Drive-in Business Plan Essay Example

Drive-in Business Plan Essay AutoRama Drive N Nicholas Boothe December 1, 2009 Business Plan ENTR280-01 Executive Summary AutoRama Drive N is a startup business located in the southern Indianapolis area. AutoRama provides the community with an old fashioned 50’s style diner/drive-in that serves a variety of grilled and fried foods, as well as healthier alternatives. AutoRama is not the everyday low quality fast food restaurant. AutoRama prides itself in the quality of food, and the cheap prices it is able to offer to the community. AutoRama will differentiate itself from its competitors by providing a whole different experience. The food will be old fashioned, and freshly cooked to order. The parking lot will be filled with auto enthusiasts and their vehicles, while the diner will be a family friendly 50’s era restaurant. AutoRama is there to serve the community, and do its part to improve its surrounding areas. AutoRama will do its part to get cars off the streets, and into the parking lots, with sponsorships of local meets and events, as well as providing discounts for car clubs and those wishing to designate spaces for weekends and meets. AutoRama is a partnership, with Nicholas owning half of the business, with 80,000 invested, and Amanda and Kevin both investing 40,000 each. This is enough to get the business started, and initial training and organizations in order. 16 months will be taken to find the right property, have the building finished, and all equipment installed and ready for business. During the few weeks after completion and before the initial opening, selection and training of employees will take place to ensure that AutoRama will be ready to run as soon as the doors open. We will write a custom essay sample on Drive-in Business Plan specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Drive-in Business Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The company will establish itself in the market by strong marketing techniques in print and radio, as well as through sponsoring local events, and through word of mouth. Hosting events with other local events will be the main way of AutoRama getting its name out into the public. Although there are other fast food restaurants located in close proximity, they are complete different structures from AutoRama. Nothing about the business is the same, and this will set AutoRama apart from the competition, and make the company successful. The company will be managed by the three who have a financial stake in the business, Nicholas, Amanda, and Kevin. This will have more of an impact, and more of a drive to succeed, and do well. All three have years of experience in the restaurant business, and have had great success in ventures past. The management structure will be that of a horizontal system, where all employees are created equal, and everyone brought into the business will have equal say into changes needed to be made, and suggestions for improvements. This will provide the best possible working atmosphere, along with allowing no employee to feel left out of the business, and so everyone feels responsible for the success and achievement. Objectives: * The first objective is to secure a building site, where access is easy from main roads, with plenty of extra space, or about an acre. * Establish a presence in the automotive community, as well as in the family based restaurant category. * Become profitable within the first 18 months of business, with loans and investments paid off in 30 months. Keys to Success: Strict guidelines throughout the business process, with checks to ensure proper procedures are followed. * Never stop looking to improve some part of the business structure * Strong visibility in the surrounding community, as well as a strong social presence in local events. * Ensure customer satisfaction and repeat customer transactions. Mission: * It is AutoRama Drive N’s mission to deliver value old fashioned food, b rought back from the 50’s for your old style dine-in experience. AutoRama will provide a friendly clean atmosphere, welcome to families and car enthusiasts alike. II. Company Description Cops have always been attracted to the car scene. There has been a newfound energy to crackdown on speeders and drivers breaking the law. But, the good comes with the bad. Nice cars are generally all lumped together into a typical stereotype, so cops are especially watching for these â€Å"nice cars† and catching every little thing they do wrong. Even cars that are parked are being harassed. Local businesses complain about unwanted activity after store hours. AutoRama Drive N is the answer to those that share a common interest in cars, enjoy hanging out with friends, and meeting new people, all while having true American dining. The restaurant is a startup business set in a mid50’s-60’s era, with parking spots surrounding the building which have an intercom you can order from, while also having an inside dining area. The food will be American based, including tenderloins, hamburgers, hot dogs and ribs in different combinations, all accompanied by a side of fresh cut and seasoned fries. All food is fresh, and made to order. Soft drinks will be made available, with freshly made root beer available on tap. The company is not only to appeal to the car crowd, but to all families. This would be a family safe atmosphere, which is alcohol free. The parking lot would include an acre of parking spots for special events, and everyday customers. This gives plenty of room for car clubs to park together in sections, and also enough room for family vehicles not associated with different groups. Spots can be reserved at a small fee, to ensure room. Parking spots up front surrounding the building can also be reserved in advance. AutoRama Drive N will be located in the far edge of the suburbs, so not to disturb the local communities, but be within a short driving distance of the majority of the community. This will give enough room for expansion, and not hamper those with louder vehicles from participating. There will be activities such as burnout contests, car shows, etc. to bring in crowds for special occasions. AutoRama Drive N will be a limited liability corporation, with Nicholas Boothe as the majority owner, at 51%, and Kevin Donald and Amanda Rachel splitting the remaining ownership. Hundreds of local people access local online auto forums every day, and this will give widespread advertising, while promoting the good cause of bringing everyone together. Industry Analysis The fast food and quick service restaurant industry includes about 200,000 restaurants with revenues annually reaching $120 billion. The top 50 companies hold about 25% of industry sales. A typical fast food restaurant generates about $670,000 annually. The average American eats at a fast food restaurant on average 11 times a month, and over 800,000 meals a year. Fast food has grown in popularity with the economic downturn. This has made value more important, and the value and quickness associated with fast food has grown and become synonymous with American culture. Quality of food is also a new trend in the fast food industry. Not only how well the typical fast