retail store franchise business plan

Franchise Business Plan Template

If you want to start a franchise business or expand your current one, you need a business plan.

Over the past 20+ years, we have helped over 10,000 entrepreneurs and business owners create business plans to start and grow their franchise businesses.

Below are links to each section of your franchise business plan template:

Next Section: Executive Summary >

Franchise Business Plan FAQs

What is the easiest way to complete my franchise business plan.

Growthink's Ultimate Franchise Business Plan Template allows you to quickly and easily complete your Franchise Business Plan.

Where Can I Download a Franchise Business Plan PDF?

You can download our franchise business plan PDF template here . This is a business plan template that will help you with how to create a franchise business plan in PDF format.

What Is a Franchise Business Plan?

A business plan provides a snapshot of your franchise as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategy for reaching them. It also includes market research to support your plans.

Why Do You Need a Business Plan for a Franchise?

If you’re looking to start a franchise or grow your existing franchise you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your franchise in order to improve your chances of success. Your franchise business plan is a living document that should be updated annually as your business grows and changes.

What Are the Sources of Funding for a Franchise?

Franchises are usually funded through small business loans, personal savings, credit card financing and/or angel investors.

FRANCHISE BUSINESS PLAN OUTLINE

Franchise Business Plan Home
1. Executive Summary
2. Company Overview
3. Industry Analysis
4. Customer Analysis
5. Competitive Analysis
6. Marketing Plan
7. Operations Plan
8. Management Team
9. Financial Plan
10. Appendix
Franchise Business Plan Summary

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Creating a business plan for your franchise: what to prepare before asking for money.

🕒 Estimated Reading Time: ~8 minutes

Congratulations! You’ve decided that owning a franchise is the right investment for you. You may have even already decided on the type of franchise, and maybe even the franchise brand you are going to pursue.

What’s next? Financing. Securing the funding needed to make your franchise dreams a reality. And unless you are one of the fortunate people that has enough money saved to cover costs, you will likely be seeking a lender to make up the difference between the amount of money you currently have to invest and amount of money needed to open and maintain your franchised business until you 'break even.' (Breaking even is the point in the lifespan of a business where the operation starts turning a profit.)

To convince lenders that you are worthy of their money, the creation of a business plan is crucial. Lenders use a business plan as a guide to assess whether the prospective franchisee is a on a path towards success and profitability.

To approve loans, lenders want to have a clear, straightforward account of the business to be opened, the principals involved, and—perhaps most importantly—perspective on when the borrowed money will likely be repaid.

It's helpful to prepare for the meeting with the lender like a college graduate student would prepare for a thesis defense presentation. In both instances, it is the goal of the person (or people) going into the meeting to have done the adequate level of research necessary to competently back up the stated claims for the desired result (be it the granting of a master's degree to the student or the gaining of a loan for the prospective franchisee).

Important note: the business plan isn’t just for getting money.

Not only does a business plan help in securing funding, it forces you to take a hard look at the investment you are about to make. It gives you a chance to anticipate the challenges that come with opening a business, and temper unrealistic expectations.

As time passes and you move further into franchise ownership, the business plan you’ve created should be updated and utilized as a guide in helping you reach your franchise goals.

Parts of a Business Plan

Creating a business plan doesn't have to be complicated.

There is no standardized length for a business plan, but no lender wants to read a novel-length presentation. The main thing is that the plan is thorough enough to cover all aspects of your individual franchise. You want to give the lender confidence that you are prepared to take on the managing of a business that will turn a profit in a reasonable amount of time.

The key is compiling the proper information to address the reservations of the lenders you will meet with. This is where opening a franchised business offers a notable advantage over an independent business.

The franchise disclosure document (FDD) provided by the franchisor of the system you are investing in contains a great deal of the information needed to complete a business plan.

This information includes the company’s corporate background, a description of the target market, the competitive advantage of the product/service, marketing initiatives, plus the start-up and ongoing costs. Some franchisors even offer assistance to franchisees in the preparation of the plan.

Common parts of a business plan include the following, according to the Small Business Administration (a sample business plan is located at the end of this article):

Company description: A good place to look for the information for this section is Item 1 of the FDD. Provide an overview of the franchise and its history to the lender. You will also provide a brief outline of the franchise’s service/product (more detailed information will be given in the next section).

Service/product description: Describe in detail the service and/or product your franchise will provide to customers. This section can be combined with the company description. Again, Item 1 of the FDD is where you will find much of the information you need for this section. Item 16 will also be helpful in discussing what you will and will not be able to sell as a franchisee of a particular franchise system.

Market analysis: Use this section to prove to the potential lender that you are not jumping into a business venture on a whim. Concentrate on the specific area (market) in which the franchised business will be located. The territory description in the FDD (Item 12) will help you to a point.

Give a brief discussion of the following:

How big is your market?
What kind of people (demographically and financially) make up this market?
Is the market under-served in regards to this service/product?
If there is competition, who are your competitors and what is your competitive advantage?
Discuss what experts are forecasting for the service/product in terms of trends and growth possibilities for your specific market (can include demographic, legislative or environmental factors).

Management structure: This section provides a look at the people who will be responsible for the day-to-day operation of the franchise, particularly you as the owner. Is this venture going to be a sole proprietorship or will there be multiple owners? Explain if you will be involved day-to-day with business operations, or will be acting as an absentee owner.

For yourself and all of the others with an ownership stake, if applicable, detail all business qualifications. Stress any and all experience (even if volunteer) that is relevant to being successful in the future with the franchise operation. Item 15 of the FDD will help with explaining the managerial obligations of the franchisee.

Marketing plan: 'How are you going to get customers?' is the main question you’re answering in this section. Use FDD Item 11 to your advantage here. It provides an overview of the franchisor’s advertising and marketing efforts. Also, it provides a description of the training you will complete before opening. Often marketing and sales courses are part of required training.

Financials: This is the meat of your business plan. In this section, don’t only ask for the money you need. Give the lender the big picture of your financial situation as well. Detail how you are going to obtain the entire initial investment. Often times, a lender will not be financing all of the franchise investment. Are you using a mix of personal savings, loans, credit, etc.?

In addition to the funding request, you will be doing some financial projection. Give a reasonable time frame when the lender can expect full repayment of the loan, and back up that claim with figures. Include graphs and charts detailing the start-up costs, projected profit and loss and projected sales forecast for the franchise.

The franchisor can be of significant help to you in completing this section (via Items 5 and 19 of the FDD, and in direct conversation). However, keep in mind the franchisor is restricted legally about making certain claims about projected earnings. Be conservative with the projections as unexpected delays and unforeseen circumstances do happen.

Appendix: The appendix technically isn’t a part of the business plan, but an additional section to present items that would enhance your presentation. Include items you feel would be necessary to giving the lender a complete picture of you and the franchise you are seeking financing for. Examples include: the resumes of management figures, tax returns, media clippings, etc.

As previously mentioned, the best outside source of information to complete your business plan is the franchisor. No other outlet is going to know that franchise system better.

Additional resources include online sites such as Bplans.com, which offers site visitors a substantial library of sample plans to review, as well as general business websites like the Small Business Administration. Prospective franchisees can also use a professional business plan writer, particularly for the review of a plan before sitting down with the lender.

Confidentiality agreement: Because business plans contain sensitive and confidential information, the content needs to be safeguarded against potential leaks. To do this, you will need to enter into a confidentiality agreement with the parties you allow to review your business plan.

The agreement will bind them not to disclose or reveal any confidential information they receive, without your written permission.

Sample Business Plan Confidentiality Agreement Template

Sample franchise business plan: Please note that the example business plan linked below is a sample of one way to format a business plan. There are several different acceptable formats, and the contents of business plan sections will vary significantly due to factors including the franchise system, the type and amount of loan sought, the franchisee’s background, etc.

Sample Business Plan

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500+ business plans and financial models

How to Write a Business Plan For a Retail Store: Complete Guide

August 3, 2022
Small Businesses

Whether you’re looking to raise funding from private investors or to get a loan from a bank (like a SBA loan) for your retail store, you will need to prepare a solid business plan.

In this article we go through, step-by-step, all the different sections you need in your retail store business plan. Use this template to create a complete, clear and solid business plan that get you funded.

1. Executive Summary

The executive summary of a business plan gives a sneak peek of the information about your business plan to lenders and/or investors.

If the information you provide here is not concise, informative, and scannable, potential lenders and investors will lose interest.

Though the executive summary is the first and the most important section, it should normally be the last section you write because it will have the summary of different sections included in the entire plan.

Why do you need a business plan for a retail store?

The purpose of a business plan is to secure funding through one of the following channels:

Obtain bank financing or secure a loan from other lenders (such as a SBA loan )
Obtain private investments from investment funds, angel investors, etc.
Obtain a public or a private grant

How to write your retail store business plan’s executive summary?

For any retail business, the following information must go into the executive summary:

Business overview : include your business name and model (independent retail store or franchise model), the products you intend to sell (and whether you want to expand with additional product offerings), the legal structure of your business, etc.
Market analysis : how many retail stores operate in your area and what do they sell? The estimated number of visitors your customers receive per week, target audience demography (the products you sell must fulfill their needs), purchasing power, etc. must also be included
People : organizational setup and the management hierarchy along with retail store experience of the key people in the management
Financial plan : how much profit and revenue do you expect in the next 5 years? When will you reach the break-even point and start making profits? It is ideal to include a chart depicting your key financials such as revenue, gross profits, and net profit
Financial ask : what loan/investment/grant are you seeking? How much do you need? How long will this last?

2. Business Overview

The business overview is essentially the company description. The second section of your business plan, it should cover the following for a retail store:

The products you will sell in your store
The price range of the products
The company structure
Target audience information

Let’s look at different subsections that you must include:

Give a brief explanation of why you want to open a retail store. It must display two things:

Your passion & interest for this type of business
Feasibility of the business

There may be other retail stores in your area, but they don’t fulfill certain needs of the potential customers. Your business may fill in that gap.

For example, there may not be any retail store in your area addressing the needs of cyclists. Even if there are competing retail stores, are they offering everything like electric bikes, mountain bikes, touring bikes, BMX, folding bikes, etc.? Do they offer spare parts and customizations?

b) Business Model

This is where you will explain the following:

Is your retail store independent?
Are you buying an existing retail store?
Are you settling for a franchise store of an established bike brand?

c) Products

Your retail store can sell various products. Lenders or investors must get a clear idea of the products you intend to sell. If you want to focus on one or two specific products, you must clarify that, too.

