Billiken Ventures

Business Education Through Experience

October.17.2016

CONFIDENTIALITYNOTICE:THISBUSINESSPLANCONTAINSTRADESECRETSANDOTHERCONFIDENTIALANDPROPRIETARYINFORMATIONOFBILLIKENVENTURES.

ACCORDINGLY,THISBUSINESSPLANISCONFIDENTIALANDISINTENDEDSOLELYFORTHEINFORMATIONOFTHEINDIVIDUALORENTITYTOWHICHITISDELIVEREDBYORONBEHALFOFBILLIKENVENTURES.BYACCEPTINGACOPYOFTHISBUSINESSPLAN,THERECIPIENTAGREESNOTTOCOPY,DISTRIBUTEOROTHERWISEDISCLOSETHISBUSINESSPLANORITSCONTENTSORANYOTHERRELATEDINFORMATIONTOANYOTHERINDIVIDUALORENTITYWITHOUTTHEPRIORWRITTENCONSENTOFBILLIKENVENTURES,AND

TORETURNTHISBUSINESSPLANTOBILLIKENVENTURESUPONREQUEST.

I. Executive Summary

Fortune, Forbes, and Entrepreneur all claim the millennial generation is the mostentrepreneurial generation yet.1 Prior to starting their businesses, many of these millennialentrepreneurshavehadnobusinessexperienceoreducation.Eventhosewhodo,though,havelittle knowledge of how to actually run a business or respond to the roadblocks they willencounter.

Thus, it is importanttopreparepeopleforthesechallengingexperiencesbyeducating

students on how to be entrepreneurs before they ever become one. Education throughtraditionalclassworkandstudiescanbeextremelybeneficial,butitlacksthehands-onnatureofmost entrepreneurial endeavors. This iswhyBillikenVentureswill aim to give the futureentrepreneursofSaintLouisUniversity“BusinessEducationThroughExperience”.

BillikenVenturesisanon-campusstudent-runcompanythatwillofferopportunitiesfor

students to start,manage, and grow actual businesses.Billiken Ventures will be the parentcompanyofseveralsmallercompanieswithdirectobjectives.Theconcept isbasedonsimilarideasfromotheruniversities,suchasTheCorpatGeorgetownwhichcurrentlyemploysnearly200 students with yearly revenues of over $5 million.2 Similarly, the University of Dayton’sFlyer’sEnterprisescurrentlyrunssevenseparatedivisionswhilebringing inarevenueof$1.3millioneachyear.3 Astheumbrellacompany,BillikenVenturesitselfwillservethegeneralcommonneedsofitssubsidiariessuchaslegal,accounting,humanresources,andotherback-officesupport.Toinitiatethebusiness,BillikenVentureswilllaunchfourdifferentprojectswiththeintentionofadding additional projects as resourcesbecomeavailable. Eachprojectwill bemanagedas aseparatebusinesswhilecontractingthecommonneedsfromtheumbrellacompany. The purpose of this plan is to, one, justify the need for an on-campus, student-runbusinesssuchasBillikenVenturesand,two,outlinetheneedsandprojectionsoftheumbrellacompany and each of its four projects.WhileBillikenVentureswill focus on the purpose of“BusinessEducationThroughExperience,”itwillalsobeafor-profitbusinessseekingsuccess.

Initial funding would first be sourced from the GrowingSLU initiative at Saint LouisUniversity. If more is needed, the business will consider offering ownership to Saint LouisUniversityStudentsthroughaprivateunitoffering(makingthecompanyvaluableasastudent-owned business as well) and a possible crowdfunding campaign. As the business becomesrevenuegenerating,BillikenVentureswillbecomeaself-reliantorganizationwithprofitforitsshareholders,capitalfornewprojects,andsupportforotherentrepreneurialorganizations.1http://www.forbes.com/sites/robasghar/2014/11/11/study-millennials-are-the-true-entrepreneur-generation/#10a904ee5e92,http://fortune.com/2016/02/20/millennial-entrepreneurs-study/,https://www.entrepreneur.com/article/2719722http://www.thecorp.org/about-the-corp/3https://en.wikipedia.org/wiki/Flyer_Enterprises

II. Overview QuickDescriptions Theentities included inBillikenVenturesand the followingplanarebrieflyexplainedbelowinordertoprovidesomecontextforthereadingofthisdocument:

