Do you want to start a music venue business and need to write a plan? If YES, here is a sample music venue business plan template & feasibility report. A music venue offers flexible-use space for a variety of events, and their customers often include other businesses and members of the general public. A venue, depending on its size and layout, might host musical performances, weddings, flea markets or sporting events. You can choose to plan, market and host events, or rent space to third-party event organizers.

Few Points to Note Before Starting a Music Venue

Figuring out how to open a music venue and keeping the doors open is definitely an enjoyable task. You probably won’t make a lot of money, but you will get to explore your passion for music every single day. You will meet amazing people, from your customers to the performers.

Who knows, someday you might launch the career of one of the top bands or acts in the world. Everyone has to get their start somewhere, so why not your venue? But it is not as easy, though. As you are learning how to open a music venue, you will quickly realize that you need to become an expert at developing relationships.

Have it in mind that one of those key relationships is with your neighbors. If you are opening a venue in a residential area, people will immediately object. They’ll think that your establishment will bring nothing but trouble to the neighborhood.

People fear that there will be loud noise at night, bar fights, and vandalism in their neighborhood. They will take the fight to the city council to prevent your club from opening. You can prevent the worst from happening. Try to foster a relationship with the neighborhood association and other nearby business owners immediately.

Acknowledge their concerns and let them know how you plan to mitigate any issues. The key is to see your neighborhood as community partners instead of a threat. The more willingness you show to work with them, the fewer issues there will be. Also give your venue an identity.

This is the fun part because you get to decide what people think of your business. Your venue could become known as a great place to relax and listen to outstanding musicians. Whatever your identity is, you will need to build your brand around it. Your marketing and overall customer experience needs to reflect the identity of your venue.

A Sample Music Venue Business Plan Template

1. Industry Overview

Over the years, the general music industry has undergone several transitions and technological evolutions. Right from the inception of MP3s in the late 1990s, downloads have overshadowed the purchase of physical music as customers have moved from paid content to subscription music services.

Even with the industry-wide shift in consumer spending, the growth of live music looks to continue unimpeded for years to come, as real-life experiences encounter a surge in popularity. Although it experienced a steady decline since the turn of the century, the global revenue of the music industry has had a resurgence in the last three years, growing from $14.2 billion in 2014 to $17.3 billion in 2017.

In 2017, over 66 million music tour tickets were sold worldwide, marking the highest total in recent years. Also, the global revenue from live music tours amounted to approximately $5.65 billion. U2’s tour was the highest grossing concert tour worldwide that year, with their Joshua Tree Tour bringing in revenue on $316 million.

In the united states, revenue of the live music industry is projected to gradually rise from around $9 billion in 2015 to almost $12 billion in 2023. Reports have it that Americans spent an average of $22.51 spent on music per consumer per annum, not including live music.

Within the live music sector, live music concerts proved to be the most popular, ahead of small live music sessions and club events with a live DJ. In 2017, Canada’s total music market revenue stood at almost 570 million Canadian dollars, the highest figure to-date. Just like with the United States, admission to live music concerts was reported to account for the largest portion of expenditures on music related activities among Canadian consumers.

2. Executive Summary

La Event®, Inc.®, Inc. is a unique retail concept to be introduced in the vibrant, music loving City of Boston, Massachusetts. We will combine the passion for music and coffee to bring a community place where coffee and music lovers come together to learn, enjoy and share music over a nice cup hot drink.

Our goal at La Event®, Inc. is to become the place that comes to people’s mind when they are thinking of relaxing with friends while enjoying coffee and pastries. We are presently in the process of establishing the corporation and expect to receive all documentation in the next 21 days.

We are also working towards finalizing the lease agreements for the physical location in Allston, Boston. La Event®, Inc. will be set up as a C Corporation owned by Silliman Costar and will be organized in the state of Massachusetts. Our Business model at La Event®, Inc. will be built upon leveraging complementary nature of the coffee and music business.

This revenue model will be composed of three groups of revenue streams: Coffee and Catering, Music Instrument Sales and Rental, and Venue Rental. The coffee segment will generate the largest share of revenue. It will also function as a catalyst to introduce a music store to the potential new customers.