For instance, if you are opening a retail bicycle or bike store , do you intend to sell only assembled bikes or do you intend to sell spare parts, too? What about toolkits? Do you have plans to sell supporting products for cyclists such as helmets, pants, shorts, gloves, eyewear, etc.?

If you have plans to specialize in something (for example, mountain bikes with shock absorption, gears, disc brakes, etc.), mention that.

d) Pricing Strategy

It is important that you add a pricing list here. You don’t need to go into extreme details. Just an average range will be more than enough.

For instance, mountain bikes can cost anywhere between $400 and $800 . Depending on the components used, the average price can increase or decrease.

A pricing chart for all major products you are offering can help the investors or lenders to tie your pricing strategy with your financial projections.

e) Target Audience

Knowing your customers is very important. That will give you an edge over your competitors. For example, if you are opening a retail bicycle store, you must know whether your potential customers will be enthusiasts, hobbyists, or professionals.

Another important aspect is to understand the type of cyclists you will focus on. The products you sell will depend on that.

Knowing your customers well help in two things:

You can better retain your customers
Lenders or investors will be more confident about your business strategy

f) Legal Structure

Finally, your business overview section should specify what type of business structure you opt for. Is this a corporation or a partnership (LLC)? Who are the investors? How much equity percentage do they own? Is there a Board of Directors? If so, whom? Do they have experience in the industry?

3. Market Analysis

The market analysis is the next most important aspect of your retail store business plan. You must demonstrate to the potential investors that you know your market. Investors must be confident that the retail store you are trying to open (or you are already operating) makes sense.

For example, if you want to open a retail store specializing in mountain bikes, it’d be better if you’re located in states like Utah, Arizona, Arkansas, Colorado, North Carolina, Michigan, etc., because these states have ideal mountain bike destinations. Similarly, Texas isn’t really popular for mountain biking.

Again, you will never want to sell high-end bikes in a middle class neighborhood because they will most likely not be able to afford those items.

a) Retail Market Trends

You must also focus on the market size and growth opportunities . For example, if the location of your retail store doesn’t have enough cyclists, your bicycle business will probably not make enough profits. Again, if there are way too many competitors, the growth opportunities may be stifled.

Find market data for your city / area

It is always a good idea to get city-level data to get a clearer picture of the market size in addition to any national-level data you are providing.

Getting city level data might not be an easy task. In fact, you may have to get out and collect the necessary data. You may have to do some math. For example, if there were 30 bicycle retailers in your city in 2019 and the number grew to 33 in 2020, the annual growth rate will be 10%.

You may want to investigate the factors leading to such growth. For instance, median income may have increased, there may be an influx of population, growing environmental consciousness, increased health awareness, etc., can be some of the factors.

However, you may actually notice a drop. In such a case, you must investigate the reasons. There can be varied factors like drop in income (and hence, sales that led to closure of businesses), decrease in population (may be younger popular moved out of the location), etc.

If there is a drop, you must explain the rationale behind opening a business, the industry of which is showing a gradual decline. It may also happen that the market may rebound back after a temporary decline.

b) Competition

Your competitor analysis is very important. Here are a few questions that you must answer:

How many retail stores are there?
How many of those stores are your direct and indirect competitors?
What type of products do your competitors sell?
What is the price your competitors are charging for the same or similar product?
How many employees do your competitors have on an average?
How many customers do they receive per month?

Some of the answers will end in approximation of data. That’s totally fine. For example, you may not be able to get the exact number of customers your competitors receive.

Draw a strong conclusion for your competitive analysis

Your competitive analysis must bring out the reasons why you are trying to open a retail store. For example (related to the retail bicycle store example):

There are no specialised mountain bike retailers in the area despite a high percentage of mountain bikers
Existing bike retailers offer only bikes and spares. No retailer offers clothing and protective gear

c) Customers

You already spoke about the target audience in the Business Overview section. Here, you must provide hard data that establishes the existence of your potential customers in the area.

This section must answer the following questions (with reference to the bike store example):

What is the age group of the cyclists in your area?
What percentage of the cyclists are women vs. males?
What type of bikes are they mostly interested in?
Do the customers also look for related accessories?
Do they prefer online shopping or offline shopping?
What is the average household income per month (and also their average disposable income)?

Much of this hard data will come from your competitor analysis. Also, the data must support your decision to open a retail store. For example, if people have a tendency to buy online, you may be better off opening an online retail store instead of a physical store.

4. Sales & Marketing Strategy

The 4th section of your retail store business plan is where you outline your customer acquisition strategy. Try to answer the following questions:

What is your USP ?
What marketing channels will you use (online or offline)?
Do the marketing channels aptly grab the attention of your target audience? For instance, young adults will most likely not pay attention to TV ads. Instead, use social media
How do you intend to track the success of your marketing strategy ?
What is your CAC or customer acquisition cost?
What is your marketing budget?
What introductory promos and offers do you intend to provide for attracting new customers?

Let’s expand a bit on a few questions below:

a) Marketing channels

A few marketing channels retail stores typically use are:

Email marketing
SMS marketing
Social media
Pay-per-click campaigns (e.g. Google Ads, Amazon Ads)
Partnerships (e.g. with companies to offer employees coupons, discounts, etc.)

b) What is your unique selling proposition?

In other words, how do you differentiate yourself vs. competitors? This is very important as you might need to win customers from competitors.

A few examples of USPs are (with reference to retail bike store example):

Price : you may have cheaper prices than competitors
Specialization : you may be specializing in some specific product
Additional products : you sell additional accessories and safety gear that your competitors don’t
Freebies : you may offer freebies like helmets or tail lights

Your USP will definitely depend on the products you are selling.

5. Management & Organizational Structure

You must address two things here:

The management team and their experience / track record
The organizational structure: what are the different teams and who reports to whom?

a) Management

Your store’s management will vary depending on the business type and size. For instance, if you are opening a franchise store, you may have to give a lot more details compared to an independent store.

You may have co-founders and/or senior managers. You must explain their roles, too. Apart from that, you must also explain their industry experience and why they are suitable for those positions.

b) Organizational structure

Note that even if you have not already hired senior managers and other team members, you must include the details.

You must define their roles and the hierarchy of reporting. This will demonstrate to the potential lenders and investors the solid management plan you have in place to operate your business efficiently and successfully.

Create and attach an organizational chart for a visual understanding of your store’s staff and their reporting lines.

6. Financial Plan

The financial plan is perhaps, with the executive summary, the most important section of any retail store business plan.

Indeed, a solid financial plan tells lenders that your business is viable and can repay the loan you need from them. If you’re looking to raise equity from private investors, a solid financial plan will prove them your retail store is an attractive investment.

There should be 3 sections to your financial plan section:

Your historical financials (only if you already operate the business and have financial accounts to show)
The startup costs of your project (if you plan to open a new retail store, renovate your store, etc.)
The 5-year financial projections

Historical Financials (if any)

In the scenario where you already have some historical financials (a few quarters or a few years), include them. A summary of your financial statements in the form of charts e.g. revenue, gross profit and net profit is enough, save the rest for the appendix.

If you don’t have any, don’t worry, most new businesses don’t have any historical financials and that’s ok. If so, jump to Startup Costs instead.

Startup Costs

Before we expand on 5-year financial projections in the following section, it’s always best practice to start with listing the startup costs of your project. For a retail store, startup costs are all the expenses you incur before you open the space to your customers. These expenses typically are:

The lease deposit for the space you rent
The design and renovation of the existing facilities
The equipment and furniture

The total startup costs depend on a number of factors, such as the size of your store, the quality of the building (whether there is a lot or remodeling to do or not), the quality of the furniture, etc.

Financial Projections

In addition to startup costs, you will now need to build a solid financial model over 5 years.

Your financial projections should be built using a spreadsheet (e.g. Excel or Google Sheets) and presented in the form of tables and charts in your business plan.

As usual, keep it concise here and save details (for example detailed financial statements, financial metrics, key assumptions used for the projections) for the appendix instead.

Your financial projections should answer at least the following questions:

How much revenue do you expect to generate over the next 5 years?
When do you expect to break even?
How much cash will you burn until you get there?
What’s the impact of a change in pricing (say 5%) on your margins?
What is your average customer acquisition cost?

You should include here your 3 financial statements (income statement, balance sheet and cash flow statement). This means you must forecast:

The number of customers over time ;
Your expected revenue ;
Operating costs to run the business ;
Any other cash flow items (e.g. capex, debt repayment, etc.).

When projecting your revenue, make sure to sensitize pricing and the number of customers, sales as a small change in these assumptions will have a big impact on your revenues.

7. Use of Funds

This is the last section of your retail store business plan. Now that we have explained what your retail store sells and to whom, the industry, management and your marketing strategy, this section must answer the following questions:

How much funding do you need?
What financial instrument(s) do you need: is this equity or debt, or even a free-money public grant?
How long will this funding last?
Where else does the money come from? If you apply for a SBA loan for example, where does the other part of the investment come from (your own capital, private investors?)

If you raise debt:

What percentage of the total funding the loan represents?
What is the corresponding Debt Service Coverage Ratio ?

If you raise equity

What percentage ownership are you selling as part of this funding round?
What is the corresponding valuation of your business?

Use of Funds

Any business plan should include a clear use of funds section. This is where you explain how the money will be spent.

Will you spend most of the loan / investment in paying your employees’ salaries and the inventory? Or will it cover mostly the cost for the lease deposit and the renovation of the building?

Those are very important questions you should be able to answer in the blink of an eye. Don’t worry, this should come straight from your financial projections. If you’ve built solid projections like in our retail store financial model template , you won’t have any issues answering these questions.

For the use of funds, we recommend using a pie chart like the one we have in our financial model template where we outline the main expenses categories as shown below.

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From Stalwarts Like Ace Hardware to Emerging Brands Like Nothing Bundt Cakes — See the Top Retail Franchises Featuring powerhouse brands revolutionizing the industry and empowering entrepreneurs to thrive, explore the top 15 retail franchises according to the 2024 Franchise 500 Ranking.

By Clarissa Buch Zilberman • Mar 20, 2024

Key Takeaways

These retail franchises represent the top 15 retail franchises in our 2024 Franchise 500.
The list showcases a wide range of retail formats, from home improvement and tools to convenience stores and specialty food.
Franchise success demands a brand that fits one's lifestyle and budget and also has a strong market presence and growth potential.

Ready to embark on a journey into the world of retail franchising ? As you navigate the landscape of potential franchise opportunities, it's crucial to stay informed about the top players in the industry. Whether you dream of owning a traditional brick-and-mortar store or tapping into the digital marketplace, there's a franchise out there for you.