BillikenVenturesisanon-campusstudent-runbusinessownedbySaintLouisUniversitythatwillofferopportunitiesforstudentstostart,manage,andgrowactualcompaniesbyactingasaholdingcompanyfortheuniversity.MagisChocolateisasmallbatch,bean-to-barchocolatesocialenterprisethatprovidesan educational opportunity for Saint Louis University students through a sociallyinnovativebusinessmodel.Tidy Projects provides various design services (logos, posters,web development, andmore)tothecampusandlocalcommunityatdiscountpriceswhilegivinggraphicdesignstudentstheopportunitytoexpandtheirpersonalexperienceandportfolios.TheBillikleaner is Saint LouisUniversity’s premier option for on-campus dry cleaningandlaundry. Billathreadsisastudentownedandoperatedinternet-basedapparelprintingserviceatSaint Louis University that offers a convenient solution and enables campusorganizationsanddepartmentstopatronizesociallyresponsibleoptions.

ManagementStructure

BillikenVentureswill initiallybestructured into fiveunits– theholdingcompanyandthefourprojects.EachunitwillbealegallyindependentLLC,theprojectsownedbytheholdingcompany,with a unique groupof studentmanagers. Theholding company, as a service,willcontracttheworkofback-officesupport(accounting,legal,humanresources,etc.)fromeachofitsprojectswhileallothermanagerswillbespecifictoaproject.BillikenVentures,byexampleofbothGeorgetown’sTheCorpandDayton’sFlyer’sEnterprises,willalsobemonitoredbypart-timeadultnon-studentstaffmemberswhooversee,advise,andsustainthebusinessasawholeby acting as the stable feature of the transition-heavy student environment. A graph of themanagementstructurecanbeseenbelow:

BillikenVentures

Billikleaner TidyProjects Billathreads Magis

Chocolate

Inthisdocument,eachprojectwillbeprofiledtoexplain itsneedsandprojections.Attheendof thisdocument,a summaryof theneedsandprojectionsofBillikenVentures asawholewillbepresented.OwnershipStructure

Given the initial fundingwill come fromSaint LouisUniversity’sGrowingSLUprogram,BillikenVentureswillbeentirelyownedbySaintLouisUniversity.Asmentionedbefore,ifthecompanyisinneedofadditionalfundsthenitwillconsiderthepossibilityofofferingownershipunitstostudentsasawaytoraisecapital.ThisfollowsthemodelofFlyer’sEnterprises,inwhichthe company is independently student-run, however, it is monitored and owned by theuniversity.

Atsomeuniversities,suchasWashingtonUniversity,studentspurchaseandown100%

ofthebusinessduringtheirtimeasmanager.Thiscreatestheincentivetosucceedgreaterasthepayoutishigher.However,eachbusinessistypicallyboughtforhundredsofthousandsofdollars,thuseliminatingmoststudentsfromtheopportunitytolearnaboutbusinessduetothelackofcapitaltheyhaveaccessto.Inordertoincentivizesuccessbutenableeducation,BillikenVentureswillbeuniversityownedbutwillformulatebonuspackagestoincentivizethestudentmanagerstosucceedintheirroles.

DocumentOrganization

ThisdocumentwillfirstexaminetheindividualneedsandprojectionsofeachofthefourspecificprojectsbeforesummarizingtheneedsandprojectionsoftheentireBillikenVenturesorganization.Itshouldbenotedthateachoftheprojectswillberunindependentlybyauniqueteamofmanagers.Regardlessofthis,however,theyareeachownedbyBillikenVentures.

III. Project Profile: Magis Chocolate Manager

[Senior]

QuickDescriptionMagisChocolateisasmallbatch,bean-to-barchocolatesocialenterprisethatprovides

an educational opportunity for Saint Louis University students through a socially innovativebusinessmodel.

ProjectSummary

MagisChocolate isasmallbatch,beantobarchocolatesocialenterprisethatsellsfairtrade,organicchocolateatJesuitinstitutionsofhighereducationandintheSt.Louisarea.Thischocolateproductioncompanywillbeusedasaneducational tool forstudentsofSaintLouisUniversity by providing students in the Nutrition and Dietetics program the opportunity todevelopskillsworkingwithchocolate.Magiswillalsoprovidebusinessstudentsanopportunitytohavehands-onexperiencewithasuccessfulsocialenterprise.