We plan to ramp up venue rental segment by our 2nd year of operation. We will also create a web site where we intend to attract customers with music related news and services. It will also have an E-commerce store that will sell music instruments as well as provide rental services. The complementary nature of our business model will allow us to distribute overhead cost over larger number of revenue segments; which will help us achieve higher profit margin

At La Event®, Inc., our estimate shows that the monthly sales will increase from $24,100 in month 1 to $38,900 in month 12. Our operating profit will increase from $2,655 in month 1 to $6,081 in Month 12; while net profit will increase from loss of $1,762 in month 1 to profit of $3,850 in Month 12.

We expect to increase sales from $518,000 in year 1 to $1,629,600 in year 3; while operating profit will increase from $50,000 in year 1 to $218,000 in year 3. Net profit will improve from $112,000 in year 1 to $196,000 in year 3. Our plan is to have positive operating cash flow from the first month 1; while achieving positive net cash flow by month 6.

Our operating cash flow will increase from $400 in 1st month to $4,000 in month 12. The first year operating cash flow will be $36,000 increasing to $126,000 in year 3. We at La Event®, Inc.s are requesting $150,000 in loan amount to be repaid over 5 years.

We will also contribute $50,000 in equity contribution bringing the total funding from all sources to $200,000. We intend to use $70,000 from these funds towards capital expenditure in year 1 and $25,000 for start-up inventory. The remaining amount of $105,000 will be used for working capital.

Howbeit, we intend to repay the entire $150,000 in debt over 5 years. From our detailed plan and cash forecast, we believe La Event®, Inc. will have sufficient cash flow after taking care of operating expenses to service the debt. Assuming 10% fixed interest rate the total interest payment will be $41,223 over 5 years.

3. Our Products and Services

By providing convenience of enjoying the music to customers, we plan to attract loyal customer base that will keep coming to our store. In Addition, the location we plan to lease has a perfect setup for offering additional music related services not found in other locations.

We plan to offer services such as music instrument sales and rental, live music entertainment and venue rental for music events. We also plan to combine our brick-and-mortar business with the website where we plan to attract customers with music related news and services.

We also plan to set up an Ecommerce store that will sell music instruments as well as provide rental services. Our expertise and passion for music will help us create a community for music lovers through blogs, news and discussion groups.

4. Our Mission and Vision Statement

  • Our vision at La Event®, Inc. is to become the premium meeting spot in Boston where coffee and music connoisseurs come together to learn, enjoy and share music over a nice cup of hot drink.
  • We want to be the place that comes to people’s mind when they are thinking of relaxing with friends and other music lovers while enjoying coffee and pastries with them.
  • At La Event®, Inc., our vision is to establish a venue that will provide unique combination of music and coffee to the people and residents of Greater Boston.

Our Business Structure

La Event®, Inc. will be owned by Silliman Costar who is an avid music lover. Professionally, Silliman has extensive experience in helping small and large corporations with their ERP and retail management systems. He has worked for more than 15 years implementing and administering complex business ERP systems for a number of global corporations.

He has a thorough understanding of all aspects of retail business including inventory management, sales forecasting and planning, marketing among others. He will be able to leverage these experiences to streamline business operations and improve sales.

Also, Silliman is passionate about music since his childhood. He has played percussion instruments in school bands and symphonies throughout his career. He has been putting together jam sessions with other music loving colleagues on a weekly basis for the last 3 years.

Recently, he created a web site for musicians in the Greater Boston area to meet and play music together. The management will be assisted by a full-time manager. We plan to hire a manager, who boast of extensive experience in managing large-scale retail operations.

Also, we will carefully screen employees to work in the coffee shop and music store to ensure that they have the passion and knowledge about coffee and music. We are currently in the process of hiring couple of key employees, including a full-time manager who will be on board prior to the launch of our business. These roles include:

  • Facility Manager
  • Cashier
  • Information officer
  • Department managers
  • Servers
  • Cleaner

5. Job Roles and Responsibilities

Facility Manager

  • Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counselling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results
  • Creating, communicating, and implementing the facility’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall facility’s strategy.
  • Tasked with fixing prices and signing business deals
  • Tasked with providing direction for the business.
  • Tasked with signing checks and documents on behalf of La Event®, Inc.
  • Evaluates the success of the facility

Financial Officer

  • Tasked with preparing financial reports, budgets, and financial statements for the facility
  • Provides managements with financial analyses, development budgets, and accounting reports
  • Tasked with financial forecasting and risks analysis.
  • Performs cash management, general ledger accounting, and financial reporting
  • Tasked with developing and managing financial systems and policies
  • Tasked with administering payrolls
  • Ensures compliance with taxation legislation
  • Handles all financial transactions for the facility
  • Serves as internal auditor for the facility