Here, explore the top 15 retail franchises of 2024, according to the 2024 Franchise 500 Ranking . Learn how these top retail franchises are revolutionizing the retail landscape and empowering franchisees like you to make their mark in the industry.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

1. Ace Hardware

Founded: 1924
Franchising since: 1976
Overall Franchise 500 rank: 5
Number of units: 5,813
Change in units: +7.9% over 3 years
Initial investment: $579,000-$1,900,000
Leadership: John Venhuizen, CEO
Parent company: N/A

Ace Hardware offers a unique retail franchising opportunity without the burden of royalty fees, allowing franchisees to truly own their store while benefiting from the brand recognition and support resources provided by Ace. As a well-established home improvement store, Ace Hardware is an ideal partner for franchise owners seeking to tap into a trusted and reputable brand in the industry.

2. Snap-on Tools

Founded: 1920
Franchising since: 1991
Overall Franchise 500 rank: 20
Number of units: 4,724
Change in units: -0.1% over 3 years
Initial investment: $201,000-$465,000
Leadership: Nick Pinchuk, President & CEO
Parent company: Snap-on Inc.

Join the global leader in tool innovation and distribution with Snap-On Tools . With more than 19,000 premium products ranging from hand tools to diagnostic equipment, Snap-On Tools serves diverse industries in over 130 countries through its network of over 4,000 franchises. As a Snap-On Tools franchisee, you'll benefit from a world-class brand reputation , a flexible mobile store business model and comprehensive support from headquarters in Kenosha, Wisconsin, including financing assistance and a proven operating system.

Related: This Sleep Company Is Combining 2 Key Factors to Transform the $40 Billion Mattress Industry — And It Just Made Another Major Move

3. 7-Eleven

Founded: 1927
Franchising since: 1964
Overall Franchise 500 rank: 25
Number of units: 83,779
Change in units: +17.8% over 3 years
Initial investment: $139,000-$1,400,000
Leadership: Joseph DePinto, CEO
Parent company: 7-Eleven Inc.

Convenience store franchise 7-Eleven is a beloved destination for quick snacks, beverages and everyday essentials since its founding in 1927. With more than 7,200 franchises in the United States and an impressive global presence exceeding 70,000 locations, 7-Eleven is synonymous with convenience and community service. Ranked consistently high in Entrepreneur's Franchise 500 and Top Global Franchises lists, 7-Eleven offers a top retail franchise opportunity and a proven business model built on brand strength, extensive support and financial stability.

4. Circle K

Founded: 1951
Franchising since: 1995
Overall Franchise 500 rank: 56
Number of units: 12,199
Change in units: +0.5% over 3 years
Initial investment: $936,000-$7,00,000
Leadership: Brian Hannasch, CEO
Parent company: Alimentation Couche-Tard

Circle K is a leading chain of convenience stores with a widespread presence across the United States and more than ten countries worldwide. Established from Fred Hervey's visionary expansion of three food stores in 1951, Circle K has evolved into a global franchise powerhouse . Since offering franchising opportunities in 1995, Circle K has expanded to include thousands of locations.

Related: Find Out Which Brands Have Ranked on the Franchise 500 for Longest, Earning a Spot In our New 'Hall of Fame'

5. Matco Tools

Founded: 1979
Franchising since: 1993
Overall Franchise 500 rank: 58
Number of units: 1,950
Change in units: +7.8% over 3 years
Initial investment: $77,000-$314,000
Leadership: Timothy Gilmore, President
Parent company: Vontier

At Matco Tools franchise, you're not just selling tools; you're also providing a vital service directly to automotive technicians. Backed by a trusted name in the industry, you'll offer only the highest quality tools, ensuring that professionals have the ongoing support they need to succeed. Operating across all 50 states, Canada and Puerto Rico, Matco Tools is committed to delivering top-notch mechanical solutions , with hundreds of new tools added annually to meet evolving industry needs.

6. Cornwell Quality Tools

Founded: 1919
Franchising since: 1997
Overall Franchise 500 rank: 66
Number of units: 796
Change in units: +12.9% over 3 years
Initial investment: $55,000-$299,000
Leadership: Bob Studenic, President, CEO and Director

Established in 1919, Cornwell Quality Tools stands as the nation's oldest mobile tool company, dedicated to manufacturing and distributing top-quality tools to professional technicians. As a franchisee, you'll assume the role of a trusted "tool consultant," assisting technicians and professionals in selecting the ideal products to enhance their business operations.

Related: How Immigrating from Argentina to the Bronx Prepared Her for Life as a Franchisee

7. Mac Tools

Founded: 1938
Franchising since: 2011
Overall Franchise 500 rank: 70
Number of units: 1,159
Change in units: +3.2% over 3 years
Initial investment: $120,000-$343,000
Leadership: Phil Cox, President/General Manager
Parent company: Stanley Black and Decker

Mac Tools specializes in the manufacturing and sale of high-quality hand tools, featuring a comprehensive range of exclusive products and services, including power tools, tool storage solutions, diagnostics and more. With over 8,000 different tools in its product line , Mac Tools is committed to providing professionals with the tools they need to excel in their trade.

8. Nothing Bundt Cakes

Founded: 1997
Franchising since: 2006
Overall Franchise 500 rank: 78
Number of units: 517
Change in units: +45.6% over 3 years
Initial investment: $551,000-$978,000
Leadership: Dolf Berle, CEO
Parent company: Nothing Bundt Franchising LLC

Indulge in the joy of sweet success by joining the Nothing Bundt Cakes franchise family. Whether you're a baking enthusiast or a business novice, you'll receive comprehensive support to ensure your success from day one. With top-notch training, marketing assistance and a commitment to using only the finest ingredients, Nothing Bundt Cakes has earned a loyal customer base and garnered nationwide recognition.

Related: From Global Giants Like Taco Bell and McDonald's to Emerging Brands Like Crumbl, These Are The Top 15 Fast Food Franchises

Founded: 1947
Franchising since: 1982
Overall Franchise 500 rank: 95
Number of units: 163
Change in units: +16.4% over 3 years
Initial investment: $216,000-$828,000
Leadership: Brian Britton, CEO
Parent company: Kilwins Chocolate Franchise Inc.

Indulge in the opportunity of owning a Kilwins franchise, renowned since 1947 for its premium, kitchen-made ice cream, chocolates, and fudge. With a reputation for exceptional service and high-quality products like caramel apples and chocolate bark, Kilwins has become a staple in American culture. Benefit from over 50 years of brand recognition and a seasoned business model that handles marketing and branding costs. Receive extensive training, personalized support and a comprehensive operating system from Kilwins, allowing you to focus on delivering excellent customer care while enjoying the sweet success of your franchise.

10. Honey Baked Ham Co.

Founded: 1957
Franchising since: 1998
Overall Franchise 500 rank: 142
Number of units: 408
Change in units: -1% over 3 years
Initial investment: $431,000-$718,000
Leadership: Jim Dinkins, CEO
Parent company: The Honey Baked Ham Co. LLC

Discover the savory tradition of The Honey Baked Ham Co. , a family-oriented American food retailer founded in 1957 with over 400 locations, more than half of which are franchised. Specializing in delectable hams, turkey breasts and a range of pre-cooked entrées, sides and desserts, The Honey Baked Ham Co. promises a feast for all palates. As a franchisee, you'll have the opportunity to deliver quality and delicious food to countless customers, embodying the spirit of hospitality.

Related: This Entrepreneur Is on a Mission to Eradicate Generational Poverty in the Black Community — And She's Using Franchising to Do It.

11. Wireless Zone

Founded: 1988
Franchising since: 1989
Overall Franchise 500 rank: 200
Number of units: 725
Change in units: +67.4% over 3 years
Initial investment: $183,000-$444,000
Leadership: Scott Moorehead, CEO
Parent company: Round Room LLC

Smartphones, tablets and portable internet devices are integral parts of daily life, demanding regular updates and maintenance. Leading the charge is Wireless Zone , the nation's largest wireless retail franchisor, originally established in 1988 as The Car Phone Store. Evolving into a key retail brand under Verizon Wireless, Wireless Zone boasts hundreds of franchises across the U.S., with plans for further expansion. With the average American checking their smartphone over 50 times a day, Wireless Zone remains at the forefront, providing essential wireless technology solutions to meet the ever-growing demand.

12. Metal Supermarkets

Founded: 1985
Franchising since: 1987
Overall Franchise 500 rank: 203
Number of units: 128
Change in units: +33.3% over 3 years
Initial investment: $311,000-$563,000
Leadership: Stephen Schober, President/CEO

With franchise opportunities available across the United States, Canada and beyond, Metal Supermarkets has been a leader in the industry since 1987, featuring more than 100 operating units, the majority of which are located in the U.S. With a commitment to offering a unique variety of metal products and distributing small-quantity metals without minimum size orders , Metal Supermarkets has cultivated long-term relationships with a diverse customer base, serving over 60,000 clients worldwide. Ideal for franchisees seeking a sustainable and profitable business-to-business (B2B) model, Metal Supermarkets offers exciting opportunities in the dynamic industrial metal products market.

Related: From Coding to Creole Cooking — Here Are 5 Inspiring Success Stories of Black-Owned Businesses

13. Rent-A-Center

Founded: 1980
Franchising since: 2013
Overall Franchise 500 rank: 204
Number of units: 2,307
Change in units: -0.3% over 3 years
Initial investment: $367,000-$694,000
Leadership: Michael Landry, VP, Franchising
Parent company: Rent-A-Center Franchising Int'l. Inc.

Discover the opportunities of the rent-to-own industry with Rent-A-Center , a leading furniture and electronics company founded in 1980. With more than 2,000 store locations across the U.S., Rent-A-Center is dedicated to providing quality yet affordable options for both residential and commercial customers. Since 2013, Rent-A-Center has been offering franchising opportunities, attracting passionate entrepreneurs looking to run a successful retail business with comprehensive training provided. Ideal candidates for a Rent-A-Center franchise are business-minded individuals who prioritize offering great deals and supporting their local community.

14. Pro Image Sports

Franchising since: 1986
Overall Franchise 500 rank: 213
Number of units: 160
Change in units: +55.3% over 3 years
Initial investment: $109,000-$580,000
Leadership: Jake Riley, CEO
Parent company: Pro Image Sports

In 1985, brothers Chad and Kevin Olsen introduced the inaugural Pro Image store in Salt Lake City. Just a year later, they began expanding the concept through franchising. Today, Pro Image Sports stores stand as premier destinations, offering licensed professional and collegiate sports apparel , hats and novelty items to enthusiastic fans nationwide. Experience the thrill of sports fandom and entrepreneurial success with a Pro Image franchise opportunity.