Beyondtheeducationalportionofitssocialmission,MagisChocolatealsoseekstohave

apositive impactonMayancacao farmingcommunities inBelizewith its innovativebusinessmodel. The Belizean portion ofMagis’ social mission takes place in three ways: sourcing,ownership,andprofitsharing.ImpactonfarmerscomesfrompayingapremiumforthecacaonibsfromaBelizeanfarmerscooperative.Additionally,thecooperativewillbepartialownersofMagis inaneffortto increasefarmers’revenues,togivefarmersasay inthedirectionofthebusiness, and to support the cooperative’s various social initiatives. Lastly,Magis will profitshare with the specific farms and farmers from whom the beans are purchased. With itsinnovationandsocialmission,Magis–inconjunctionwithSLU–hasthepotentialtocatalyzenewtrendsofinnovation,education,andsocialimpactinuniversitiesacrossthecountry.Timeline

To launchMagis’ products andmake it a revenue-generating company, a few thingsmust firsthappen.Tobegin, initial researchcompiledby the founder’ssummerstay inBelizemustbecompiledandwrittenintoabusinessplan.Then,equipmentmustbepurchasedtoaidin the product design and development phases. Once the product itself is completelydeveloped,Magiswilllaunchitssalesandgrowthecompany.Agraphicofthetimelinecanbeseenbelow:

PlanningSummer-Sept'16

DevelopmentOct'16-Jan'17

Launch

Feb'17

FinancialImpact

SLUCommunityImpact

Magis Chocolate offers Saint Louis University a unique opportunity to give studentsexperiencewithasocialenterprise.Further,Magisbarswillserveasasymbolofinnovationinboth business and in education; and the bars,with their connection to SLU,willmarket theuniversityinboththeSt.Louisareaandacrossthecountrybyhavingtheuniversity’slogoonanethicallymade chocolateproduct that is sold inother Jesuit institutionsofhigher education.Additionally,Magiswillprovide theuniversitywith theuniqueco-educationalopportunitybyhavingnutrition&dieteticsstudentsandbusinessstudentsworkwithandforthecompany.StrategicPlanandJesuitIdentityAlignment

Seeking to be a product and business that embodies the Ignatian ideal of “magis” inseeking, doing, and being more, Magis Chocolate provides Saint Louis University theopportunitytoliveoutitsmissionsinacreative,impactful,andauthenticway.Magisembodiesthephilosophyof “menandwomen forothers”with itsprofit sharingandsharedownershipbusinessmodel. It provides SLU and its students with the opportunities to be innovators insocialchange.

FinancialNeeds

MagisChocolate is inneedofcapital inordertopurchaseequipment,payonehalfoftheyear’soperatingexpenses(beforecashflowcanpayfortheexpenses itself),andprepareforunforeseenexpenses.Thefullneedscanbeseeninthetablebelow:

ResourceandPartnerNeeds

Other than the financial needs to launch the business,Magishas a handful of otherresourcesitwillneedaccesstoinordertoobtainsuccess.Thelistofneedscanbefoundbelow:

• Partnershipwith SLUNutrition andDietetics to help developMagis’ chocolatebar

• Advisorsfromchocolateindustry• ProductionspacewithinthefoodincubatorattheSalusCenteroncampus• AccesstofoodservicesateachofthedomesticJesuitUniversities• Officialpartnershipwithfarmer’scooperative

PotentialObstacles

Relativetocompetition,whilethereareanumberofsmall-batchchocolatecompaniesinexistence,fewfocusonsocialresponsibility.Inaddition,thetargetmarketofMagisistosellonJesuitUniversitycampusesofwhichnonecurrentlyhaveasmall-batchchocolatesupplier.Whiletheseuniversitiesdohaveotherchocolateproductsforsale,surveysissuedtothetargetdemographic indicate thatMagis will penetrate 1.26% of the existing campus-stakeholderschocolatemarkettobegin.TheuniquenessofMagiswillserveasamajorstrengthandwillkeepcompetitionfrombeingamajorobstacletothegrowthofthebusiness.

Relativetothefinancial,resource,andpartnerneedsmentionedabove,therearefew

obstacles remaining. The financial needs are expected to be supported by GrowingSLU, theNutritionandDieteticsisachampionoftheideaandcanprovidestudentandspacehelp,andthelocalchocolatierisasupporteroftheideaintheindustry.

Theonlyneedsnotyetaccountedfor isaccesstofoodservicesatthedomestic JesuitUniversitiesandanofficialpartnershipwithBelizeanfarmers.Relativetotheotheruniversities,thisneed,althoughnot clearasofnow,doesnotpresent itself asa largeobstaclegiven thenetworkconnectionsofSaintLouisUniversityadministratorsandtheotherJesuitUniversities.Relative to the farmers, a relationshipwas establishedwith the target cooperative this pastsummerandwill serveasan introduction to the conversationabouta formalpartnership. Inconclusion,therearenomajorobstaclesthatwillkeepthiscompanyfromfindingsuccess.