food is made, but the ingredients included also. The world has become very health conscious when it comes to fast food, so healthy alternatives need to be available. Like all food based industries, the fast food industries profit margin is dependent upon the food prices. The prices of corn, beef, and oil have all risen. High oil prices have led to alternative fuels, which in turn raised the prices of corn and other products in the production of ethanol. This has made it more expensive for farmers to feed their cattle, which has led beef and chicken prices to rise. Because of this growing food price, coupled with intense competition, and shrinking profit margin, companies must find a way to set themselves apart, in value, price, and as an overall business. The fast food industry is a volume-driven business, and transaction speed is extremely important, along with accuracy. Innovations are constantly being implemented to speed the process from ordering to delivering the product, and providing quality food and service. Although large companies have advantages in purchasing, financing, and marketing, but small companies have unique products and serve a local market. This will allow the small company, such as AutoRama, to adapt to the environment, and acclimatize to its customers. The key to entering into this saturated market is differentiation from the major market holders. A typical fast food restaurant includes a combination of hamburger and chicken meals, french fries or similar, and soda. AutoRama Drive N differentiates itself from other competitors in several ways. First, the typical hamburger found in fast food restaurants, cooked in bulk, and kept in heating trays, being dried out, and soaked in grease will not happen at AutoRama Drive N. AutoRama will be operated on a cook to order basis, using only fresh ingredients, and environmentally and health conscious processes. Key competitors include restaurants such as Sonic, In-N-Out Burger, Rally’s, and the big companies such as McDonalds, Wendy’s, and Burger King, although the larger companies are less likely to change to a local environment, and conform to locals surrounding the area. The drive-in concept and carhop delivery service are trademarks of the classic American dining. This 1950’s feel provides an escape from everyday fast-paced life, while still providing the quick and efficient services of a fast food restaurant. AutoRama’s niche in the market is the focus on auto enthusiasts. No other drive-in restaurant incorporates their business with a focus on the auto enthusiast. In the last decade, there has been an increase in the amount of car collectors, and car enthusiasts. With baby boomers reaching retirement age, they are going back to their early adult lives, and buying what they wished they could buy at earlier ages. This auto theme focuses not only on those buying cars from their early lives, but all auto enthusiasts of all ages. Auto aftermarket part companies are in abundance, which makes them more readily available to the everyday driver. This is a culture, where all are brought together by a common interest, or a common lifestyle. AutoRama is the place where this lifestyle can be celebrated. Market Analysis Food away from home accounts for over $529 billion annual sales, with fast food restaurants accounting for more than 77% of sales. Statistics have shown that consumers eat out 2-3 times per week, and that number continues to grow. AutoRama Drive N’s market consists of a wide array of customers, mainly consisting of 16-55 year olds, with our automotive marketing towards males, and the restaurant and family atmosphere towards women and families. With Indianapolis being the crossroads of America and the racing capital of the world, AutoRama connecting with the auto enthusiast is the target market segment. Being based on the south side of Indianapolis, AutoRama is located only about 12 miles from downtown. This provides easy access to the local car scene, while also being in a close proximity to nationally recognized racing organizations. There are also hundreds of members of local car clubs, and online car enthusiast forums that have yet to be tapped into. The southern Indianapolis continues to grow about 2,000 a year between 2005 and 2010. There are eight local universities within 20 miles, along with two major shopping malls, and 14 municipal parks and recreation areas. This provides AutoRama with a growing market, and a greater number of consumers. The auto enthusiast typically does not have just one place to meet. There is usually not enough space for a group of cars to park together, whether it is to hang out, or for other purposes. This is where AutoRama’s large parking lot comes in. Not only will AutoRama cater to the everyday consumer looking to enjoy a nice fast meal in a 50’s style diner, but will also be able to entertain car shows, car club events, and other recreational activities. Although the diner will only be open from 11am-11pm weekdays, and 10-12 on weekends, these activities will not be limited by the time, or day of the week. This is a true 24/7 meeting spot for customers. Main competitors of this 50’s style dine in restaurant contain just a few companies, such as Sonic and Dog N Suds. Dog N Suds is closer in proximity, in downtown greenwood, but is limited due to the restaurant size, limited hours of operation, and overall unstableness of the franchise. The nearest Sonic is in Camby, which is about 20 miles southwest of the city of Indianapolis. Sonic has no room to be able to handle any size of a crowd, and is in a far location from most consumers. Although other fast food restaurants are in the area, such as Wendy’s, McDonalds, and Burger King, non offer the wide selection of food, the drive in service, the 50’s style atmosphere, or the parking lot that can cater to large groups of people. Since AutoRama Drive N is just a local startup company, most advertising will be done locally, and through word of mouth. AutoRama will sponsor local events and meets, and take part in being socially responsible in the local community. Since AutoRama will be based more towards the auto enthusiast culture, AutoRama’s main focus will be advertising to car groups and clubs, local car shops, and online forums where local communities share common interests in cars in online blogs and forums. AutoRama will be a clean, family friendly atmosphere. There will be strict rules enforcing cleanliness, appropriateness, and great quality and service. The drive in part of the parking lot will have intercoms with a menu available to look at when ordering to ease the process if you do not wish to get out of your car. This will also help to keep costs down, due to fewer employees needed if the consumer does not require face to face interaction. Food available will include fast food meals such as hamburgers, hot dogs, and french fries, but also a more full service feel with ribs, tenderloins, and various chicken meals available. If fast food doesn’t seem to fit your eating habits, there will also be healthy alternatives available, such as salads, grilled items instead of fried and healthier side items such as side salads, baked potatoes, slaw, and vegetable mixes. All