Related: Don't Make These 5 Risky Franchise Ownership Mistakes

15. Buddy's Home Furnishings

Founded: 1961
Franchising since: 2009
Overall Franchise 500 rank: 230
Number of units: 338
Change in units: +16.2% over 3 years
Initial investment: $356,000-$879,000
Leadership: Michael Bennett, CEO
Parent Company: Franchise Group Inc.

Founded in 1961 in Tampa, Florida, Buddy's Home Furnishings has been dedicated to helping customers afford home necessities through affordable payment plans without the stress of credit or financing. Expanding its reach in 2009 through franchising, Buddy's now serves a larger audience and is reaching new markets nationwide. As one of the fastest-growing companies in the rent-to-own industry, Buddy's prides itself on offering essential services like no credit needed, express delivery within 24 hours, included service and repair and flexible payment options , making it a top choice for customers seeking quality home furnishings without long-term commitments.

Entrepreneur Staff

Freelance Writer, Editor & Content Marketing Consultant

Clarissa Buch Zilberman is a writer and editor based in Miami. Specializing in lifestyle, business, and travel, her work has appeared in Food & Wine, Realtor.com, Travel + Leisure, and Bon Appétit, among other print and digital titles. Through her content marketing consultancy, By Clarissa , she leverages her extensive editorial background and unique industry insights to support enterprise organizations and global creative agencies with their B2B, B2C, and B2E content initiatives.

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Hardware Retail Franchise Business Plan Sample

AUG.09, 2022

Hardware retail franchise business plan for starting your own business

Whether it be a technological thing such as a computer or a purely natural setting such as a garden, hardware installation is a must. In addition to the usage of big hardware tools, smaller ones like miniature screwdrivers are also increasing in demand. And the demand for sophisticated hardware and tools is expected to increase even more.

So, if you are wondering whether or not you should open a hardware store with franchise, you should keep all the worries aside and read this blog. In this business plan we will be listing all the details of Sam Hardware World, a hardware retail franchise in New York City. It will help you in knowing how to set up a hardware business in the United States.

Moreover, the financial part would give you an insight into the profits you can earn via it. You could also discover whether or not you need to also consult business plan for loan to launch the startup.

Executive Summary

2.1 the business.

Sam Hardware World will be based in New York City. The business will operate in both B2B and B2C modes. The startup aims at providing hardware for setting ranging from technological to household to business offices.

2.2 Management of hardware retail franchise business

To manage hardware retail the first step is to create a business plan for a hardware store . In that business plan you must enlist all the equipment to be procured and personnel you must staff to manage the operations. Since the business activity overlaps with other businesses as well, you will need to consult retail discount store business plan and toy business plan as well besides the hardware retail franchise business plan.

In this sample business plan for a hardware franchise, we’ll explain how Sam conducted and managed his business. Since he underwent the procedure to get a franchise, you can also see this if you need to study a business plan for a franchise .

2.3 Customers of hardware retail franchise business

Knowing the customers before starting a business will help you in understanding their demands, likes, and purchasing power. The customers of the hardware retail franchise business are:

Construction Enterprises
Educational Institutes

2.4 Business Target

Sam Hardware World aims at boosting sales at a specified rate after regular intervals that will be mentioned later in this sample. The financial targets for the first three years are given in this graph:

3 Years Profit Forecast - Hardware Retail Franchise Business Plan Sample

Company Summary

3.1 company owner.

Sam has acquired a degree in management sciences. After working as a business consultant in a tech firm for two years, he decided to capitalize on hardware store franchise opportunities.

3.2 Why the hardware retail franchise business is being started

Sam started the hardware shop business to benefit from the perks of doing one’s own business. He had unique hardware business ideas thus he decided to step only into this type of enterprise.

3.3 How the hardware retail franchise business will be started

Step1: Conduct Research

The first step is to research the types of hardware businesses with a special focus on franchise hardware stores. You must search for hardware store franchises for sale and select the best among them.

Step2: Make Hardware Business Plan

Next, you will have to devise a hardware shop business plan to ensure you systematically carry out the operations of your business. In your business plan for hardware shop, you should enumerate in detail the executive plan, marketing plan, sales strategy, and financial plan.

Step3: Set up the Hardware Store

In the next stage, you must acquire the place where you would be installing your setup. While procuring the equipment, it is equally important to start recruiting talent.

Step4: Market & Establish a Web Presence

To reach your target customers, you will need to exploit the media platforms and websites to get renowned.

Step5: Manage Finance

Last, you will have to create balance sheets for cost analysis and determining prospective profits.

Startup Cost - Hardware Retail Franchise Business Plan Sample

Services of hardware retail franchise business

If you are thinking of starting a hardware business you must want to know are hardware stores profitable? Well, running a store can be extremely profitable provided you have some unique ideas. To get them, you should search for how to start a hardware business or how to start a store, mark your location, and analyze what others in the domain are doing. Your prospects will depend on your research on potential localities and selecting the right one for launching your franchise hardware store.

Technical Hardware Products

Our major products will be hardware related to technology use such as computers and components, input and output devices, mobile parts and accessories, etc.

Construction Hardware

The second category of our products will include hardware that is needed during construction projects.

Garden Décor & Hardware

We’ll also provide hardware that is generally needed by households and institutions to set up the deck, or do landscaping.

General Tools

We’ll also provide hardware tools that are required for minor and major repairs.

Marketing Analysis of hardware retail franchise business

Before you open a hardware store you must undergo a thorough analysis of all the available markets and explore hardware store franchise opportunities related to each market. It is to first, determine your customer groups, and second, identify the market trends and the price you can set provided your financial targets. The rates of your competitors in retail store hardware businesses and purchasing power of your target customers should also be catered to in the analysis.

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Considering the importance of accurate marketing analysis in the business plan, you should hire a marketing expert. However, for a rough idea, you can search on your own on how to start a hardware company and the best locations to open a hardware franchise.

In this hardware shop business plan pdf we are providing the details of Sam Hardware World.

5.1 Market Trends

According to IBISWorld, nearly 15k hardware stores are running successfully in the United States. If you go through the hardware store financial district and some hardware retailing magazines you can see that the market size has reached $36 billion in the US alone. Therefore, the market trends are going right and you should not worry about the prospects if you completely understand how to start a hardware store and conduct it. Source – https://www.ibisworld.com/united-states/market-research-reports/hardware-stores-industry/#IndustryStatisticsAndTrends

5.2 Marketing Segmentation

In this section, you should divide the whole population into distinct groups of your target customers. Since the customer groups of hardware stores overlap with other businesses, you can take help from business plan for video game store as well as business plan for farmers market .

Marketing Segmentation - Hardware Retail Franchise Business Plan Sample

5.2.1 Construction Enterprises

Our biggest group of customers will belong to the construction enterprise. They are expected to procure our hardware specified for their work as well as the general tools that are needed for generic tasks.

5.2.2 Offices

The second category of our target customers will be the offices. They will avail of our services and products mainly for setting up the office spaces. The products they would need would range from printers and computers to electronics.

5.2.3 Households

The third category of our target customers comprises households who will need all of our products but in a minor number. Their purchases can be related to technological items as well as garden & yard tools.

5.2.4 Educational Institutes

Educational institutes will also be a group of our target customers as they will be needing the same products that are demanded by offices and households.

5.3 Business Target

The business targets of Sam Hardware World are:

Attaining a CSAT score of more than 90% within a year of our launch
Expand the product line by the end of the first year

5.4 Product Pricing

For the first year, we aim at keeping our prices lower than that of our competitors. Afterward, we’ll bring them in the same range as theirs.

Marketing Strategy of hardware retail franchise business

If you are looking for a marketing plan, you have landed on the right page. In this business plan sample, we’re providing a detailed business plan for Sam Hardware World.

6.1 Competitive Analysis

Our location is ideal for a hardware store. It is because we have several colleges, offices, and small businesses in our vicinity. In addition, the residential community is also not far away.
We will be offering discounts to construction managers so that they procure the hardware from us and come into a long-term partnership.
Our strategy to keep prices low during the first year will benefit us in reaching out to the target customers.

6.2 Sales Strategy

In this sample business plan for a hardware franchise, we are giving the sales strategy of Sam Hardware World. However, for more ideas you may also want to visit business plan for a stationery and vape shop business plan .

We will offer small hardware products as gifts with large purchases.
We will run social media campaigns to get known to a wider audience.
We will offer a 20% discount to customers who enter into a long-term partnership with us.

6.3 Sales Monthly

Sales Monthly - Hardware Retail Franchise Business Plan Sample

6.4 Sales Yearly

Sales Yearly - Hardware Retail Franchise Business Plan Sample

6.5 Sales Forecast

Unit Sales - Hardware Retail Franchise Business Plan Sample

Personnel plan of hardware retail franchise business

If you’re looking for how to start a hardware business , you must know that hiring the right people for the right job is of utmost importance. Owing to its significance, you must include the list of required people along with their job descriptions in a business plan in any format. This will enable you to select the most talented individuals for opening a hardware store with a franchise.

7.1 Company Staff

Sam will be the CEO. He will need the following people for available positions:

2 Sales Managers to manage hardware sales in different domains
1 Accountant to maintain financial record
1 Social Media Manager to manage online platforms
1 Store Operator to manage the inventory
1 Customer Care Executive to maintain contracts with long-term customers
1 Cleaner to maintain the facility
3 Drivers to procure and transport inventory to and from sites

7.2 Average Salary of Employees

Financial plan of hardware retail franchise business.

You may be starting a business out of passion, but you would want to know how much profit can anyone make after they open hardware stores. Practically, hardware stores earn a lot. If the business operations and financial flows are managed then the business can yield immense profit.

To ensure that the finances go as projected, you must make a comprehensive financial plan for your business. That should include the break-even analysis, projected profits on a monthly and yearly basis for at least the first three years, gross margin calculations, balance sheet, and business ratios.

In this retail business plan we are providing the financial plan of Sam Hardware World.

8.1 Important Assumptions

8.2 break-even analysis.

Break-even Analysis - Hardware Retail Franchise Business Plan Sample

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Profit Monthly - Hardware Retail Franchise Business Plan Sample

8.3.2 Profit Yearly

Profit Yearly - Hardware Retail Franchise Business Plan Sample

8.3.3 Gross Margin Monthly

Gross Margin Monthly - Hardware Retail Franchise Business Plan Sample

8.3.4 Gross Margin Yearly

Gross Margin Yearly - Hardware Retail Franchise Business Plan Sample

8.4 Projected Cash Flow

Projected Cash Flow - Hardware Retail Franchise Business Plan Sample

8.5 Projected Balance Sheet

8.6 business ratios.