Examples There are many examples of small-batch chocolate companies. The most relevantexampleisacompanyinSpringfield,Missouri,calledAskinosie,thathasastrongdedicationtosocial responsibilities. There are no examples of small-batch chocolate businesses at otheruniversities,butthisallowsSaintLouisUniversitytobeapioneer.AdditionalQuestions Otherrelevantquestionsthatwillbeexploredareincludedbelow:

• ShouldMagiscreateapartnershipwithalocalchocolatiertocraftanddistributetheendproduct?

IV. Project Profile: Tidy Projects Manager

[Sophomore]and[Senior]advisedbydesignProfessor.

QuickDescriptionTidy Projectsprovides various design services (logos, posters,web development, and

more) to the campus and local community at discount prices while giving graphic designstudentstheopportunitytoexpandtheirpersonalexperienceandportfolios.

ProjectSummary

Tidy Project is a student-run graphic design studio offering a full array of designservices,fromlogodesigntowebdevelopment,tocampusorganizationsandthelocalstartupcommunity. Tidy Projects will give graphic design students the opportunity to expand theirpersonalexperienceandportfoliosaspartofapaidpositioninthecompany.Meanwhile,giventhe design work is done by designers-in-training, Tidy Projects’ prices will be notablydiscounted compared to the graphic design industry. The design studio and the work itproduceswillbesupervisedbyprofessor,MartinBrief,whoinitiatedtheoriginalideaasawayforhisstudentstolearnmoreaboutgraphicdesignthroughexperience.

TidyProjectswillfocusonthreeseparateservicesforavarietyofrevenuestreams.

1. GraphicDesign(logo,flyer,poster,banner,etc.)2. WebDevelopment(turnkeySquarespacebasedwebsitebuilding)3. CampusAdvertising(turnkeycampusadvertisingsolutions)

Each separate service has a specific target audience and flat fee pricing method. In

general,TidyProjectsisinterestedinprovidinggraphicdesignservicestoboththelocalstartupcommunity and the SLU community (which includes student organizations, administrativedepartments, and professors) while web development services will be focused on the localstartupcommunityandcampusadvertisingwillbefocusedontheSLUcommunity.Timeline

Tidy Projects’ founding team is preparing to embark on a three-week test-and-learnphase inwhich the companywill initiate sales efforts in order to confirm legitimate interestfromthecommunityandvalidatespeculatedpricingmodels.Givenpositiveresults,whichareconfidentlyexpected,TidyProjectswillthenaddstaffandlaunchthecompany.

PlanningSummer-Sept'16

TesMngSept'16

IniMaMonOct'16

Launch

Nov'16

FinancialImpactTidy Projects’ financial models are based on the assumption that there will be

considerableutilizationofthegraphicdesignersSLUhasavailabletowork.Thefinancialmodelsassume a starting point of three designers and growth in the following years. Regardless ofdemand,themanagementteamwillbeabletomakeeducatedhiringdecisionsthatwillkeepthecompanyprofitable.Giventhat,thefinancialexpectationsforTidyProjectsfollow:

SLUCommunityImpactTidy Projects will provide SLU with a student-run business that will attract creative

students andbusinesses inneedof low-cost creative talent.Havinga reliable andaffordablegraphicdesignbusinessoncampuswillfacilitateinnovationatSLUandimprovetheall-aroundappeal of SLU to prospective students and families. SLU departments and organizations willhave an “in-house” option for assistance with the creative aspect of event or servicespromotions and advertisements. Lastly, graphic design students will have an excellentopportunitytogrowtheirportfoliosandhonetheirskills.StrategicPlanandJesuitIdentityAlignment

TidyProjectsalignsstronglywiththestrategicgoalsinentrepreneurshipandeducation.Thecompanywillhelpstudentslearnaboutgraphicdesignbyrunningthisoncampusbusinessthatallowsthemtobeamanagerandanemployee.Studentscanusetheseskillsasalaunchpadtoentrepreneurshipbyopeningtheirownagenciesorbecomingfreelancers.SLUwouldbefulfillingitsstrategicvisiontoenablestudentsusingnew,entrepreneurialideas.FinancialNeeds

TidyProjects is inneedofcapital inordertopurchaseequipment,payonequarteroftheyear’soperatingexpenses(beforecashflowcanpayfortheexpenses itself),andprepareforunforeseenexpenses.Thefullneedscanbeseeninthetablebelow:

ResourceandPartnerNeeds

Outsidethefinancialneedstolaunchthebusiness,TidyProjectshasahandfulofotherresourcesitwillneedaccesstoinordertoobtainsuccess.Thelistofneedscanbefoundbelow:

• Partnershipwithlocalstartupcommunityorganizationstopromotebusiness• AccesstoSLUdepartmentsandorganizationstopromotebusiness• PartnershipwithGraphicDesignDepartmentatSLUtomonitorbusiness• Studentsskilledinsalesandstudentsskilledindesign

PotentialObstacles

Relative to competition,while there are a numberof local graphic design companies,thepersonalnatureanddiscountpriceofTidyProjectsgivesthecompanyitsownsectorofthe

marketplace. Relative to the financial, resource, and partner needs mentioned above, mostobstacleshavebeenmatchedwithsolutionsandarebecomingirrelevant.