meals will be produced quickly, allowing the consumer to order and go, or sit and relax while enjoying their fresh cooked meal. To promote AutoRama’s business, especially during startup, there will be discounts for supporting car club members, and forum members. This will help get the business out there, while also marketing to the auto enthusiasts the company is going for. Management Team and Company Structure The management team will be limited during first startup, until additional resources are needed. The startup will consist of Nicholas Boothe, the founder of the company, Amanda Rachel, assisting manager, and Kevin Donald, assistant manager. As the company grows, responsibilities and roles may change, with the addition of personnel and division of responsibilities. With the lesser amount of workers for start up, this will keep overhead low, allowing the business to grow, but keeps key positions for success filled. This will cause more work for current employees, but will pay off in the end as the company develops and grows. Nicholas Boothe, founder of AutoRama Drive N, has extensive restaurant and food experience. He has worked in the restaurant/fast food industry since the age of 14. He has held every position in the restaurants he has worked at, allowing him to gain experience and knowledge of all aspects of the restaurant business, working in businesses that have expanded, and early on, businesses that were closed. He has a BA from the University of Indianapolis in Finance and Management. Nicholas will be able to take care of the company’s finances, along with managing other employees, including scheduling, meeting local and national work and safety laws, and taking the company to the next level. Amanda Rachel has had 6 years in the restaurant industry. Amanda has a BA from the University of Indianapolis in Marketing and Business Administration. Amanda will take care of the bulk of the marketing strategy for AutoRama. She will assist Nicholas in marketing the company to locals, and establishing a following of customers in the surrounding area. Amanda will also work with local shops in getting the AutoRama name out into the public, as well as into the automobile based community. Kevin Donald, who served in the United States Air Force, and also managed a small franchise in California, nearly doubled the sales of his restaurant in 13 months, has decided to put his time and interests into this new venture. While Kevin has no educational background in this area, the skills he learned while serving, and the on the job experiences are more than enough to qualify him for a management position. With these three key manager positions filled with people that know the business, have seen different strategies, and seen businesses fail, this should be a firm foundation for a promising company. For the first three quarters of operation, Nicholas will not be taking any salary for the company. This will allow a salary of $26,000 per Kevin and Amanda, who have no stake in the company. This will allow the management team to evaluate where the company stands financially, the growth rate, and what, if anything needs to be changed. During these first three quarters of business, the company will project sales based on weekly performance, and allow room for growth, especially when key events are being held. If the company is growing at a steady rate, this will allow for the hiring and training of more employees. If the company seems to be lacking in any area, these constant evaluations will show where improvement is needed, and will be addressed immediately. As the company grows in the future, more staff will be needed, along with different shifts for scheduling purposes. There will be an afternoon to early evening shift, from 11am-6pm, and an afternoon to evening shift, from 4pm-11pm. This will allow for overlapping during the busiest evening hours. Beginning and ending shifts will also require workers to show up, 30 minutes early, and stay 20 minutes late, to help with the days start up, and clean up after shifts. This will be a fast paced workforce where everyone is there to help. Although there are designated managers, and people in charge, the company will operate on a horizontal basis, where no one will be looked down upon because of the position they hold. Everyone will be seen as an employee of AutoRama. Training will be up to each manager, all of whom possess the skills necessary to run each part of the business. Every employee will be trained in each job category, so there will be no shortage of help if one part of the business becomes backed up, or is understaffed at any point. Starting wages for servers would be $4. 13 an hour, two dollars more than servers get at other restaurants, as this position will be mainly tip based. Cooks will receive a starting wage of $8. 00 an hour, with re-evaluation after the first 30 days, then every six months after that. Cashiers will start out making $7. 50 an hour, with the same re-evaluation as other positions. Each employee can look to work between 25-35 hours at first, with hours evening out as the company grows, and more employees are added. This will prevent employees from becoming overworked, but still provide an adequate amount of hours to support their needs. Operations Plan The management team is made up of professionals that have experience in the industry, and know what works best through strategies and planning. AutoRama will be managed by a horizontal, open door type of management philosophy. Since this is a small startup business, all input is welcome, and everything will be reviewed and considered into implementation if there is belief from the whole that the new concept could help the business. Filling positions will be a process, gone through with the approval of each manager, to make sure each member is a perfect fit for the company. After completion of an application, each potential employee will be subject to an interview with each manager. After the interviewing process, there will be a 30 day trial period, where an employee, if not meeting up to performance standards, may be let go for any reason. After the 30 day trial period, a review process will be put in place to let the employee know what they can work on, what they are doing well, and just overall performance feedback. Each position at AutoRama will have a step-by-step outlined process of rules, guidelines, and procedures for all duties and responsibilities associated with employment. Staff selection will be based on availability, experience, and overall appeal to work in a business and helping it grow and succeed. Food supplies will be obtained mainly through food wholesalers in the area, with inventory closely being monitored to more closely project the company’s exact needs. As the company grows, it can move from wholesalers to companies that take orders and deliver needed goods, such as Piazza Produce, or other locally popular companies. There will be refrigerators and freezers with enough capacity to store all goods needed to operate on a daily basis, along with room for excess reserves. All equipment will be purchased, rather than leased. This will allow the sale of equipment if the company decides to