How profitable is a hardware store?

As you can see from the financial part of this hardware retail franchise business plan in pdf, the hardware store can be immensely profitable if you provide unique services. If you have competitive advantages, that would be a plus.

How do I start my own hardware business?

If you are looking for how to set up a hardware store you must study at least one sample hardware retail franchise business plan. The first step is doing research and the second is documenting a detailed business plan.

Is a hardware store a good investment?

Owning a hardware store is the best investment you can make. It is because setting up and running a hardware store is not much difficult. You can make profits right after starting a hardware store.

Download Hardware Retail Franchise Business Plan Sample in pdf

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

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‘The bane of retail.’ To prevent theft, many big chains now lock up all kinds of merchandise

Security glass once locked up electronics, sudafed and a few other items. but stores have gotten more aggressive in efforts to confront retail theft..

Photo illustration of a deodorant stick with a combination lock on it.

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Detergent and deodorant, toothpaste, the entire shampoo aisle.

“It’s all locked up,” Corey Potter sighed, describing shelves encased behind security glass at a Target near her Echo Park home. “I hate it.”

Potter recalled once waiting 15 minutes for an employee to unlock a case at another Target location. These days, if she sees several other shoppers waiting for too few frenzied workers, the 30-year-old video editor typically skips items on her list and later does something she doesn’t feel great about: buys more home essentials on Amazon.

“Rather than go to Target and wait,” she said, shrugging, “I’ll just give Daddy Bezos my hard-earned cash.”

Shoplifting is as old as shopping itself. And retailers have long played a game of cat and mouse with thieves, searching for ways to thwart them while still giving paying customers easy access to merchandise.

The true severity and scope of the problem remain an enduring mystery of the free market, as national chains eagerly point to retail theft as a key drag on profits, but are reticent to publicly discuss internal numbers on shrink — the industry term for theft and other types of loss — or specifics of new anti-theft measures. Adding to the murkiness, the issue has become more politicized in recent years as some voters and elected officials in Los Angeles, San Francisco and other city centers clamor for a response to what they see as a worsening problem.

But what is clear to anyone who has shopped at a drug, grocery or home improvement store in L.A. in recent years is that retailers are increasingly resorting to the drastic step of barricading entire swaths of their stores behind lock and key.

Photo illustration of a shopping basket bound with a chain and lock.

Does your drugstore lock up more products than other L.A. stores? We ran the numbers

Drugstores are locking up more products, frustrating shoppers. The Times surveyed stores and found vastly different approaches to preventing theft.

Nov. 21, 2022

Using a tactic once reserved for a few pricey, high-demand items — cold medication, electronics, baby formula and razors to name a few — big chains now routinely lock up almost every type of merchandise. A shopper looking to grab a box of condoms or a $1.99 set of crayons, ointment to remove calluses or a container of instant coffee, now often has no choice but to hit a button to summon a store employee with a key and wait.

Executives focused on their companies’ bottom lines are no happier about taking the drastic step to deter shoplifters. Although they’re in the business of selling as much as possible, they’ve been left to make the seemingly backward calculation that thefts require them to make it harder for paying customers to buy things.

“Locking a product,” a spokesperson for CVS said in an email, “is a measure of last resort.”

Retail theft has become a priority for California leaders in recent years.

In September, Gov. Gavin Newsom sent $267 million to cities and counties to increase arrests and prosecutions of organized retail crimes. A few weeks earlier, L.A. Mayor Karen Bass announced a task force focused on such crimes, following a string of robberies at high-end stores such as Gucci and Yves Saint Laurent that garnered a flurry of media attention and helped further cement a new phrase into the zeitgeist: A smash-and-grab.

In February, California Atty. Gen. Rob Bonta filed criminal charges against a woman he called the ringleader of a retail theft group prosecutors say stole nearly $8 million in beauty products to resell on her Amazon storefront. And last week, the coalition behind a tough-on-crime ballot initiative that would roll back the landmark Proposition 47 by stiffening penalties for some retail thefts in California submitted enough signatures that it appears the measure will go before voters in November.

The initiative was bankrolled largely by big chains, including Walmart, Target and Home Depot.

While the companies work publicly to change California law, they are taciturn about discussing their efforts to stop shoplifters, making it hard to quantify how much more merchandise is now locked up and which stores have embraced the strategy.

Representatives for several of the region’s largest retailers — Target, Vons, Rite Aid and CVS — either didn’t respond to requests to discuss internal deliberations on stemming theft or sent brief statements about their anti-theft measures.

David Johnston, vice president of asset protection and retail operations at the National Retail Federation, said that locking up more merchandise is “an unfortunate necessity” to combat theft and what he characterized as a rise in organized retail crime and violent incidents in stores.

Toothbrushes are among the many products now locked behing security glass at a store.

Retailers know that the additional supplies and labor needed to lock up more merchandise cut into their bottom line and frustrate customers, Johnston said, but some have decided it’s a necessary trade-off to keep shelves stocked with often-stolen items such as baby formula and medications.

“Right now, the best approach in many instances is putting it behind lock and key,” Johnston said. “These measures are last-ditch efforts.”

People shop at a grocery supermarket in Alhambra, California, on July 13, 2022. - US consumer price inflation surged 9.1 percent over the past 12 months to June, the fastest increase since November 1981, according to government data released on July 13. Driven by record-high gasoline prices, the consumer price index jumped 1.3 percent in June, the Labor Department reported. (Photo by Frederic J. BROWN / AFP) (Photo by FREDERIC J. BROWN/AFP via Getty Images)

Opinion: Grocery stores used to be my happy place. Then they started locking up the detergent

Locked cabinets safeguarding merchandise are now ubiquitous in retailers. Anti-theft measures like these erode customers’ spirits and our social fabric, even though it’s unclear whether shoplifting has become the national crisis some claim.

Aug. 9, 2023

Joe Budano, the chief executive of Indyme, a San Diego-based company that makes buttons to beckon sales associates to specific aisles, estimated that frustration over waiting for locked merchandise leads to a 10% to 25% reduction in sales, calling the cages “the bane of retail.”

His company also has developed technology — the Freedom Case, they call it — that allows shoppers to open cases themselves using personal information such as their cellphone number or by scanning their face.

The Freedom Case, tech developed by a San Diego-based Indyme, allows shoppers to open locked merchandise themselves

More than 40 retailers are testing the Freedom Case in stores, Budano said, including a national chain he declined to name.

To combat theft, Budano said, companies often scrutinize missing merchandise using individual SKUs, the most granular data possible.

“They know all the way down to which flavor of Oil of Olay is most stolen,” he said. “The pace at which things have gotten locked up tells you the magnitude of the problem.”

But that magnitude — which retail industry groups say has reached “ unprecedented ” and “ epidemic ” levels, despite data showing such characterizations are overblown — varies by city.

The Council on Criminal Justice, a nonpartisan research organization, tracked shoplifting trends in 24 cities from 2019 to the middle of 2023 and found that rates were down in more than two-thirds of the cities. New York City and L.A. were the two biggest exceptions, logging increases of 64% and 61%, respectively.

Even in light of the recent surge in L.A., the rate of reported shoplifting incidents in L.A. County in late 2022 was slightly lower than it had been 2014, according to a report from the Public Policy Institute of California, a nonpartisan think tank that analyzed state Department of Justice statistics. During that eight-year period, only three of the state’s 15 most populous counties — all in the San Francisco Bay Area — saw increased rates of shoplifting, a misdemeanor crime defined as stealing goods valued at less than $950.

The report’s author, Magnus Lofstrom, said that rates of reported shoplifting dropped in much of the state, including L.A. County, when stores emptied out during the 2020 shutdowns. But the region saw a steady rise in the summer of 2021, he said, and by late 2022, the most recent data at the time of his report, the rate was at least 10% above the pre-pandemic level.

In recent months, several companies, including the 99 Cents Only chain and Target, have cited theft or shrink as a reason that factored into their decisions to shutter locations.

Charis Kubrin, a professor of criminology at UC Irvine who studies retail theft, said that although some stores lock up lots of merchandise, others cage almost nothing.

“It’s kind of an uneven distribution,” she said. “A mixed bag.”

A Times analysis from 2022 found that stores in higher-income areas locked up fewer items even in places where property crime rates were higher, creating an additional burden for shoppers in certain neighborhoods. And inconsistencies in how locked merchandise is released to customers — sometimes workers hand you items to put in your cart, other times they escort merchandise to the register — raise the same questions of racial profiling that have long plagued retail establishments.

“The owners and employees have wide-scale discretion,” Kubrin noted.

Bottles of personal care products are behind security devices on store shelves.

The scale of merchandise theft, Kubrin added, is sometimes overblown by a retail industry happy to pin its problems, which include market forces such as inflation and a shift to online shopping, on stolen merchandise.

Crime, she acknowledged, is part of the equation. As a consumer, Kubrin distilled her frustration with locked merchandise down to the same word many other shoppers used: “Annoying.”

A man posted on TikTok recently that CVS was treating a bag of Werther’s Original caramel candies like a controlled substance and on Reddit someone said the anti-theft measures should force an entire genre of retailer to rebrand themselves:

“Inconvenience store.”

In interviews with five employees at retail locations across the Southland, workers said rushing to unlock merchandise for often-peeved customers has made their slammed shifts more hectic.

“I apologize a lot and I get yelled at a lot,” said a supervisor at a Vons in Pasadena.

But several workers said they understood their employers’ decisions, noting that around late 2021 or early 2022, they’d noticed an uptick in people putting multiples of a single piece of merchandise into big bags and walking out — boosters, as they call shoplifters they suspect will resell the merchandise.

The criminal complaint filed by Bonta’s office this year included text messages suggesting that the defendants, who prosecutors say targeted beauty retailers Ulta and Sephora, used that method.

“I’m not stealing regular I’m going to start filling up my bag quick,” one defendant wrote. “I want to know stuff I can grab.”

Rogelio Madrigal, a shift supervisor at a CVS in San Pedro, started 16 years ago and has noticed changes through the years.

There was a time, he said, when the main thing they locked up was Sudafed. Eventually, items such as Plan B and razors got added and then, a couple years ago, he noticed more people swiping Tide Pods. Now, he mainly sees people walk out with boxes of diapers and cosmetics.

“It was happening before,” he said, “but not as bad as now.”

On a recent morning at a Rite Aid in East Hollywood, the lone cashier greeted customers who walked through a doorway lined with security alarm panels.