The financial needs are expected to be supported by GrowingSLU, a design is a

championoftheideaandwillmonitorthebusiness,andaccesstothestartupcommunityandSLUadministrationcanbefacilitatedthroughtheCenterforEntrepreneurship,achampionforTidy Projects as a whole. In conclusion, there are no major obstacles that will keep thiscompanyfromfindingsuccess.

Examples

Other universities, such as Princeton, have student-run graphic design businesses likeTidyProjects.However,manyof thesecompaniesareactuallysubsidizedbytheuniversity inorder tomake thebusinessmodel feasible. Thesebusinessesnormallyonly focusongraphicdesign solelywhich can sometimes fail to be a profitable business. By adding two additionalrevenue streams in web development and campus advertising, Tidy Projects legitimizes itsbusinessmodel.

V. Project Profile: Billikleaner Manager

[Junior]

QuickDescriptionTheBillikleaner is Saint LouisUniversity’s premier option for on campus dry cleaning

andlaundry.

ProjectSummaryThe Billikleaner is a service meant to empower students and encourage

professionalism.Thecompany’smission is twofold.First, it is toofferconvenient,on-campusdry cleaning services. The Billikleaner will give students experience with running a realcompanyastheysimultaneouslyprovideamuchneededserviceoncampus.Thecompanywillstrivetodeliverunparalleledconvenience incleaning forbothstudentsandfacultyalike.TheBillikleaner will outsource the actual dry cleaning of items to a community partner. TheBillikleanerintendstoofferdeliverytodormroomsandoffices. Timeline TheBillikleaner’stimelineisincludedindetailbelow:

• September2016o Beginnegotiationswithdrycleaningcompanies thathaveexistingpickup/drop

offserviceso Distribute surveys to gauge student interest and existing student/faculty dry

cleaningusageo Create promotional advertisements and website to generate and monitor

studentinteresto Designlogo,banneranddailystorageunitforclothingo Developparttimescheduleforbusinessdaysandhours

• October2016o Begincampuswidemarketingcampaigno Finishnegotiationswithdrycleaningcompanytoarrangepickup/dropoffservice

§ Finalizepricingstructurebasedonpartnerdrycleaningpriceso Finalizebannerdesignanddailystorageunitdesigno acquirecompanyassetsincluding:

§ Debit&credit/Billikenbuckequippedcashregistero Begininterviewsforstudentemployees

• November2016o LaunchTheBillikleanero Implement daily storage unit, banner with logo and student employee to

monitorclothingdropoff/pickup• December2016

o Review1monthexpensereportandtrendso Developpredictionsforfuturegrowtho Consideroperatingonafulltimescheduleo Considerpurchasinglockersfordailyclothingstorageandpickup/drop-offo Beginplansforofficialstorefrontandoffice

• January2016o Purchaselockersbasedonfuturegrowtho Setuplockersatoneormorelocationsonmaincampus

• February2016o Comparegrowthpredictionswithactualgrowtho Reviewlockerfunctionalityandstudentsatisfactionwithsurveyso Consideraddingpickup/drop-offdry-cleaningservicestosouthcampusandLaw

School§ Distributesurveystomedicalschoolandlawstudentstogaugeinterest

• March2016o With sufficient medical student interest and commitment from dry-cleaning

partner,addapickup/drop-offpointonthesouthcampusand/orlawschool§ Beginwithastudentmonitor

o Conductquarterlyreviewofnorthcampuso Finalizeandmoveintostorefrontandoffice

• April2016o Reviewonemonthexpensereportandtrendsforsouthcampusandlawschoolif

applicableo Developpredictionsforfuturegrowtho Distributesurveystogaugesummerstudentinterestandconsidersummerscale-

downFinancialImpact

Assumptions for theBillikleaner weremade based on the results of the Jay Clean atCreighton.Thesefinancialmodelswillbecorrectedwhenanofficialdrycleanpartnercomesonboard.