upgrade, or replace with newer units, and able to recoup some of the initial investment. This will also allow the business to use the equipment as long as possible, or until a better solution is acquired, and will reduce downtime if the lease runs out and the unit must be replaced, etc. AutoRama will comply with all local and state regulations according to restaurant food and safety guidelines. There will be guidelines to be followed to ensure a healthy atmosphere. AutoRama will also be teaming up with local law enforcement according to the auto enthusiast area of the business. AutoRama will enforce a strict set of rules for cars that frequent the parking lot of the restaurant. There will be a small fee for the use of the area, and reserved areas during promotional activities. With this fee, a window decal will be provided. With this decal, there is a promise to adhere to all laws on the roads, and be safe for themselves and others. Those who do not wish to partake in the decal program will not be allowed access to the site during closed business hours. This will let the police know who is welcome, and the guidelines they must follow. This will prevent the generalizations given to car enthusiasts as a whole, which will provide better relations between the auto community and law enforcement. On a daily basis, all inventories will be checked twice, in the mornings and evenings, for availability, as well as quality. The restaurant and its surroundings will also be inspected for cleanliness. Upon completion of these two steps, it is time to begin the day, and start food preparation. All ovens, grills, and fryers will be turned on and checked, and set to cooking temperatures. As the daily employees show up for their shifts, they must make sure everything is set up properly, and ready for customers. Since all employees are trained in every part of the restaurant, if there is anything that needs to be done, anyone can do it. The management team will be responsible for the smooth running of operations on a daily basis. They must make sure all employees schedules meet the company’s needs, as well as comply with the availability of the employees. The basic operational hours are 11am to 11pm, with hours varying on holidays, as well as special events that AutoRama will be holding. During these hours, the management team must make sure the hours are staggered, with the most employees scheduled during peak business hours during the day. Employee’s breaks must also be kept in check to ensure compliance with federal regulations. AutoRama is located on the south side of Indianapolis, where there is a dense population of middle to high class citizens. This is also where the majority of automobile enthusiasts tend to congregate during the weekends, as well as the where the majority of car events tend to be held. This puts AutoRama in the main focus area of the target population, as well as accessible from main roads to provide ease of access. This gives visibility to a greater number of people, which could be critical to the success of the business. Product/Service Design and Development Plan As AutoRama is a startup company, there lay many obstacles left in the future. With a plan, those can be easily achieved and overcome. The schedule starts as an outlook from where the business is now, in the development and planning stages. The timeline before startup is approximately 16 months. In this time, all decisions about products served, advertising and promotion structure, companies used for products, building and materials needed, etc. will be distinguished and put into development. First, a site for the business needs to be found. Allow approximately two months to find the right site for the foundation, and development of the business. During this time, an overview of the building needs to be developed, and planned out, so as soon as a business site is found, the building development can begin. Once a business site is decided upon, AutoRama needs to start looking for distributors in the area to receive its inventory from. This is a critical part of planning, because timeliness and availability is essential to the business. This will take about 3 weeks to study and inquire into different distributors and complete the proper research and background checks. During this time when the physical business is not yet finished being built, the focus can be put on non-tangible goals. Here, AutoRama will look into the advertising and promotion aspects for the best way for the business to get its name out, attract new customers, and keep existing customers continually coming back. The most cost-effective, farthest outreaching ideals will be put in place. This will take approximately 3 months to study, test, and decide on implementation strategy. Next the equipment will be decided upon. The equipment that fits the needs of the business and that will be able to meet any goals, and handle all production needed of the kitchen, will need to be found. Different manufacturers will need to be contacted, so that each product may be researched, and possibly tested before purchase, to make sure the equipment will be adequate and cost effective. This process should take approximately 2 months. What will make or break the business is the food, or the product. You can have the best equipment and best ideas of a business, but if the food isn’t up to par, then everything else becomes a moot point. AutoRama will be testing many ingredients in the different recipes, and providing samples for feedback before deciding on the best recipe for the food for the business. Once a recipe for each product is reached, a trade secret must be obtained to make sure the food at AutoRama stays unique and sets itself apart from the competition. Allow about 3 months for all testing and experimenting with the recipes. About this time, the physical building should be reaching completion. During this time, the outlay will be critiqued, and finalized for the optimization of space. Once the kitchen and â€Å"behind the scenes† space of the building are finalized, the dining area, or customer area, needs to be designed. Since the theme of AutoRama Drive N is that of a 50’s diner, the approach and overall look of the area should reflect this time change. Decisions on materials, as well as delivery and setup, should take approximately 3 months to be finished. During the remaining two months, finalizations should be under way, including the selection of staff, scheduling setup, and process of day-to-day activities should be set up. During this time, training will also occur, as well as an opening strategy for the first month’s startup, and a special grand opening plan. This allows time for mishaps to be taken care of, and everything to be in order in time for operations come March. Challenges and risks aren’t always preventable. AutoRama acknowledges that everything can’t be perfect, and recognizes some risks and challenges it may have to overcome. If the distributor falls through, or cannot meet orders, there must be a backup plan in order, with a different company that would be able to deliver. This will prevent a sudden reduction in inventory, which could be very bad for business. Indiana is known for its fluctuating weather. If for some reason the weather slows down the development process of the business, there is an allowance of time the last two months to provide some room for inaccuracies in time planning. The business plan is also set up to be able to start at a later date if it becomes necessary. Financial Section The company is privately held by Nicholas Boothe, Amanda Rachel, and Kevin Donald. Each member contributed $125,000. 