Information officer

  • Provide technological guidance within the facility.
  • Supervise information system and communications network.
  • Develop and implement a customer service platform to serve the facility in every aspect.
  • Design, establish, and maintain a network infrastructure for local and wide area connectivity and remote access.
  • Consult with administration, department managers, and manufacturing representatives to exchange information, present new approaches, and to discuss equipment/system changes.
  • Participate in vendor contract negotiations for all new computer equipment and software purchased for the corporation.
  • Create a cost-benefit analysis as well as supporting a detailed definition of data requirements and departmental workflows.
  • Oversee Internet and computer operations.
  • Takes care of the day-to-day operation of the information technology department including directing staff, who support administrative computing, networking, user services, telecommunications and other information technology functions.
  • Assess and anticipate technology projects and recommend appropriate action and resources.
  • Establish and direct the strategic and tactical goals, policies, and procedures for the information technology department.
  • Propose hardware/software solutions to accomplish La Event®, Inc.’s business objectives.
  • Identify user needs and resolve problems


  • Provides the client with a personalized customer service experience of the highest level
  • Takes care of administrative duties assigned by the operator in an effective and timely manner
  • Consistently stays abreast of any new information on La Event®, Inc., promotional campaigns etc. to makes sure accurate and helpful information is supplied to customers when they make enquiries


  • Tasked with cleaning the facility at all times
  • Makes sure that toiletries and supplies don’t run out of stock
  • Cleans both the interior and exterior of the facility
  • Any other duty as assigned by the operator.

6. SWOT Analysis

Our goal at La Event®, Inc. is to create a venue that sees to the need of music and coffee lovers in Boston, which will also capture majority of the local market share. With our plans and hunger to take the industry by storm, we have put plans in place and assessed our SWOT Analysis. Clearly summarized below is the result of our SWOT Analysis;


  • Unique concept that brings complementary businesses of coffee and music together
  • Good relationship with suppliers – Revenue and cost sharing reduces working capital needs.
  • Community connections with schools and music teachers
  • Knowledgeable staff that loves music and is able to help with customers questions


  • High competition in coffee business segment
  • Established large businesses in music sales and rental
  • Need to build and establish the brand in the community


  • Reduce working capital needs by pursuing unique revenue and cost sharing model with suppliers.
  • Build a professional web site for additional revenue stream.
  • Leverage social media sites such as Facebook, Twitter, and Blog to build stronger, ongoing relationship with customers.
  • Potential addition of new customers resulting from planned expansion of Cambridge business, medical, dental, and public health schools in Boston’s Alston.
  • Explore other uses of the facility resulting in additional revenue


  • Current economic downturn may have negative impact on sales due to customers desire to cut down on discretionary spending
  • Existing online music stores may take some customers away from us
  • Potential new entrants in the coffee shop segment may hurt sales


  • Industry Trends

At La Event®, Inc., we understand that innovation is an important part of music. Fortunately, the mainstream music isn’t afraid of that. Yes, they follow a proven model to produce content that will sell. But this doesn’t mean industry businesses don’t try something new every year. With that said, below are upcoming trends that we believe will change the music industry in 2019:

Physical Format will Sell More including Vinyl, Cassette and Live Performance

Digital format is selling higher than ever, but that doesn’t mean the physical format is dead. According to Opium London (a concert venue), Live music attendance spiked last year. This means people still want to see their favorite artists in person despite the incredible developments in VR and 360 views.

The same goes for Vinyl Collectors and Cassette players. Sales of vinyl and cassettes increased last year. According to a survey in the US and uk, cassette sales increased 90% last year in the UK while Vinyl sales grew 12% in the US.

  • The Industry Will Give Back More

Although it isn’t something new, we have seen stars contributing to the community for years. This year, the big corporations will lend a hand as well. Yes, talent incubators including Berlin Community Radio, Red Bull Music Academy and others want to give organic and positive exposure to brands. They have set new initiatives in place and look forward to releasing charity focused compilations.

  • Chatbots in Artist Direct to Fan Communication

Musicians want to interact with their audience directly, and the social media proved it! This trend made some new stars recently. Thanks to this development, musicians, brands, and corporations want to use social media messaging. They want to use Facebook, Twitter Instagram, and WhatsApp to engage with the audience while creating new marketing scenarios directly.