SLUCommunityImpact• LessrestrictionsonSLUstudentswithoutcars

o Moreenvironmentallyfriendlythanstudentsdrivingtodry-cleanersindividually• Potentialnationalrecognition• Greatlocalpressfortheuniversity• Attractbusinessstudentswhodesirepracticalexperience

StrategicPlanandJesuitIdentityAlignment

TheBilliKleanercoincideswiththeJesuitMissionthroughbusinessethics.Thecompanyaimstobeanethicalsourceofrevenuefortheuniversitywhileempoweringitsstudentstobeexposedtoethicalbusinesspracticesbeforeleavingtheuniversity.TheBillikleanerwilloperateasastraight-forwardandhonestcompanyrunbythestudentsfortheSLUcommunity.Throughearlyintroductiontokeyelementsofthebusinessandethicsstudentswillunderstandthedailylife running a business, and understand what it means to run an ethical business in thesupportiveenvironmentoftheSLUCentreforEntrepreneurship.

FinancialNeeds

ResourceandPartnerNeeds

Other than the financials needs to launch the business,Billikleaner has a handful ofotherresourcesitwillneedaccesstoinordertoobtainsuccess.Thelistofneedscanbefoundbelow:

• Aviableon-campusornear-campuslocation• Accesstouniversitystakeholdersinterestedintheservice• Officialpartnershipwithalocaldry-cleaner

PotentialObstacles

Relative to competition, there is no close-to-campus option that makes dry cleaningconvenient to SLU stakeholders. This immediately gives the Billikleaner a comfortablecompetitiveadvantage.

Relativetothefinancial,resource,andpartnerneedsmentionedabove,therearesomeobstaclesremaining.ThefinancialneedsareexpectedtobesupportedbyGrowingSLUiftheyarenotdeemedtoohighandweexpectapprovaltodoon-campusdeliveryandfindaccesstotheuniversitystakeholdersthroughtheCenterforEntrepreneurship,however,someobstaclesstillremain.

The two remainingobstacles include the locationand thedry cleaningpartner.Given

thatthecompetitiveadvantageiscenteredaroundproximitytocampus,theBillikleanerneedsanon-campusornext-to-campushomethathasyettobeidentified(theplaceintheBSChassince been spoken for). The partner to outsource the dry cleaning to is also incrediblyimportant, although a sufficient relationshipwith a dry cleaner is yet to be set up, althoughsomeconversationsareintheworks.

Examples

CreightonUniversityinOmaha,NebraskahasalreadymadewhattheycalltheJayClean.This operation partners with an off-site dry cleaner, and our students have been workingcloselywith the founder inorder tobestunderstandpricingand forecasts.WebelieveSLU’sBillikleaner could take the JayCleanastep further in termsofprofessionalismas they lackastorefront.AdditionalQuestions Otherrelevantquestionsthatwillbeexploredareincludedbelow:

• InAtlanta,acompanycalledPressBoxCleanersofferslockersatmultiplelocationsacrosstown(incommonareas,suchasthelobbyofaresidentialtower)thatcustomerscandroptheirclothesofintoandpickupafewdayslater,clean.Thereisnostorefrontandnoin-persondelivery–thelockersarethestorefrontsinmany,manylocations.ShouldBillikleanersconsiderthismodel?TherecouldbeBillikleanerlockersatthebottomofeachdorm.

• Othercompaniesalsoprovidelaundryservicesontopofthedrycleaningservices.Universitystakeholdershaveshowninterestinthisidea.Shouldweconsiderthisasafuturebusinessopportunity?

VI. Project Profile: Billathreads Manager

[Senior]

QuickDescriptionBillathreadsisastudentownedandoperatedinternet-basedapparelprintingserviceat

SaintLouisUniversitythatoffersaconvenientsolutionandenablescampusorganizationsanddepartmentstopatronizesociallyresponsibleoptions.

ProjectSummary

BillathreadsservesasanewmediumforcustomprintingoptionsofferedtoSaintLouisUniversitystudents,organizations,andadministration.ThisSLUbasedcompanywillutilizetheconsiderableadvancementsindigitalprintingtechnologythatultimatelyspeedsuptheprintingprocess, eliminating any inventory, obsolete stock, and prepress expenses. By integrating anexclusivefair-tradepolicywithsuppliers,BillathreadsholdsastrategicadvantageasSaintLouisUniversity’s facultyandstudentsseek foranapparelprintingservice thatcarriesoutpartsofSLU’smissionstatement.Billathreadswillbepartneringwith[Company],acompanyoutofSt.Charles,thatwillhostthedesignwebsiteanddotheactualprintingoftheitems.