“Welcome in,” he said.

Many of the aisles were lined with anti-theft mechanisms, including red magnets at the end of metal prongs holding items like eyelash curlers and an individual plastic cage around a $22 box of lice treatment. Some sections, including all the toothpaste and most of the detergent, were locked behind long, clear cages.

A customer steadying himself with a cane peeked through a cage at a bottle of Tide and shrugged, settling instead on a small container of Persil, one of the few non-caged detergents, before walking to the register.

At a nearby Vons, the greeting cards and candy were out on shelves, but an assortment of school supplies, including a ruler for $1.47, was locked up.

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Athletic Shoe Store Franchise Business Plan

Start your own athletic shoe store franchise business plan

The Athlete's Foot

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The Athlete’s Foot store in Pine Ridge Square will become the athletic footwear headquarters for the City of Coral Springs, Florida.

There are 29,000 school-aged children, of which over 11,000 participate in the city’s 16 structured athletic programs. There are 27 schools, with varying degrees of athletic programs, within three miles of the proposed location.

There are 57,000 adults between the ages of 20 and 54 within three miles of the center. That is the prime age of Florida’s running community. In January’s Walt Disney Marathon & 1/2 Marathon in Orlando, there were approximately 250 participants from Coral Springs, Coconut Creek, and Parkland. That is just an example of the abundance of dedicated runners in the community. There are no stores in Coral Springs which offer a collection of “serious” running shoes, or offer the novice or “less serious” runner a quality selection and education on the proper style, fit, and sizing for their needs.

The Athlete’s Foot will focus on the above two market segments. By capturing those primary customers, the balance of residents with sports shoe needs will be drawn to us, the obvious headquarters for athletic footwear.

The store will be located at the intersection of University Drive and Wiles Road. The key co-tenants are: Fresh Market, Bed Bath & Beyond, Blockbuster Video, Play It Again Sports (they do not sell athletic shoes), a 10,000 sq. ft. daycare center, a children’s and young men’s specialty clothing store, a learning center, four restaurants, and several other youth-oriented businesses. At the same intersection are: Kmart, Steinmart, Winn Dixie, McDonald’s, Wendy’s, three banks, six additional restaurants, and three gas stations. In total, there is approximately 400,000 sq ft of retail space at this intersection. University Drive is being extended north through Boca Raton. Wiles Road is being extended east, through Coconut Creek. There are approximately 55,000 cars per day traveling through the intersection.

There is minimal competition within Coral Springs. There are several “Mall” stores, which cater to a fashion athletic footwear customer. They offer limited service and virtually no technical knowledge or expertise for running shoes. As well, they make minimal effort at capturing the “sports specific” footwear, such as soccer, baseball, or football cleats, or related accessories.

The Athlete’s Foot will be a franchise of The Athlete’s Foot, Inc., recognized as the world’s leader in athletic footwear franchising. The Athlete’s Foot has over 700 company owned and franchised stores in 33 countries. By becoming an Athlete’s Foot franchise, we benefit from a comprehensive support program that includes:

Access to special vendor discounts including; Nike, Reebok, Fila, New Balance, Adidas, Converse, Brooks, etc.
Advice and assistance in real estate selection and negotiation
Proven store design, fixturing, and layout
Planned merchandising system, assortment direction, and coordinated inventory control
Comprehensive training in all facets of the athletic footwear business through required seminars and workshops
Ongoing support through video, monthly publications, regional meetings, and co-franchise networking
National Advertising Program and assistance with the local advertising campaign
The most sophisticated “Fit Technician” and Research and Development programs in the industry.

Athletic shoe store franchise business plan, executive summary chart image

1.1 Objectives

The primary objectives of the business plan for The Athlete’s Foot are outlined below.

To make The Athlete’s Foot the headquarters for athletic footwear by offering knowledgeable and professional customer service. Customer service will be measured through repeat business (our goal is that 50% of our customers will return within 6 months for an additional purchase) and multiple sales (our goal is that 30% of our non-running and 60% of our running shoe sales are accompanied by an additional purchase).
To be an active participant and supporter of the Coral Springs Athletic Community and to develop a youth and adult running club to promote a healthy lifestyle through exercise. Our goal is to have 150 running club members by the end of the 18th month of club operation.
To achieve a 33% increase in sales year two and maintain a minimum annual increase of 15% thereafter.

1.2 Mission

The Athlete’s Foot is a retail store specializing in the sale of true athletic footwear for the entire family. The store will emphasis the sale of children’s athletic shoes and a full assortment of men’s, women’s, and children’s running shoes and accessories. We will provide consumers with technical knowledge on the proper fit and style of athletic footwear for their various needs. We will be the only full-service athletic footwear store with quality, knowledgeable sales help in this city of 100,000 people.

Our goal is to be the headquarters for the Coral Springs athlete. Coral Springs has one of the largest and most sophisticated community athletic programs in the United States. There are approximately 29,000 school-aged children within three miles of the planned store location.

We believe that to attain our headquarters position, we will need to become a visible member of the athletic community through sponsorship, seminars, team and league promotions and the development of a community running program.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

The Athlete’s Foot sells quality athletic footwear for the entire family, specializing in running shoes and accessories. We have selected a location in a renovated shopping center anchored by Fresh Market, Bed Bath and Beyond, Blockbuster Video, and four restaurants. The balance of tenants caters primarily to children. The quality of our customer service and the lack of competition in the city will allow us to quickly become the footwear headquarters for the local individual athlete and various teams, leagues and schools. This Athlete’s Foot store, while part of a worldwide chain, will be family owned and operated.

2.1 Start-up Summary

The start-up costs include:

Store build out the store and operations
Inventory control, (computers and cash registers)
The foot scanner and fixture
Opening inventory
Franchise Fee.

Start-up costs will be financed through a combination of owner investment, short-term loans and lines of credit, and long-term borrowing. The start-up chart and table show the distribution of the planned financing.

Athletic shoe store franchise business plan, company summary chart image

The Athlete’s Foot will sell the latest and most popular name brand athletic footwear for the family. Consumers will be educated as to the proper size, style, fit, and design needed for their particular use and foot characteristics. We will offer athletic footwear and accessories for almost every sport and active use. We do not intend to initially sell golf shoes or skates.

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The opening order will be placed through The Athlete’s Foot Corporate Warehouse, with their assistance as to styles and size runs. We will also be working with several other franchisees who have family footwear and specialized running stores for their input into our merchandise assortment. Over the first year, we will eventually place orders directly with the manufacturers, always having The Athlete’s Foot as backup for stock if required, due to a run on a popular shoe.

Market Analysis Summary how to do a market analysis for your business plan.">

There are approximately 110,000 residents living within three miles of Pine Ridge Square. Twenty-six percent, (29,000) are between the ages of five and nineteen. Fifty-two percent, (57,000) are between the ages of twenty and fifty-four. Coral Springs has one of the strongest youth athletic programs in the country. There were 11,359 children participating in the 16 various sports programs throughout the year. In addition, through the YMCA and other non-municipal sponsored leagues and programs there is an additional 3,500 children participants. This does not include the residents of neighboring cities like Parkland and Coconut Creek, which are within the market area and have an additional 3,000 participants. The city has 47 public parks, of which the six largest are devoted solely to athletics. The three-mile radius has four high schools, four middle schools, and 14 elementary schools in the public school system. There are an additional five private schools and three new schools planned for the next 18 months. Coral Springs is a young, active community, with outdoor sports played year round. The need for cold weather boots and shoes does not exist, therefore, athletic shoes are worn year round.

The residents of Coral Springs are in the upper income brackets, with an average income of approximately $68,000 per year. Eighteen percent of the area’s population earn in excess of $100,000 per year. In the next three years, that percentage is expected to increase to 25%. This affluent, active resident is willing to buy the latest in athletic footwear, if the service and assortment are strong.

The top two ACORN Consumer Groups determined by CACI, an international information technology corporation, within three miles are: Prosperous Baby Boomers, (30.7%) and Baby Boomers with Children, (17.4%). These are our primary target markets.

While we have focused on the immediate three-mile radius of residents, the co-tenancy of Fresh Market and Bed Bath and Beyond will generate customers from a 5 – 7 mile radius. Additionally, there are two specialty retailers in the center, Widensky’s Children’s Clothing and Jonathan Reed Young Men’s Clothing, which have a customer base throughout Broward and Palm Beach Counties.

We are confident that we will capture the true athletic adult with our assortment and service. By capturing the children’s business, through the same assortment and service, we can also become the “family athletic footwear store.” While the typical “family adult” may not be as “active” as our target runner, the convenience and professional service we will provide will allow us to become “their” athletic footwear store.

To recap, our target markets are:

The True Athletic Adult
The True Athletic Participant Children.

By serving these customers well, the balance of the less active community will identify The Athlete’s Foot as the athletic footwear headquarters.

4.1 Market Segmentation

The Athlete’s Foot feels there are two types of customers the store needs to attract: the Runners and the Non-runners. These groups are subdivided in the following sections.

4.1.1 Runners

“True Runner” – Runs between 20 – 40 miles per week. This person is generally between 30 – 45 years old, both male and female. This segment may also include high school track and cross country runners. This person wants the latest in technology, regardless of price. The True Runner would be the running circuit’s answer to the “computer freak.” You may find him/her running at 5:00 a.m. or 10:00 p.m., whenever it can be fit into his/her schedule. The True Runner frequently runs in races throughout Florida and may even travel further to combine races with social visits or vacations. Generally, the True Runner is in the upper income brackets. There are 6,000 families earning over $100,000 per year within three miles of the proposed location.
“Weekend Warrior” – May run up to 20 – 25 miles per week, but most of that is on Saturday and Sunday. A job or family restriction may not allow running to be scheduled during the week. This segment includes males and females between the ages of 25 – 35. This person is most frequently the parent of a young family and is looking for quality and an affordable price. The Weekend Warrior will run in local races. Typically, the Weekend Warrior is in the upper-middle income bracket: often two spouses working, with substantial disposable income. There are close to 12,000 families in this income bracket within three miles of the proposed location.
“Running for Attention” – People in this segment run 6 – 10 miles per week. He/she wants to look like a runner regardless of ability and will frequently go to parks, the beach, and other highly visible places to run. Most often is a single person looking to meet other singles. Interested in the latest styles, but, he/she must look good. A person who is Running for Attention purchases coordinated outfits and accessories, running bottles, and timing watches. This segment also spans both males and females between the ages of 30 – 55. A member of this segment can be seen frequently at races, but not always running. He/she also belongs to local health or tennis club. There are approximately 7,000 single households within three miles of the proposed location.
The first is the ex-high school or college runner. He feels the need to remain active/competitive, but does not have the discipline to train alone. Will become an active runner in spurts, but not consistently because he needs motivation. Typically, the Running for Need segment is comprised of males between the ages of 18 – 30.
The second are the individuals who have been told by a doctor, spouse, or employer that they need to get into better shape … or else! This is a very enthusiastic runner initially, but, quickly realizes that this is not always fun and can become very boring. Again, not a consistent runner, but, can become one if they remain motivated. Motivation relies heavily on the support of family and friends. While it is impossible to determine the number of people in this segment, these folks may be one of the easier to contact. Through medical journals, health food stores, and medical offices, this is a prime target for referral marketing.
“Running Fashion” – This is someone who purchases running shoes, but, is not a runner. He/she simply likes the style or the feel of a quality running shoe. Many working people on their feet for extended periods, factory workers, delivery people, airport employees, any type of outdoor work not requiring safety shoes, and students are a few examples.