00 for startup capital, with an additional loan of $77,500. 00. This will allow for all startup costs to be taken care of, as well as backup funds in case something unforeseeable happens. This will allow AutoRama Drive N time to acquire and generate its own funds, and function solely upon itself. Each member owns one third of the business, until year three, where there will be an option for Kevin and Amanda to sell their share in the business to Nicholas. AutoRama Drive N| | Balance Sheet Year Beginning March 1, 2011| | Assets| Liabilities| Current Assets (cash)| $10,000| Current Liabilities| $44,000| Petty Cash| $0| Accounts Payable| $34,000| Accounts Receivable| $0| Notes Payable| $68,500| Inventory| $10,200| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| Other| $120,600| | | | | Total Assets| $392,900| Total Liabilities| $392,900| AutoRama Drive N| | | Income and Expense Statement| | | Month Ending March 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $182,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$54,720. 00| | | Gross Profit| $124,400. 00| | | (1) Avg. 600 guests weekday, 900 Friday and 1200 weekend @ average $8. 0 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $5,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $6,500. 00| | 009| Utilities| $1,300 . 00| | 010| Insurance| $700. 00| | 011| Equipment | $25,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $52,760. 00| | 015| Operating Profit| $71,640. 00| | 016| Taxes| $20,059. 20| | 017| Net Profit| $51,580. 0| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending April 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $166,400. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,920. 00| | | Gross Profit| $113,200. 00| | | (1) Avg. 550 guests weekday, 800 Friday and 1100 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009 | Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $12,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $35,760. 00| | 015| Operating Profit| $77,440. 00| | 016| Taxes| $21,683. 20| | 017| Net Profit| $55,756. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending May 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $132,800. 00| | 002| Discounts (2)| -$1,800. 0| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$39,840. 00| | | Gross Profit| $89,680. 00| | | (1) Avg. 400 guests weekday, 650 Friday and 950 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $ 3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $8,000. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $31,760. 00| | 015| Operating Profit| $57,920. 00| | 016| Taxes| $16,217. 60| | 017| Net Profit| $41,702. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending June 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $152,000. 00| | 002| Discounts (2)| -$1,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$45,600. 00| | | Gross Profit| $103,120. 00| | | (1) Avg. 500 guests weekday, 700 Friday and 1025 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $27,760. 00| | 015| Operating Profit| $75,360. 00| | 016| Taxes| $21,100. 80| | 017| Net Profit| $54,259. 20| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending July 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $187,200. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$56,160. 00| | | Gross Profit| $125,760. 00| | | (1) Avg. 600 guests weekday, 950 Friday and 1250 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 06| Part Time Employee Wages| $8,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $5,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $4,000. 00| | 012| Equipment Upkeep| $550. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $33,960. 00| | 015| Operating Profit| $91,800. 00| | 016| Taxes| $25,704. 00| | 017| Net Profit | $66,096. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending August 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $164,800. 00| | 002| Discounts (2)| -$3,800. 00| | 03| Allowances (3)| -$1,480. 00| | 004| Cost of Goods Sold| -$49,440. 00| | | Gross Profit| $110,080. 00| | | (1) Avg. 500 guests weekday, 850 Friday and 1150 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $6,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $4,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $3,500. 00| | 12| Equipment Upkeep| $450. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $30,360. 00| | 015| Operating Profit| $79,720. 00| | 016| Taxes| $22,321. 60 | | 017| Net Profit| $57,398. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending September 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $139,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$41,760. 00| | | Gross Profit| $93,660. 00| | | (1) Avg. 400 guests weekday, 750 Friday and 1000 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $67,400. 00| | 016| Taxes| $18,872. 00| | 017| Net Profit| $48,528. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending October 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $115,200. 00| | 002| Discounts (2)| -$2,800. 00| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$34,560. 00| | | Gross Profit| $76,860. 00| | | (1) Avg. 300 guests weekday, 600 Friday and 900 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 0| | 006| Part Time Employee Wages| $4,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,500. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $26,260. 00| | 015| Operating Profit| $50,600. 00| | 016| Taxes| $14,168. 00| | 017| Net Profit| $36,432. 00| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending November 30, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $86,400. 00| | 002| Discounts (2)| -$2,800. 0| | 003| Allowances (3)| -$980. 00| | 004| Cost of Goods Sold| -$25,920. 00| | | Gross Profit| $56,700. 00| | | (1) Avg. 250 guests weekday, 400 Friday and 650 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,750. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,900. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $2,500. 0| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,660. 00| | 015| Operating Profit| $32,040. 00| | 016| Taxes| $8,971. 20| | 0 17| Net Profit| $23,068. 80| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending December 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $93,600. 00| | 002| Discounts (2)| -$3,800. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$28,080. 00| | | Gross Profit| $61,040. 00| | | (1) Avg. 275 guests weekday, 425 Friday and 700 weekend @ average $8. 00 per transaction. | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,950. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $3,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $24,360. 00| | 015| Operating Profit| $36,680. 00| | 016| Taxes| $10,270. 40| | 017| Net Profit| $26,409. 60| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending January 31, 2011| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $83,520. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 004| Cost of Goods Sold| -$25,056. 00| | | Gross Profit| $56,384. 00| | | (1) Avg. 240 guests weekday, 380 Friday and 635 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,150. 0| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 013| Depreciation| $500. 00| | 014| Total Expenses| $22,560. 00| | 015| Operating Profit| $33,824. 00| | 016| Taxes| $9,470. 72| | 017| Net Profit| $24,353. 28| | AutoRama Drive N| | | Income and Expense Statement| | | Month Ending February 28, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $88,160. 00| | 002| Discounts (2)| -$1,400. 00| | 003| Allowances (3)| -$680. 00| | 04| Cost of Goods Sold| -$26,448. 00| | | Gross Profit| $59,632. 00| | | (1) Avg. 255 guests weekday, 415 Friday and 660 weekend @ average $8. 00 per transaction. | | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $8,160. 00| | 006| Part Time Employee Wages| $3,650. 00| | 007| Rent| $4,500. 00| | 008| Advertising and Promotion| $2,400. 00| | 009| Utilities| $1,300. 00| | 010| Insurance| $700. 00| | 011| Equipment | $1,500. 00| | 012| Equipment Upkeep| $350. 00| | 13| Depreciation| $500. 00| | 014| Total Expenses| $23,060. 00| | 015| Operating Profit| $36,572. 00| | 016| Taxes| $10,240. 16| | 017| Net Profit| $26,331 . 84| | AutoRama Drive N| | Balance Sheet Year Ended February 28, 2012| | Assets| Liabilities| Current Assets (cash)| $20,000| Current Liabilities| $44,000| Petty Cash| $2,000| Accounts Payable| $34,000| Accounts Receivable| $18,000| Notes Payable| $68,500| Inventory| $5,800| Interest Payable| $8,200| Prepaid Expenses| $4,200| Taxes Payable| $12,000| Fixed Assets| $200,000| Federal Income Taxes| $60,000| Buildings| $120,000| State Income Taxes| $20,000| Equipment| $38,500| Property Taxes| $25,600| Furniture| $10,000| OTHER| $146,200| | | | | Total Assets| $418,500| Total Liabilities| $418,500| AutoRama Drive NCOGS- Year Ended February 28, 2012Sales $1,591,680. 00Net Cost of Goods Sold $ 382,003. 20Gross Profit On Sales $1,209,676. 80 AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending May 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $507,200. 00| | 002| Discounts (2)| -$10,800. 00| | 03| Allowances (3)| -$6,480. 00| | 004| Cost of Goods Sold| -$152,160. 00| | | Gross Profit| $337,760. 00| | | (1) Mar:625,930,1250 Apr:550,850,1125 May:500,680,970| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $18,600. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $16,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $92,090. 00| | 015| Operating Profit| $245,670. 00| | 016| Taxes| $68,787. 60| | 017| Net Profit| $176,882. 40| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending August 31, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $517,120. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$155,136. 00| | | Gross Profit| $338,884. 00| | | (1) June: 525,715,1030 July: 600, 975, 1280 Aug:530, 870, 1180| | (2) Discounts for club members and coupons| (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilit ies| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $243,194. 00| | 016| Taxes| $68,094. 32| | 017| Net Profit| $175,099. 68| | AutoRama Drive N| | | Income and Expense Statement| | | Quarter Ending November 30, 2012| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $381,440. 00| | 002| Discounts (2)| -$16,200. 00| | 003| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$114,432. 00| | | Gross Profit| $243,908. 00| | | (1) Sept:450, 750, 1025 Oct:400,600, 930 Nov:325, 480,740| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 0| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 00| | 013| Depreciation| $1,500. 00| | | |   | | 014| Total Expenses| $95,690. 00| | 015| Operating Profit| $148,218. 00| | 016| Taxes| $41,501. 04| | 017| Net Profit| $106,716. 96| | AutoRam a Drive N| | | Income and Expense Statement| | | Quarter Ending February 28, 2013| | | Income | | | | | | | | Acct Code| Item| Amount| | 001| Sales (1)| $277,760. 00| | 002| Discounts (2)| -$16,200. 00| | 03| Allowances (3)| -$6,900. 00| | 004| Cost of Goods Sold| -$83,328. 00| | | Gross Profit| $171,332. 00| | | (1) Dec:300, 440,720 Jan: 270,390, 640 Feb: 275, 420, 665| | (2) Discounts for club members and coupons| | (3) Allowances for special deals, unsatisfactory experience| | | | | Expenses| | | | | | | | Acct Code| | | | 005| Full Time Employee Wages| $26,640. 00| | 006| Part Time Employee Wages| $19,200. 00| | 007| Rent| $13,500. 00| | 008| Advertising and Promotion| $19,500. 00| | 009| Utilities| $3,900. 00| | 010| Insurance| $2,100. 00| | 011| Equipment | $8,000. 00| | 012| Equipment Upkeep| $1,350. 0| | 013| Depreciation| $1,500. 00| | 018| Dividend Payment- Owners| $27,000. 00| | 014| Total Expenses| $122,690. 00| | 015| Operating Profit| $48,642. 00| | 016| Taxes| $13,619 . 76| | 017| Net Profit| $35,022. 24| | | | | Risk Assessment Although potential risks are unwanted, it makes a business and its partners stronger to be fully aware of any risks associated within the market. However unlikely some events may seem, to have a strategy to overcome these forebodings will allow the business a greater chance of survival. In the fast food/dine-in industry, there are factors that are out of anyone’s control. Listed are possible risks that may be associated with AutoRama Drive N, and the industry as a whole: * Increasing food prices, such as beef, potatoes, etc. * In the restaurant industry, profit margins on food products is slowly shrinking, as prices for food increase because of feed prices, fertilizers, and demand continue to grow. * Economy continues in recession * The economy is slowly recovering from the drastic downturn it took over the past several years. Markets are slowly starting to recover, and businesses are slowly returning to before recession standards. Auto crowd does not convene as much as anticipated * With this being a drive-in style restaurant, and advertising mainly to the automotive crowd, the auto enthusiasts are a large proportion of the consumers AutoRama hopes to reach. If there is not enough support from the auto community, resources will have to be reallocated more towards the advertising and promotions to draw in the desired customer basis. * Location * Altho ugh planning and research went into the decision of location, if the location does not prove to be optimal, then advertising and promotions must change in order to bring in the desired crowd. Once the customers have experienced the unique atmosphere and food that AutoRama delivers, this will become less of a risk. * Appeal * AutoRama must appeal to the local customers in the surrounding area. Since this is a small startup business, the customer base is minimal, and during the first startup, it is crucial to the businesses success to get the name out there, and appeal to the local customer base. Through research and planning, these risks can be greatly minimized, some almost non-existent. Having a plan to deal with each of these areas is crucial all around for the businesses development and survival.