Toclarify,Billathreadswillfocusontwospecificservicestogeneraterevenue:

1. BulkPrintingOrdersonapparelandcustomitems2. CustomApparelwebsitehostingandprinting

Underthestrategicadvantageofusingexclusivelyfair-tradesuppliers,thefirstrevenue

stream is the traditional apparel design and order process. The second revenue streamwillofferanewanduniqueopportunitytoSLUcampusorganizationsanddepartments.Inessence,a SLU organization will be able to design some items and host them on a website withBillathreads, then sell these items via the website at all times. Billathreads will have eachindividualshirtprintedandshippedasitisordered(dropshipping)whilecollectingafeeoffthetopoftheorder.ThismodelcouldpotentiallybeusedtohelpSLUorganizationsfundraisebysellingapparel.Timeline

Billathreads has already arranged a partnershipwith a local company, [Company], tohost the drop-shipping apparel websites and to outsource the printing to. Much of thecompany’ssuccesswillberootedintheawarenessofthecompanyaroundtheuniversity.Thus,followingtheplanningphasethecompanywillinitiateamarketingeffortthenofficiallylaunchthecompany.

FinancialImpact

SLUCommunityImpact

Billathreadswillhaveahugenon-financialimpactonSLUbyprovidingSLUgroupsandorganizationsoncampusasociallyresponsible,easy-to-access,customizableapparelservice.Bygiving the SLU community a fair-trade option, Billathreads will begin to change the culturenorm by encouraging to support businesses with best practices. From this perspective,Billathreadsisasmuchasocialmovementasitisabusiness.StrategicPlanandJesuitIdentityAlignment

BillathreadsalignsitselfwiththeJesuitMissionthroughtheidealsofpracticing“JesuitBusinessEthics”.Providingcustomizableapparelfromasociallyresponsiblesupplieristhevery

PlanningSummer-Sept'16

MarkeMngSept'16

Launch

Feb'17

foundationofwhatBillathreads isallabout.Afterpurchasingthiscompany’sapparel,theenduserwillultimatelyhaveadirectimpactonthefairtradelaborinitiative.Theywillbemakingadifference in theworld. It is our vision not only to provide SLU students valuable realworldbusiness experience, but also teach them to understand what it means to run an ethicalbusiness,eveninadifficultenvironmentsuchasthetextileindustry.FinancialNeeds

ResourceandPartnerNeeds

Other than the financials needs to launch the business,Billathreads has a handful ofotherresourcesitwillneedaccesstoinordertoobtainsuccess.Thelistofneedscanbefoundbelow:

• Spacetooperatesalesandcampuspick-upfrom• AccesstoSLUdepartmentsandorganizationstopromotebusiness• PartnershipwithBillikenVentures subsidiary todesignapparel forBillathreads

customers

PotentialObstaclesRelative to competition, the market for apparel printing businesses (especially on

collegecampuses)isratherflooded.However,thereisnocomparablelocalbusinessthateitherfocuses solely on fair-trade suppliers or focuses entirely on SLU organizations. BillathreadsbelievesthatifitisabletogatherthebuyingpowerofallSLUorganizationsintooneandfocusit solely on fair trade, not only will the school make a statement but it will also provecompetitiveprice-wise.

Relativetothe financial, resource,andpartnerneedsmentionedabove, therearenot

manyobstaclesremaining.ThefinancialneedsareexpectedtobesupportedbyGrowingSLU,theCenterforEntrepreneurshipwillbeprovidingthestudentworkspace,andthepartnershipwithTidyProjectswillbefacilitatedbytheparentcompany,BillikenVentures. Inconclusion,therearenomajorobstaclesthatwillkeepthiscompanyfromfindingsuccess.

AdditionalQuestions Otherrelevantquestionsthatwillbeexploredareincludedbelow:

• ShouldBillathreadsconsiderabulk-orderwithacompanyotherthan[Company]?Thecompanyisstructuredforthedrop-shippingbusinessmodelandbetterdealscouldlikelybefoundelsewhere.Regardless,thedrop-shippingandwebsitehostingrevenuestreamwillremainwith[Company].

VII. Project Profile: Billiken Ventures Managers

[Senior],[Sophomore],and[Sophomore]

QuickDescriptionBillikenVenturesisanon-campusstudent-runbusinessownedbySaintLouisUniversity

thatwillofferopportunitiesforstudentstostart,manage,andgrowactualcompaniesbyactingasaholdingcompanyfortheuniversity.