  • Technology Will Keep Improving

This year, experts expect AI, VR and Block chain to have a massive impact on the Music Industry. Yes, there are some ground-breaking advancements recently. According to a report, companies are focusing on creating virtual reality focused on music festivals, AI-composed music pieces and much more. It seems like investors are going strong on the technological development in the music industry.

Merging Musical Styles and Regional Artists

Regional Artists are flexing great success in diverse territories. This is because artists continue to merge different music styles. A recent example is a Latin Music making its way into mainstream music of the United States. Regional artists have to thank online music streaming platforms for their success. Thanks to the boom of these services, artists from around the world are coming under the spotlight of the mainstream music industry.

  • Visual Branding

This is not new, but we don’t see major brands stopping visual branding. This is one of the biggest factors that helps an independent artist to rise. DIY recording technology will improve because most artists can’t afford to rent recording studios.

Only signed artists can afford to produce music there. Thanks to online music streaming, audio labels will let individual artists produce content in these environments but only after making a business deal with them.

8. Our Target Market

According to reports, there are over 150 Million coffee consumers in U.S. that spend more than $18 billion in various types of coffee drinks every year. Specialty coffee sales is increasing by 20% per year and currently accounts for almost 8% of the U.S. coffee Market.

Music instrument is a fairly large business segment. It recorded over $7 billion in sales in 2017 according to industry reports. The industry has grown 18% in the last 10 years. In addition, the music instrument rental business has flourished recently with more and more children participating in the music programs in their schools and private lessons requiring the rental of the instruments on an ongoing basis.

The city of Boston, where the business will be located, is the economic and cultural anchor of a substantially larger metropolitan area known as Greater Boston, a metropolitan statistical area (MSA) home to a census-estimated 4.8 million people in 2016 and ranking as the tenth-largest such area in the country.

Today, Boston is a thriving center of scientific research as well as port of entry for commerce and international immigration. The Boston area’s many colleges and universities make it a world leader in higher education, including law, medicine, engineering, and business, and the city is considered to be a global pioneer in innovation and entrepreneurship, with nearly 5,000 startups.

Our Competitive Advantage

At La Event®, Inc., our main competitor is 35 miles from Allston and is sold out regularly. The route is in heavy traffic and parking is sometimes a problem. Therefore, fans of this type of entertainment in our location are expected to choose our venue because we offer more interesting entertainment, we are closer to home, have ample, secure parking, and pricing is the same.


  • Sources of Income

As mentioned earlier, our revenue model will look for multiple revenue streams that will complement one another. As shown below, the revenue stream will consist of coffee as well as music related sales.

  • Coffee Shop

We project this revenue segment to become the largest share of our revenue in the early years. Once the music instrument segment is established, the percentage of revenue from coffee shop will be reduced. The coffee shop will generate revenue from the sales of coffee and associated products.

We also plan to carry large selection of premium coffee and pastries in an environment that is inviting. In addition, we will seek catering orders from businesses that are located in the vicinity. To source our coffee, we have entered into licensing agreement with Freedom Black Beans – a premium coffee vendor.

  • Music Instrument

At La Event®, Inc. we plan to carry a limited selection of music instruments and accessories that will be available for sale and rental. For the rental business, we have initiated a revenue sharing agreement with a music instrument vendor Country Technologies that will allow us reduce our working capital investment in the instruments, while still be able to rent large selection of music instruments.

We have also entered into agreement with a vendor that will enable us to drop-ship the instruments upon receiving orders from customers. The sale and rental of music instruments will be carried out both in our Boston location as well as from the web site.

  • Music Venue

This segment will focus on the general population of the Alston and surrounding region, and large businesses in the Greater Boston area. Location of our venue affords the strongest sales factor after completion, then the quality and service of our operation will build strong loyalty and repeat customers. Our services must live up to our message.

10. Sales Forecast

At La Event®, Inc., we prefer to estimate a conservative sales figure of 700 seats of 750 available per regular show in the first year. Experts predict a sell-out for each show, beginning in the first month of operation, due to the prime location of La Event®, Inc. and the small percentage of the population required to produce a sell-out.

Also, severe weather is not a major problem in this region and was discounted as a deterrent to attendance. The proximity of the venue to potential customers in the city is a powerful influence. However, to be conservative, we are projecting sales of 700 seats per show for the first year of the available 750 seats.