Top Resume Trends for 2017

Top Resume Trends for 2017 2017 offers great opportunities for all job seekers both actively searching, and for those passively looking for new job opportunities. The average job search can take around six months, so if you want to change jobs this year, it’s definitely time to get serious about the process. The more work you do now on your resume and application package, the less work you’ll have to do later- and the more flexibility you’ll have if a great opportunity suddenly comes along. Resumes and job searches don’t change too drastically year-to-year†¦meaning, you likely won’t need to suddenly learn how to make a hologram resume for your next job. What does change is the following areas:TechnologySkill trendsEconomic realities and available jobsThe last one, well, there’s only so much you can do about that. Unless you are the Chairperson of the Federal Reserve, or in a similarly major position of power in the economic sector, it’s unlikely that youâ⠂¬â„¢ll be able to sway how much leeway companies will have to bring on new talent and fill existing openings. It’s still an important factor to keep in mind when you think about your near-future job hunt, though- knowing the general health of the economy and how your industry is doing in particular can help you decide when it’s time to get out there and look for a new job, or hold back and see if things are brighter in a few months. If you need a new job regardless of the economy or how many openings there are in your field, it’s still important to know what’s going on.The other two (technology and skills trends) are areas you can seize upon to get your resume ready for 2017 and beyond.To get a quick start,  you can also download free templates from our Resume Library to get started on your resume creation.What to Include for Your 2017 ResumeSocial Media DominanceEvery person is a brand these days, and that trend will continue to grow stronger in 2017. Make sure yours is in great shape as you look ahead to the next year. Your resume should include links to your career-relevant social media profiles, like LinkedIn, or Twitter if you use it to talk about things related to your field. You can slip those right into the header, where you put your contact information.Jesse Myname21 Jump StreetNew York, NY 88888JesseM@emaildomain.comLinkedIn: www.linkedin.com/JesseMynameTwitter: www.twitter.com/JesseMynameThoughtsIf you use your accounts primarily for personal stuff, don’t include them on your resume. And if you really don’t want hiring managers or recruiters poking through the Facebook page you’ve had since you were young and making incredibly questionable choices in friends and photo ops, make sure those accounts are set to private. Even if you don’t provide direct links, you can assume that people will do a Google search on your name, and you don’t want any preventable issues to come back and haunt your 2017 professional self.In addition to any social media cleanup, you can start building up your professional social media presence. If you don’t have active social media accounts, start them! Create a Twitter feed, and start following movers and shakers in your field. If you don’t feel comfortable creating your own content yet, you can still retweet others or post links to interesting (and- again- work-appropriate) links. If you have accounts but have let them fall by the wayside (of which I plead guilty), there’s no time like the present to get them back up and running with current content and an updated profile. It’s all about increasing your visibility as a solid professional voice.Your Vast Tech KnowledgeThese days, there’s an online tool or an app for just about everything. Know what apps and programs are hot in your field right now, but also keep an eye on trends that are just starting, or just picking up speed. Blogs are a good resource for trends, and in addition to any blogs or publications that are specific to your industry, places like Forbes and U.S. News are handy resources for what’s happening now, and what’s coming along soon.Once you know the tech that’s most relevant to your field, you can get more familiar with them and then add them to your resume. Technological skills and mastery are hard skills, and should get their own section on your resume. You’ll want to include bullets for all of the systems or programs you’ve worked with, as well as any apps.Evidence of Emotional IntelligenceOne trend that’s been emerging in hiring, and will continue to grow, is the hunt for emotional intelligence. Remember, companies aren’t just hiring people to do a job- they’re also hiring a colleague. Emotional intelligence is kind of the web of soft skills/people skills that you bring to the table. It’s important to employers because they’re looking for a team member, which means they have a vested interest in finding candidates who not only have the skills and experience to do the job well, but also to work with other team members, clients, etc.So how do you demonstrate your emotional intelligence on your resume? When listing your skills as bullet points, provide a brief example of how you put that skill into play. For example:Management skills – Led a multi-city team of sales reps to an 8% increase in overall sales.Communication skills – Messaged quarterly revenue reporting to internal stakeholders and clients.Team-building skills – Hosted on-site training sessions for new hires, and spearheaded the creation of an in-house mentoring program.Your resume won’t provide too much space for stories, so keep the bullets short and to the point. You can come prepared with more anecdotes and examples of your soft skills once you have an interview.To get a quick start, access our Resume Library to download resume templates to help you create the perfect resume.What NOT to Include for Your 2017 ResumeToo Many Bells and WhistlesYou might be hearing all sorts of things about how everyone is going to have a video resume soon, or a fancy graphic resume. Those may be moving somewhat ahead of the holographic resume I mentioned earlier, but at this point you really don’t need to worry about fancy formats. Unless you’re a graphic designer, there’s really no need to go out and cute-ify your resume.And right now video resumes are best for actors and reality show auditioners. Unless you fall into either of those categories, the classic resume document is best. But the good news is that you can play around with styling and templatesAn Objective/Summary StatementThe simple objective or summary statement (a one-liner outlining your experience/goals and their application to the job at hand) is actually a pretty controversial debate.  