4.1.2 Non-runners

Infants – While not a high volume, the first pair of shoes for most infants is an athletic style. The first pair of Nikes or Pumas can be a very proud moment in a young family’s development. Being able to properly measure and fit an infant’s foot is critical to developing a following in this market segment. Credibility in the sales to the parents or older sibling will determine if you receive to opportunity to serve the newest member of the family. There are approximately 6,000 children below the age of five within three miles of the proposed location.
Children – Possibly the most important segment other than adult running. With approximately 20,000 potential customers, this group must be a primary focus for any family business. Regardless of athletic level of participation or interest, virtually every child has at least one pair of athletic shoes. More often, children have several, depending on their preference of sports or style. The importance of capturing this business is intensified based upon the built-in obsolescence due to the growth of their feet. There are approximately 17,500 children between 5 – 12 within three miles of the proposed location.
Teens – This used to be the most important segment in athletic footwear. The local teen boy and girl had to have the new Michael Jordan high-tops, at $100, every eight months. Today, that need has diminished, but teens still remain a critical element to a successful athletic shoe retailer. While it may not be the “required” footwear in middle or high school, it remains a primary asset of every teen’s wardrobe. Due to their ever-present concern for being in style, most Coral Springs teens still require name brand, in-style athletic shoes in their stable of footwear. As well, every teen needs a pair for practical use. That may include participant sports, physical education class, or simply something to wear with jeans. Teens also wear a lot of sandals and athletic aqua/sandals, which are newer categories in athletic footwear stores. Coupled with their still-growing shoe size and concern for the latest style, teens remain an important focus. There are approximately 10,500 teenagers within three miles of the proposed location.
Adults/Non Participant – While some adults never participate in a sport, almost all own a pair of athletic shoes. The non-participant adult may be the most difficult segment to capture. The upper income adult will still want name brand newer styles. The middle and lower income adults will look to the discount department stores and “discount shoe warehouse” concepts for practical athletic footwear. This customer is also less concerned about customer service and the proper fit, since they are not as hard on their athletic shoes and buy less frequently.
Active Young Adult – Twenty to twenty-four years old. This is a small segment, approximately 5,500 people, but these individuals tend to be very active. Participating in sports is still a social activity for this primarily single group. Baseball, Basketball, Softball, Soccer, and Flag Football leagues are popular with this age.
An active, upper income participant will look for quality, name-brand footwear based upon the sport that requires the purchase. These adults are willing to pay a higher price for a new style or features they deem are important.
The active middle income participant will again look for a quality shoe at a competitive price. This group may not require the newest style, but still wants good quality with basic features for the sport they participate in.

Athletic shoe store franchise business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

We will focus on two primary market segments:

The “Active Family” – The Active Family will be the focus of our non-running marketing effort. They give us the largest target, most opportunity for multiple sales, and allow us to gain further access into the community’s numerous leagues. A typical active family would be described as parents in their late 30’s and early 40’s with two children. If the children each play two sports, that would require a minimum of two pair of shoes per year, for each. If the parents are also active, that could amount to an additional two pair per year. With the need to purchase six pair of shoes per year, we expect this family to make shoe purchases anywhere from three to six times during the year. They may visit the store an additional three to four times for accessories or simply to browse while in the center. For example, there are 13,000 participants in the Coral Springs Youth Soccer Program. Every one of them needs a new pair of soccer cleats every year. Currently, they need to leave Coral Springs to get a good selection of styles. This is a volume customer, but our goal is that the entire family comes along for the ride, and through service and knowledgeable sales help, an additional sale is consummated. This average sale will be approximately $40.
The “True Runner/Weekend Warrior” – The next most important segments will be the participant runner. The average sale for this customer will be between $70 – $90. This customer should always make an additional purchase when visiting. Running socks, running apparel, running accessories, or supplements should be added to this ticket. By capturing the True Runner, the less serious runner will be attracted to the store to be able to associate with their more serious counterpart.

We anticipate that 70% of our annual volume will come from these two classifications. The balance will be sport-specific buyers and non-family participants.

4.3 Industry Analysis

The retail athletic footwear business has been tarnished in the past two years due in part to the failure of several highly visible large store formats. Most recently, Just For Feet filed Chapter 11 and is currently liquidating the entire company stock. In addition, several large general sporting goods retailers have either closed entirely or reduced the number of stores in the chain. There are a number of reasons for this demise, the lack of demand for high-priced basketball shoes being a primary reason.

For the general sporting goods chains, the drop in basketball shoe sales as well as the drop in popularity of NBA/Logo clothing has taken it’s toll. The “superstore” concept in the sale of athletic shoes has proven to be unsuccessful. You can sell as many shoes in 2,000 sq. ft. as they were selling in 15,000 sq. ft. Neither of those concepts provided competent customer service in the purchase of a pair of participant shoes. Too many styles causing broken size ranges and constant clearance sales educated the consumer to not rush out to buy a new offering. Anyone looking for technical information when purchasing a pair of running shoes was simply unable to find it.

Successful athletic shoe stores are offering quality customer service and a strong assortment of the new style of shoes. They must also offer shoes in all price ranges, to assure that the entire family can be satisfied.

Our aggressive sales and marketing approach, while slightly reducing the gross margin, will allow for anticipate significant increases in volume (33% year two), to offset any reduction in net profits.

4.3.1 Competition and Buying Patterns

When purchasing athletic footwear, customers need a knowledgeable sales person to guide them to the proper shoe. By offering our exclusive Athlete’s Foot Computerized Scanner, as well as extensively trained associates, called Fit Technicians, we will provide the most sophisticated service in the market.

The competition within Coral Springs consists primarily of the regional mall athletic footwear stores. There are three stores in Coral Square Mall, all company owned. These stores cater to the “fashion athletic” customer. Coral Square Mall is a “B” mall, and has a reputation within the community of being a “hangout” for teenagers and gangs. The true participants generally have to leave Coral Springs for Boca Raton or East Ft. Lauderdale to shop in specialty running or sporting goods stores. Our advantage over these mall stores will be superior customer service and technical knowledge, and a more convenient atmosphere, which the mall stores cannot reproduce.

There are three children’s specialty stores that carry infant and children’s athletic footwear in Coral Springs. One is well entrenched in the community and will be a difficult competitor. Our advantage over these stores will be our larger assortment, specialty sport shoes (which these stores do not carry, ex; soccer and baseball cleats), and the ability to serve the entire family’s athletic footwear needs. Our challenge will be their ability to provide non-athletic shoes for the youth customer.

The other competition will come from discount department stores (Wal-Mart, Kmart, Target), and discount “rack” shoe stores (Payless, Rack Room, Famous Footwear). These stores will serve the non-participant athletic shoe customer, which is not a primary customer of ours. We will carry an assortment of discontinued and clearance shoes, which should help us to be competitive with these stores.

Strategy and Implementation Summary

The Athlete’s Foot uses a strategy of providing a service to the entire market. While we will focus on our two primary customer segments (active families and runners), we offer a product that virtually every consumer requires.

We will create an atmosphere that is appealing to the “true athletic footwear customer.” The balance of customers will come because they will see this as the “place” where athletes buy their shoes.

The store will be merchandised in an exciting, athletic atmosphere. Televisions will continually play tapes of sporting events and live sports broadcasts. There will be posters highlighting the top athletes and their athletic shoe choices. There will also be a section to pick up information about upcoming races, events, and seminars. Eventually, race sign-ups will occur in the store as well as presentations from shoe manufacturers, product representatives, nutritionists, trainers, coaches, runners and hopefully, professional athletes.

Strategic Assumptions:

Every resident in Coral Springs is a potential customer.
This location and co-tenancy gives us an opportunity to draw customers from outside Coral Springs.
By marketing to our two target segments, we will expose ourselves to additional new customers.
We will aggressively pursue the community sports programs through sponsorships.
We will build a running club/program, that caters to the “average” runner, versus the other clubs which cater to a more serious competitive runner.

5.1 Competitive Edge

Initially, our competitive edge will be the recognition of The Athlete’s Foot as a national chain. There is a sense of comfort buying from a large chain. Our complete assortment and high-tech design will also immediately appeal to customers.

The other edge we want to develop in the future is to be the “meeting place” for Coral Springs runners. This will be accomplished through our planned running club, sponsored races, sponsored fun runs, run for health awards programs, children and adult running clinics, and footwear seminars. In addition, we will be stocking a full assortment of running supplements, hydration fluids, protein bars, and other items that may be needed on a short notice basis. We have even envisioned a credit system where local runners can plan a rest/drink break in the store when running the local paths. They can stop in for hydration fluids or protein bars without having to carry money.

We have spoken with the Director of the Parks & Recreation Department for the City of Coral Springs. He has indicated that he would consider a program where The Athlete’s Foot offers participants a 10% discount on all shoe purchases from the store. The customer would receive 5% and the league would receive 5%. In this manner, the league would support and promote the opportunity by including a flyer/coupon in the sign-up package for each participant.

5.2 Sales Strategy

All potential sales will be attended to in a timely fashion. While there will be a sales incentive bonus program, long-term salesperson relationships will take precedence over sales closures. Our goal is that 50% of our customers return within six months. We will market directly to the customer through mailings, phone calls, league presentations, and Internet/email contact.

Sales associates will be trained to “turn-over” a customer who has a more specialized need, if they cannot fully service the requirement.

Special orders will be encouraged as a method to satisfy a specialized need. We will enforce as liberal a return policy as possible. Because of our affiliation with the 700-store Athlete’s Foot chain, we can demand a higher level of service from vendors in regards to returns and special orders.