ProjectSummary

BillikenVenturesisanon-campusstudent-runbusinessthatwillofferopportunitiesforstudents to start,manage, and grow actual companies.Billiken Ventures will be the parentcompany of several smaller companies with direct objectives. As the umbrella company,BillikenVentures itselfwill serve thegeneral commonneedsof its subsidiaries suchas legal,accounting,humanresources,andotherback-officesupport.To initiatethebusiness,BillikenVentureswilllaunchfourdifferentprojectswiththeintentionofaddingadditionalprojectsasresources become available. Each project will be managed as a separate business whilecontractingthecommonneedsfromtheumbrellacompany.Timeline

BillikenVenturesconceptionwillbecharacterizedbythreephases.Theplanningphase,whichisthewritingofthebusinessplanupuntiltheacquisitionoffunds,isalreadyunderway.Thisphasewillbefollowedbythebuildingphase,inwhichprojectswillbeginusingthecapitalacquiredfromtheuniversity.Lastly,therewillbetheexpansionphase,inwhichfollowingthesuccessoftheinitialprojectsBillikenVentureswillseektoexpandwithadditionalprojects.AlistofpotentialfutureprojectscanbefoundinAppendixA.Adiagramwiththedetailsofeachphasecanbefoundbelow:

The first two phases are aimed to be completed within the first 12 months of theproject.Oncefunded,itshouldbenomorethanonemonthtomaketwoofthefourprojectsrevenue positive (Magis and Billikleaner will be so after four months). Not long after eachbusiness begins making revenue, it is to be believed that each business will be cash flow

Planning(Summer-October2016)

• BusinessPlan• GrowingSLUApplicason• AcquisisonofFunds

Building(October2016-August2017)

•  InisateProjects• EstablishProfitability• SustainProfitability

Expansion(August2017+)

• EvaluateNewOppurtunises

• ExpandonOriginalProjects

positivebythethirdmonth.TheexpansionphaseforBillikenVentureswillbelargelydecidedby the future leadership of the organization. However, the current understanding is thatBillikenVentureswillbepreparedforadditionalgrowthatthebeginningofthenextacademicyear.FinancialImpact

SLUCommunityImpactBillikenVentures’goalistoprovidebusinesseducationthroughexperience.Asabusiness

itself,BillikenVentureswillprovideahandfulofnon-financialpositiveimpactsonSLU.Theyarelistedbelow:

• Studentsgainbusinessexperiencebyrunningtheirownbusiness• Studentsexperiencefirst-handinvolvementwithsocialenterprise(MagisChocolate)

whilealsosupportingtheBelize2020initiativeatSLU.• Faculty,Students,andStaffenjoythebenefitofon-campusdeliverydrycleaning.• Organizationswillenjoylow-costartworkandwebdesignswhilestudentswillhave

opportunitiestobuildtheirartportfolios.• SLUorganizationscansupportfair-tradecompaniesbybuyingshirtsfromBillathreads

whowilldealexclusivelywithfair-tradesuppliers.• Thecampusinnovation/entrepreneurshipcommunitywillhavemajorsupportfrom

BillikenVentures,aseparatefor-profitentitypartneringwiththeuniversity.StrategicPlanandJesuitIdentityAlignment

TidyProjects

Quite simply, the strategic plan asks for entrepreneurship and newways of learning.BillikenVentures fulfillsthisbycombingthetwogoals.ThecompaniesthatBillikenVentureswill operate eachhave their ownuniquewayof aligningwith themission and strategic planmentionedintheirindividualbusinessplans.FinancialNeeds

ResourceandPartnerNeeds Many needs of Billiken Ventures are highlighted in the businesses that it owns.However,stillafewveryimportantneedsremain.

1. Billiken Ventures needs a space where it can operate and grow. The Center forEntrepreneurshipwilldofornowbutitwillneedaplacetogointhecomingtime.

2. BillikenVenturesneedsstaffoversight.Thispersoncanbepaidbythecompany,butitneeds a stable advisor to provide sustainability when students, who are learning,transitioninandoutofrolesquickly.Thisismentionedinthefinancials.

3. Billiken Ventures needs extensive legal work to sort out how the company will bemanagedandgoverned. IwouldhopeSLU, theownerof the company, couldprovidethiswork.

TidyProjects.

VIII. Appendix A: Potential Future Projects FuturepossiblebusinessestobeconsideredbyBillikenVenturesinclude:

• Astudent-runBikeShopthatsells,fixes,andrentsbikes• ABikeShareforSLU’scampusandthegreaterSt.Louiscommunity• Aresaleshopthatstudentscoulddonatetoandbuyfrom.