There’s no hard and fast rule with this one, but if your leaner, meaner resume for 2017 looks better without, you shouldn’t feel obligated to include that statement. Just make sure that your bullet points are very strong, and convey the specific message you want the reader to get.ReferencesThe days of appending a list of names and contact information to your resume are gone, my friend. It’s pretty well understood by potential employers that if you get to the next level (interview, background check, or other vetting) that you’ll pony up the names of people who will vouch for your awesomeness. There’s no real need to provide that up front, unless the company or job description specifically asks for it. You also don’t need to include a line about references being â€Å"available upon request.† It’s kind of redundant, and it takes up valuable space on your resume. So take that line, and add another concrete skill or experience bullet that further illustrates how great you are for t his job.As you get ready for your 2017 resume, the main thing to keep in mind is that you want to expand your horizons with new skills, and show that you’re plugged into changes and shifts in your own industry. Those come faster than ever these days, so the more you can show your nimbleness with new skills and social media, the better you’re positioning yourself for a very successful career year.Example resume templates for different jobs:How to Write a Perfect Customer Service Resume (Examples Included)How to Write a Perfect Administrative Assistant Resume (Examples Included)How to Write a Perfect Retail Resume (Examples Included)How to Write a Perfect Teaching Resume (Examples Included)How to Write a Perfect Human Resources Resume (Examples Included)How to Write a Perfect Food Service Resume (Examples Included)How to Write a Perfect Construction Resume (Examples Included)How to Write a Perfect Internship Resume (Examples Included)How to Write a Perfect Receptionist R esume (Examples Included)For more resume templates, access our Resume Library.

Global Management Information systems coursework Essay

Global Management Information systems coursework - Essay Example The functional task produces and installs technology inside the organisation, which then facilitates in attaining the potential of computerizing business procedures within managerial activities (Laudon & Laudon, 2009, p. 192). The exploitation of an IT infrastructure is a requisite for this function and supports in choosing a business approach. In the same time, the aggressive function concentrates on competence by rising IS traits’ means of getting new bases of competitive gain within the market by installing new IS functions. This role has a major effect on organisational alteration and sustains an organisation’s aptitude to boost its IS potential (Bharati et al, 2010, p. 213). IS strategic planning aspects can be classified in various methods with respect to IS incorporation within business. The majority of configuration models are consisted of two aspects, â€Å"namely ‘fit’, which considers both the external and internal environments of an organisatio n, and ‘linkage’, which is the business-IS alignment† (Oz, 2008, p. 76). In addition, strategic IS planning (SISP) efficiency have five aspects, together with (1) configuration, (2) testing, (3) collaboration, (4) enhancement of potential, and (5) involvement. Nonetheless, these aspects of SISP efficiency are then controlled by â€Å"six process dimensions of SISP† (Hirsschheim et al, 2009, p. 222), - by (1) completeness, (2) formalisation, (3) concentration, (4) flow, (5) contribution, and (6) steadiness. A 3-phase model can be applied to assess these aspects in addition to their efficiency. This model has three phases: (1) introductory, (2) growing, and (3) established (Stair & Reynolds, 2011, p. 199). It has been debated that equilibrium should be present amid consistency and flexibility to authorize the procedure to be successful in controlling the organisation during the interim period while, at the same time, developing upcoming technology as well as markets. Each one of these tasks as well as aspects of IS decision makers in knowing the use of IS in the organisation and in finding out IS advantages. Keeping this in consideration, this effort considers the flexibility of applying strategic gains of global IS during IS strategic planning to create a classification for assessment as well as knowledge of these advantages. This classification may as well be utilized as a device to support the planning group during the IS planning procedure (Tan, 2002, p. 43). As a growing number of organizations increase their functions into global markets, with the intention of accomplish something, they should to be aware of the substantial civilizing, fiscal, as well as political variety that is present within different regions around the globe. For these reasons, despite the fact that IT is a significant facilitator and, on several occasions, a driver of international business growth, it cannot be applied homogeneously all over the world. In the last couple of years, the world has observed an extraordinary growth of commerce within international markets. Initially imagined by McLuhan (1964), the thought of a ‘global village’, has become a reality at last. At the same time, there is awareness that IT has a vital part in the â€Å"race towards globalization† (Avgerou, 2003, p. 99). IT has been a decisive facilitator of globalization in the majority of instances and an initiator in a number of cases. Now, transnational