5.2.1 Sales Forecast

The following table and chart show the forecasted sales for The Athlete’s Foot.

Athletic shoe store franchise business plan, strategy and implementation summary chart image

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

The Athlete’s Foot Franchise will be owned by Jane and Howard Lefkowitz. Jane has been a public school teacher for the past 14 years in Dade County, Florida. Howard is the President of Sizeler Real Estate of Florida. Inc., which manages, leases, and develops 1 million sq. ft. of retail property in Florida for a NYSE REIT. Jane will run the daily operations of the business, including community relations. Howard will continue in his current position at Sizeler, but will assist in the buying, financial planning, and weekend coverage.

6.1 Personnel Plan

The personnel plan is included in the following table. It shows the anticipated salary of the owner, assistant manager, full-time associate, and three part-time associates.

Jane Lefkowitz will manage the store on a daily basis. There will be a salaried assistant manager. We anticipate one additional full-time employee. One of these three people will open and close the store each day. The three part-time associates will work nights and weekend hours. In addition, Jessica Lefkowitz will work an average of one night and one weekend day per week. Howard Lefkowitz will also assist on the weekends. Salary and hourly wage estimates are detailed in the table below.

Below we have created a brief job profile and anticipated employee characteristics for each position. As we have stressed throughout the plan, customer service and knowledgeable employees are a primary focus for The Athlete’s Foot.

Assistant Manager:

Responsibility for opening and closing the store, receiving and stocking inventory, upkeep of the customer data base, visual merchandising and customer service. Also, share in the supervision and training of staff.
This person would not necessarily need to be athletic or a runner. We are looking for dedication, honesty, strong work ethic and either some retail management experience or a strong business sense. Although a college graduate would be preferred, our salary projection may preclude that. This position has the most flexibility, due to the importance of experience and reliability. This associate would do less selling and more stock work and supervision than the others. A middle-aged woman whose children are in high school and is looking to get back into the work force may be an ideal candidate. In addition, a recent high school or military service graduate with a strong work ethic may also fit this position. This position will be eligible for a monthly overall sales incentive and annual goals bonus.

Full-time Associate:

This position will be primarily customer service oriented. This person will also assist with store opening and closing, as well as receiving merchandise. We would anticipate that this individual would have several specific areas of responsibility outside of sales. Those might be vendor returns and sales floor pricing.
This associate would preferably have a background in retail shoe sales. They need the flexibility to work nights and weekends as required. We would like this associate to be a local resident, active in the community, possibly in the sports programs. A runner would be ideal for this position, but, certainly we cannot count on finding a person with each of those credentials. This position will be eligible for a sales-based incentive program.

Part-time Associates:

These associates would focus primarily on customer service. They will be working during the peak sales periods, in the evenings, and on weekends. They will need to be outgoing, friendly, professional, and presentable. They will need to be able to work well with children. While this type of position in our competition is generally filled with teenagers, we will be looking for local athletic teachers, coaches, and athletes who are looking to supplement their income. There will be a bonus program for generating leads on community contacts and sponsor programs, as well as for exceeding their sales goals.

Financial Plan investor-ready personnel plan .">

Sales growth will be aggressive the first 18 months as we sharpen our merchandise assortment, size scales, and stock levels to better meet our customer’s requirements. We anticipate a sales increase of 33% during our second year of operation.

Marketing will continue to average 3% of total sales.

We will invest residual profits into reducing debt and the lost income from large cash holdings.

Company expansion, while not a necessity, will be an option if sales projections are met and/or exceeded.

7.1 Important Assumptions

The Athlete’s Foot will grant a restriction against competitive stores within four miles of this location, other than the existing store in Coral Square Mall.
The Athlete’s Foot will continue it’s program of promoting better running shoes on a national level.
The space selected for this store will require minimal demolition and no changes to the restrooms, electrical, plumbing, or storefront to open The Athlete’s Foot.
Bed, Bath & Beyond, Fresh Market and Blockbuster, which have all confirmed that these are strong locations, will remain in the center for at least the first three years of our operation.
We will be able to become an active sponsor of community sports within the City of Coral Springs.
We anticipate that we will be able to complete required financing, lease documents, franchise documents and space buildout to allow for a July 2000 opening. If not, we would most likely open in October, to be prepared for the holiday season.

7.2 Projected Profit and Loss

We predict that during the second year of operation, our high level of customer service and strong assortment will allow us to generate approximately 5% profit. This will be above the normal two to three year period required for a start-up retailer. Our sales projections are conservative. Should sales increase as we anticipate, the profit-to-sales ratio could be as high as 10% by the end of year three.

Athletic shoe store franchise business plan, financial plan chart image

7.3 Break-even Analysis

A Break-even Analysis table has been completed on the basis of average costs/prices. With fixed costs, per average sale and average variable costs, we need monthly sales, as shown below, to break even.

7.4 Projected Cash Flow

We are positioning ourselves as a minimal risk concern, with steady cash flows. While we have not accounted for it in the projections, we anticipate receiving two or three months free base rent after store opening. That will help us reduce costs and increase marketing during the start-up period. We have allowed for a more aggressive cash balance initially, to allow us to react quickly to unforseen merchandise needs, missed classifications, “hot item” reorders and hopefully, higher than anticipated sales. This is particularly important for our first back to school and holiday sales periods. If we capture previous “mall customers” as anticipated, our sales could increase as much as 25% during the first two quarters of operations.

Once we have established a required cash balance level, (approximately six months after opening), we will reduce the projected cash balance to decrease debt and decrease the opportunity of cash held.

7.5 Projected Balance Sheet

All of our tables will be updated monthly to reflect past performance and future assumptions. Future assumptions will not be based solely on past performance but rather on economic cycle activity, regional retail indicators, national athletic footwear trends, and future cash flow possibilities. We have been, and will continue to be, working with an experienced partner in a large and well respected regional CPA firm, who has both personal and professional experience in start-up retail operations.

We expect solid growth in net worth beyond the first fiscal year of operation.

7.6 Business Ratios

The following table contains important business ratios for the retail athletic shoe store industry, as determined by the Standard Industry Classification (SIC) Index code 5661.

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Clothing store Express, a mall favorite, has filed for bankruptcy

Alina Selyukh

An Express store promotes deep sales in Valley West Mall in Iowa, in January 2020. Andrew Harnik/AP hide caption

An Express store promotes deep sales in Valley West Mall in Iowa, in January 2020.

Clothing store Express, a longtime mainstay of American malls, has filed for bankruptcy protection, closing dozens of stores but also eyeing a survival plan that involves getting sold.

At its peak, Express outfitted generations of mall shoppers in slacks and blouses, and even acquired brands Bonobos and UpWest.

But the chain has been losing both shoppers and money, as many malls withered and people changed how they dress for work: less formal, more casual, less cookie-cutter, more attitude. Express — neither high-end, nor cheap — got left behind, dragged down further by rent and debt.

Monday's bankruptcy announcement says the chain will close 95 Express stores, or just under a fifth of them, and all 10 UpWest stores. Last month, the New York Stock Exchange delisted the retailer because of its languishing stock value.

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Now, Express has received a bid to be acquired by a consortium. It includes brand-management firm WHP Global and major mall operators Simon Property Group and Brookfield Properties. The companies in recent years have been investing in more retail brands in need of a resuscitation .

New Express CEO Stewart Glendinning acknowledged "missteps" in clothing selection, "most notably in women's, where we were out of balance across categories, price points and wearing occasions," he told investors in November, adding: "We believe strongly there's a path to total company improvement."

In its bankruptcy filing, Express said it's also receiving an infusion of $35 million in new financing from some of its lenders, plus another $49 million from the Internal Revenue Service related to the CARES Act , the federal coronavirus relief package.

Bankruptcy protection

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Nearly 1,300 stores are closing across the US in 2024. Here's the list.

At least nine retail brands have said they're closing US stores in 2024, totaling some 1,280 locations.
Family Dollar is the largest chain on the list, planning to close at least 600 stores this year.
Other companies, such as Walmart and TJX, are closing a few stores while opening many more.

A Business Insider tally of disclosures from nine retail chain brands found as many as 1,290 stores have closed or are set to close across the US in 2024.

The number is down considerably from prior years, including last year, when the collapse of Bed Bath & Beyond contributed to a total of more than 2,800 locations shuttering .

Analysts at UBS think the total number of US retail closures could reach 45,000 over the next five years, led largely by smaller stores going out of business, even as larger firms such as Walmart, Costco, Target, and Home Depot continue to expand.

Topping this year's list is the Dollar Tree-owned Family Dollar, which is set to close at least 600 locations, with more to come as leases expire.

Some companies, including Express and Foxtrot, are in dire financial straits. Others, such as Walmart and TJX, have plans to expand by more stores than they close. Still others, like Foot Locker and Macy's, are shifting their strategies as shopping patterns change.

See the full list below:

Family Dollar: 600 stores

Its parent company, Dollar Tree, said it would close 600 Family Dollar stores in the first half of this year, while an additional 370 locations are set to close in the coming years as leases expire.

CVS: 300 stores

CVS is in the final year of its three-year plan to shutter 900 locations. The company says changing populations and buying patterns led it to reconsider how many stores it needed in certain areas.

Foot Locker: 113 stores

Foot Locker closed 113 locations during the fiscal quarter that ended on February 3. In the same period, the company opened 29 locations and relocated or remodeled 66 others.

Express: 107 stores

Express announced in April that it would close 95 flagship brand stores and all 12 of its UpWest branded locations.

Rite Aid: 77 stores

Rite Aid is closing another 77 locations after closing 150 last year.

Macy's: 50 stores

Macy's said in February that it would close 150 locations over the next three years , starting with 50 in 2024.

Foxtrot: 33 stores

The boutique convenience store Foxtrot abruptly shuttered its 33 locations in April after it came up $35 million short of its 2023 sales goal, Modern Retail reported .

Walmart: 7 stores

Walmart plans to close seven locations across four states , which it said did not meet financial-performance expectations. The company said earlier this year it planned for a total of 150 new or upsized stores in the next five years, starting with 14 new locations in 2024.

TJX: 3 stores

The off-price retail company TJX closed two T.J. Maxx locations and one Marshalls store earlier this year. Those will be more than offset by the addition of 45 new US locations across the two brands, plus 83 more across the other three brands in the TJX family.

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Business/Operation. The owner of a taxicab, pedicab or carriage service must license the business and each vehicle. Vehicle inspections, insurance and fees are required. This annual application is renewal and the forms are listed on the right side of this page or may be picked up at the Moscow Police Department.
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