

MANUFACTURERS

SALES ASSOCIATE

Year 1 Year 2

VP MARKETING

WEBMASTER

DIRECT SALES ASSOCIATE

SALES DIRECTOR

ADMIN ASSISTANT

RETAIL CHAINS

DIRECT SALES ASSOCIATE

FINANCIALS

23

5 Year Personnel Salaries ($000) Year 1

Year 2

Year 3

Year 4

Year 5

President

120

140

180

220

300

VP Marketing

100

120

150

200

250

VP Operations

n/a

100

120

140

160

VP Finance

n/a

100

120

140

160

Operations Manager

100

150

200

225

250

Store Manager

80

160

240

320

400

Webmaster

75

90

120

150

150

Director of Sales

50

160

170

230

290

Admin. Assistants

n/a

120

120

120

120

Total

525

1,140

1,420

1,745

2,080

FINANCIALS

24

5 YEAR SALES PROJECTIONS ($000) Year 1

Item/Year

Channel

Year 2

Year 3

Year 4

Year 5

Retail

Internet

Direct

Store

Retail

Internet

Direct

Store

Retail

Internet

Direct

Store

Retail

Internet

Direct

Store

Retail

Internet

Direct

Store

Suits

200

100

100

100

400

200

200

200

600

300

300

300

800

400

400

400

1000

500

500

500

$3,500 R $1000 W

$200

$350

$350

$350

$400

$700

$700

$700

$600

$1,050

$1,050

$1,050

$800

$1,400

$1,000

$1,750

$1,750

$1,750

Shirts

400

200

200

200

800

400

400

400

1200

600

600

600

1600

800

2000

1000

1000

1000

$400 R $100 W

$40

$80

$80

$80

$80

$160

$160

$160

$1,200

$2,400

$2,400

$2,400

$1,600

$3,200

$2,000

$4,000

$4,000

$4,000

Jackets

80

40

40

40

120

60

60

60

160

80

80

80

200

100

100

100

240

120

120

120

$800 R $200 W

$16

$64

$64

$64

$24

$48

$48

$48

$32

$64

$64

$64

$40

$80

$80

$80

$48

$96

$96

$96

Cuff Bars

40

20

20

20

60

30

30

30

80

40

40

40

100

50

50

50

120

60

60

60

$1,800

$1,800

$1,800

$2,700

$2,700

$2,700

$2,700

$3,600

$3,600

$3,600

$3,600

$4,500

$4,500

$5,400

$5,400

$5,400

$5,400

$500

$250

$250

$250

$90,000 R $1,800 $45,000 W

Other*

$100

$50

$50

$50

$200

$100

$100

$100

$300

$150

$150

$150

$400

$200

Total

$2,156

$2,344

$2,344

$2,344

$3,304

$3,708

$3,708

$3,708

$5,732

$7,264

$7,264

$7,264

$7,340

$9,380

Total

$9,188

$14,428

$27,524

* Other items include belts, shoes, fragrances, socks, cufflinks, watches, sweaters, pants and ties.

R = Retail Price W = Wholesale Price, represents the price Retail channels pay to purchase our products