  • Marketing Strategy and Sales Strategy

At La Event®, Inc., we understand that steady sales in our industry depends on quality entertainment at a reasonable price, along with efficient and friendly service. Our entertainers and staff will be required to extend exceptional courtesy to customers prior to, during and after each presentation.

Every operation must always provide enjoyable, exciting and quality entertainment. Special personal attention will be extended to our customers at all times. Quality entertainment and friendly service will greatly enhance loyalty to the venue.

We plan to deploy both online and offline marketing strategies to raise brand awareness of La Event®, Inc.. Our multi-pronged marketing strategy will aim to make potential customers awareness of our business as well as establish long-term relationship with existing customers through ongoing dialog.

  • Website

We will develop and launch a website that will serve as destination for all things related to music. The web site will be launched prior to the business launch. It will attract potential customers looking for information on music instruments. We will also have the functionality for customers to order music instruments for sales and rental.

  • Social Media

The emergence of social media sites such as Facebook and Twitter have fundamentally changed the way businesses interact with their customers. These sites provide an opportunity for businesses to establish an ongoing, two-way dialog with customers.

We plan to take full advantage of these social media sites by establishing presence on Facebook, Twitter, Myspace and other sites. Our knowledge and passion for music will be a natural fit for social media communication.

  • Blog

Similar to social media sites mentioned above, blogs afford an opportunity to establish La Event®, Inc. as a go-to place for music information and demonstrate our expertise to potential customers. At the same time, the periodic update of information on the blog encourages users to visit our web site more frequently; which will help build deep, long-term relationship with our customers.

  • Community Partnerships

We will establish partnership with music schools, churches and private music teachers by offering them avenue for information on our web site. We also plan to enter into group purchasing arrangement with them by which the students / members can get discounts. Our facility rental provides another opportunity to bring members from these organizations to our premises for meetings and seminars leading to future sales.

  • Local Advertisement

In the initial phase of La Event®, Inc., we will run Grand Opening advertisements in the local newspapers and magazines. We will also place pamphlets and other informative material at locations that are likely to attract our target customers of music and coffee lovers. In addition, our own coffee shop provides a unique opportunity to showcase the music side of business to potential customers.

  • Event Sponsorships

Boston has a vibrant music community that has music concerts and related events scheduled throughout the year. We will sponsor some of these prominent as well as less well-known events all year to get our name in front of a large number of potential customers.

11. Publicity and Advertising Strategy

Our plan at La Event®, Inc. is to gather enough brand awareness to leverage the product line into other regions and gain inquiries from potential inventors. To achieve this goal to expand and grow, we plan to do the following;

  • La Event®, Inc. will spend $2,150 per month on Public relations services for the next year intended to build awareness of editors and product information insertions, reviews, etc.
  • La Event®, Inc. will also spend $800 per month concentrating on drive time Radio advertising. We plan to experiment with different stations, keeping careful track of results. As with the school fundraising program, we expect the stand and signage to be a substantial portion of our advertising.
  • List our business on local directories
  • Attend relevant international and local health, finance and business expos, seminars, and business fairs et al
  • Leverage on the internet to promote our business
  • Engage direct marketing approach
  • Encourage word of mouth marketing from loyal and satisfied clients

12. Our Pricing Strategy

At La Event®, Inc., we believe our target audience will patronize us based on superior quality, excellent customer service, and venue location. We also know that businesses in our business scope make their money from the interest and commissions they offer on their services and products. We hope to keep our prices at the average market rate for the mean time, but will increase as our identity in the market increases.

  • Payment Options

The options we provide at La Event®, Inc. will be all inclusive and acceptable because we understand that different people prefer different payment options as it suits them. Here are the payment options that we will make available to our clients;

  • Payment by cash
  • Payment via Point of Sale (POS) Machine
  • Payment via online bank transfer (online payment portal)
  • Payment via Mobile money

We have also chosen banking platforms that will help us achieve our plans with little or no issues. Our bank account numbers will be made available on our website and promotional materials to clients who may want to deposit cash or make online transfer for our service charge.

13. Startup Expenditure (Budget)

La Event®, Inc., seeks to offer the balance of coffee and good music people seek by providing options for activities to suit our target audience. We believe that our company will become profitable in its second year and quite profitable in its third. We have analyzed the market and have decided on how we plan to spend our start up fund.