$1,400 $1,400 800

800

$3,200 $3,200

$4,500 $4,500 $200

$200

$9,380 $9,380

$35,480

$8,948

$11,496 $11,496

$43,436

$11,496

FINANCIALS

25

5 YEAR COST OF GOODS SOLD PROJECTIONS ($000) Item/Year

Year 1

Year 2

Year 3

Year 4

Year 5

Suits

500

1000

1500

2000

2500

$300 per

$150

$300

$450

$600

$750

Shirts

1000

2000

3000

4000

5000

$40 per

$40

$80

$120

$160

$200

Jackets

200

300

400

500

600

$100 per

$200

$300

$400

$500

$600

Cuff Bars

100

150

200

250

300

$35,000 a pair

$3,500

$5,250

$7,000

$8,750

$10,500

Other*

$100

$200

$300

$400

$500

Total

$3,990

$6,130

$8,270

$10,410

$12,550

FINANCIALS

26

5 YEAR P&L ($000) Year 1

Year 2

Year 3

Year 4

Year 5

Revenue

$9,188

$14,428

$27,524

$35,480

$43,436

COGS

$3,990

$6,130

$8,270

$10,410

$12,550

Gross Profit

$5,198

$8,298

$19,254

$25,070

$30,886

Retired Debt*

150

150

150

150

1,650

Accounting/Legal

200

200

200

200

200

Storefront Overhead

300

500

700

900

1,100

Personnel**

222

443

690

938

1,185

Personnel

525

1,140

1,420

1,745

2,080

Advertising/PR

600

1,200

2,000

2,000

2,000

Total Operating Expenses

$1,997

$3,633

$5,160

$5,933

$8,215

Net Profit Before Tax

$3,201

$4,665

$14,094

$19,137

$22,671

* Debt represents a $1.5 Million obligation to investors, repaid with interest only payments at 10% p.a. and the principal in one balloon payment at the end of the 5th year ** 20% commissions paid to sales associates involved in Storefront and Direct Sales, which collectively make up 40% of Gross Revenues

27

FINANCIALS YEAR 1- CASH FLOW PROJECTIONS (BEST CASE - $000) Q1

Q2

Q3

Q4

Cash at Beginning of Year $1,500

Operations Cash Receipt from Clients

$200

$900

$2,700

$5,300

$9,100

Inventory

-$460

-$810

-$810

-$1,890

-$3,970

Wage Expenses

-$187

-$187

-$187

-$187

-$748

General & Administrative

-$50

-$50

-$50

-$50

-$200

Advertising / PR

-$150

-$150

-$150

-$150

-$600

-$150

-$150

Cash Paid for

Interest Net Cash Flow from Operations

-$647

-297

$1,503

$2,873

$3,432

Cash paid for Storefront

-$150

-$50

-$50

-$150

-$400

Net Increase in Cash

-$797

-$347

$1,453

$2,723

$3,032

Investing Activities

* Estimated time to remodel a store is 3 months at a cost of $100,000

30

INVESTMENT

FAST TRACK We are looking for an initial investment of $2,000,000 in the form of equity or an interest bearing note secured by inventory and store improvements with an interest rate of ten (10%) percent per annum.

Interest only payments to be paid quarterly over the first five years. The principal to be repaid in its entirety at the end of the fifth year.

or

SLOW TRACK We are looking for an initial investment of $100,000 in the form of equity or an interest bearing note secured by inventory with an interest rate of ten (10%) percent per annum. Interest only payments to be paid quarterly over the first 2 years. The principal to be repaid in its entirety at the end of the second year.

31

CONCLUSION

The climate for luxury goods is always good, and improving in parts of the world where affluence never goes out of style. Above all, quality and personalized service trumps any other consideration.

The Paolo Poffandi Brand is inherently a strong brand that can easily be associated with superbly crafted luxury goods made in Italy.

The competition has a proven business model which has weathered the test of time and which can be replicated given the right capital, creativity, and commercialization.

In addition, the Paolo Poffandi Brand offers innovative signature accessories which will go far in distinguishing the Brand as an innovator in the luxury men’s fashion industry.

Finally, at the heart of the Brand is it’s creator, an unorthodox irreverent iconoclastic visionary. Not many sixty-one year olds can walk down a runway looking in this shape. From a PR perspective, Paolo Poffandi was made for the fashion industry.

32

APPENDIX A

References: (a) http://www.forbes.com/sites/arieladams/2013/05/23/luxury-consumers-value-products-not-buying-experiences/ (b) http://www.businessoffashion.com/2013/10/euromonitor-coach-michael-kors-louis-vuitton-versace-fflur-roberts.html (c) http://www.spherelife.com/future-trends/

LUXURY MEN‘S APPAREL

www.paolopoffandi.com