  • The Total Fee for Registering the Business in the United States – $750.
  • Legal expenses for obtaining licenses and permits – $4,000
  • Marketing promotion budget- $25,000
  • Insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $2,000
  • Cost for leasing and renovating our facility- $47, 000.
  • Other start-up expenses including stationery – $1000
  • Phone and utility deposits – $3,500
  • Operational cost for the first 3 months (salaries of staff, fuelling, maintenance, payments of bills et al) – $25, 000
  • The cost for Start-up inventory – $15,000
  • Cost for store equipment (cash register, security, ventilation, signage) – $2,000
  • The cost for the purchase of props and equipment: $2700
  • The cost of Launching an official website: $600
  • The cost for our grand opening party: $5000

From our detailed analysis above, we will need an estimated $200,000 to start La Event®, Inc. successfully.

Generating Funding/Startup Capital for La Event®, Inc.

La Event®, Inc. will be established as a C corporation in the city of Massachusetts, and Silliman Costar as the owner. We hope to raise our startup fund through the following ways;

  • Generate part of the startup capital from personal savings and sell of stocks
  • Source for soft loans from our banking partner
  • Generate fund from angel investors

Note: We at La Event®, Inc. are requesting $150,000 in loan amount to be repaid over 5 years. We will also contribute $50,000 in equity contribution bringing the total funding from all sources to $200,000. We intend to use $70,000 from these funds towards capital expenditure in year 1 and $25,000 for start-up inventory. The remaining amount of $105,000 will be used for working capital. Howbeit, we intend to repay the entire $150,000 in debt over 5 years.

14. Sustainability and Expansion Strategy

La Event®, Inc. will be located at Alston in Boston. The building we are looking to lease is ideal to utilize as a café/music place. The building has 2,350 square feet in usable area and covers 2 floors. Coupled with the physical location, we are in the process of building a web site where customers can browse through large selection of musical instruments and purchase or book straight from the web site.

The web site will also be a repository for music related information; which will act as catalyst to bring new customers not only for music venue and instruments; but also to our physical café for coffee. Boston boasts of a vibrant community of people that enjoy music and who like to relax and chat over a nice cup of coffee.

Even though there are several coffee shops as well as music schools in the area, a unique concept like La Event®, Inc. can provide an ambient atmosphere. Our market research has received number of positive comments from the community.

The complementary nature of our business model allows us to distribute overhead cost over larger number of revenue segments; which will help us achieve higher profit margin compared to our competitors. For instance, the building we plan to lease can be utilized for multiple purposes including coffee shop, music instrument showroom and venue for concerts and entertainment shows.

Our estimates for the coffee shop show that the gross margin for the coffee shop will be approx. 70%. The next largest cost component for coffee shop will be labor cost; which we estimate to be 25%. We will be able to reduce other components of operating expense by leveraging them with other revenue segments including music instrument sale/rental and venue rental.

We have also arranged drop-ship arrangement with our instrument distributor that will enable us to reduce the inventory carrying cost and will necessitate lower working capital. We have also entered into revenue sharing arrangement with the distributor for the rental segment of our business that will enable us to rent the instruments with virtually zero carrying cost.

The building we plan to lease has a layout that is ideal for conducting many activities. This enables us to use this facility for rental without increasing our cost considerably. The primary cost for this segment of the business will be building maintenance cost that will be shared overall revenue segments

Checklist /Milestone

  • Business Name Availability Check: Completed
  • Business Incorporation: Completed
  • Opening of Corporate Bank Accounts : Completed
  • Opening Online Payment Platforms: Completed
  • Application and Obtaining Tax Payer’s ID: In Progress
  • Application for business license and permit: Completed
  • Purchase of Insurance for the Business: Completed
  • Conducting feasibility studies: Completed
  • Leasing, renovating and equipping our facility: Completed
  • Generating part of the startup capital from the founder: Completed
  • Applications for Loan from our Bankers: In Progress
  • Writing of Business Plan: Completed
  • Drafting of Employee’s Handbook: Completed
  • Drafting of Contract Documents: In Progress
  • Design of The Company’s Logo: Completed
  • Printing of Promotional Materials: Completed
  • Recruitment of employees: In Progress
  • Purchase of the Needed software applications, furniture, office equipment, electronic appliances and facility facelift: In progress
  • Creating Official Website for the Company: In Progress
  • Creating Awareness for the business (Business PR): In Progress
  • Health and Safety and Fire Safety Arrangement: In Progress
  • Establishing business relationship with banks, financial lending institutions, vendors and key players in the industry: In Progress
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