Summary - devlab.blue-artists.com · Web view... and industry acceptance, ... Universities Supply...
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Chef Leslie Woodward, CEO Edenesque, LLC 139 Cornell Street Kingston, NY 12401 917.882.8174 [email protected] [email protected] Nut milk made with nuts
Transcript of Summary - devlab.blue-artists.com · Web view... and industry acceptance, ... Universities Supply...
Chef Leslie Woodward, CEOEdenesque, LLC
139 Cornell StreetKingston, NY 12401
[email protected] milk made with nuts
Table of Contents
I. Summary...........................................................................1II. Background........................................................................2III. Business Charter................................................................3
Description of Product and Services............................................3Unique Selling Proposition..........................................................4Strategy for Social Good.............................................................5Projected Development Costs......................................................8Consumer Feedback....................................................................9
Testimonials........................................................................................................9
IV. Market Trends Analysis......................................................9Market Potential.......................................................................12
V. Marketing Plan.................................................................14Social Media Strategy...............................................................15Additional Marketing Platforms.................................................17
VI. Selling & Distribution Strategy..........................................18Location & Facility....................................................................18Pricing & Production.................................................................19Retail Distribution & Marketing.................................................19Wholesale Distribution & Marketing...........................................19Distribution Scale Strategy........................................................21Business-to-Business Sales.......................................................21Additional Products...................................................................22
VII. Team...............................................................................22Legal Forms and Management...................................................22Preliminary Organizational Structure.........................................23Major Roles & Responsibilities...................................................24
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Select Biographies....................................................................25Strategic Partnerships..............................................................26
VIII. Additional Information......................................................27Training for Food Safety Program..............................................27
IX. Financial Plan...................................................................28Assumptions for Financial Projections........................................28Financial Projections.................................................................29
X. Overall Schedule and Key Events......................................37XI. Challenges & Mitigation Strategies...................................37
Distribution Pre-Distributor.......................................................38Storage....................................................................................38Competitive Marketing..............................................................38Price of Milk.............................................................................39Recycling Capabilities...............................................................39Sustained Capital......................................................................39Milk Contamination...................................................................40Low Sales.................................................................................40Team Member Turnover............................................................40
XII. Appendix..........................................................................41Manufacturing Process..............................................................41Equipment & Facility Layout......................................................42Lease Agreement......................................................................44Team Resumes..........................................................................48List of Initial Brick and Mortar Locations to Target.....................55Financial Projections at 35%......................................................60Bibliography.............................................................................69
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“What we have done for ourselves alone dies with us; what we have done for others and the world remains and is immortal.” – Albert Camus, Author and Philosopher
I. Summary
Edenesque is a socially-conscious manufacturer of artisanal nut milks and nut milk products.
Vision: To inspire, uplift, and educate communities on the power of social good through our health-conscious food products.
Mission: To create delicious, clean and honest artisanal nut milks and associated products that nourish, not only the consumer, but the community.
Values
Authenticity & Transparency. To educate consumers on the production processes, procurement strategies and business initiatives used to deliver whole, clean and simple foods.
Accessibility. To bring clean, whole and nutritious foods to consumers and communities aiming to lead healthier lives.
Functional Deliciousness. To use only those ingredients that support the wellness of the human body, while being delicious.
Community. To support local farmers and artisanal food producers while positively impacting the communities we serve.
Equal Opportunity and Inclusion. To provide employment and education opportunities to those of diverse ability and backgrounds using open hiring practices.
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Edenesque /ē – dën – esk/ adj: of or like the
Garden of Eden; represents a return to the
basics of clean and
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II. Background
A. The leading causes of death in the world stem from diet-related diseases, such as heart disease, diabetes, and stroke. As such, consumers are becoming more conscious about purchasing products to lead healthier lifestyles. When we go shopping at our groceries, the majority of food products are filled with ingredients we cannot pronounce, processed sugar and fillers—some of the main culprits to modern nutrition diseases.
B. Why nut milks? The Edenesque team has always been committed to putting healthy clean food products on the market. Through testing a number of other health products, such as cold-pressed juice cleanses, we found that nut milks aligned best with our interest and consumer demand. Nut milks are an excellent source of vitamins and minerals that support bone and muscle strength among other health benefits. As we continued to research the other nut milks on the market, we found that there were little to no nut milks that were truly made with nuts that did not have sugars, additives, or preservatives. Most almond milk brands are made with only 2% almonds or made from an almond paste/powder. Edenesque’s almond milk is made with 40% almonds, no cane sugar, no additives and no preservatives. This presented the perfect business opportunity for Edenesque to fill a gap in the market.
C. For over three years, Edenesque initially sold nut milks directly to the consumer and at outdoor markets and farmers’ markets, throughout the five boroughs of New York City, as well as Westchester and Orange counties. These efforts determined product viability and directed the course of development by direct interaction with consumers. In the
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“Consumers have trouble finding
clean products in their grocery
first six months of business, Edenesque brought in $50,000 in revenue, which suggested an opportunity to scale the product further.
D. Through additional market research, key factors such as product viability, product appeal, and industry acceptance, were tested and confirmed along with the stamina and commitment of the owner, Chef Leslie Woodward. This research intensified the determination to scale up the development of food products that are high-quality, locally-sourced, nutrient-dense and delicious.
E. Currently, Edenesque is awaiting completion of its manufacturing facility to transition from retail sales to wholesale of its products.
III. Business Charter
Edenesque will develop clean, whole, nutritious and delicious nut milk products and market them profitably in a socially conscious manner to increasingly health-aware consumers.
Description of Product and Services
Nut milk without preservatives, additives or ingredients with challenging pronunciations is rarely found on the market. Compared with most products, Edenesque nut milk is clean, simple, made with 40% nuts and 60% water by volume.
Edenesque meets the needs of almond milk drinkers and non-dairy product consumers by providing a clean almond milk product free of additives, sugars and preservatives—a main concern of increasingly health-conscious consumers and those with food intolerances.
Edenesque nut milks are packaged in 1950s-style glass
bottles, which appeals to consumers who are
environmentally-conscious.
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Edenesque nut milks are bottled in a glass container being environmentally conscious. Edenesque will enter the marketplace with four almond milk flavors: Pure; Flaxseed Vanilla Bean Maple; Carob Date Maple; Honey and Vanilla Bean. Later in the year, Edenesque will introduce cashew milk and macadamia nut milk to the marketplace.
Edenesque’s purchasing practices consist of sourcing most ingredients locally (throughout the Hudson Valley area) and organically (products grown, raised or processed according to organic, humane and sustainable methods). This includes composting, crop rotation, soil building, humanely raised animals without the use of antibiotics or growth hormones, but with access to pasture or are cage-free, and which are not fed items that include grain sourced from Genetically Modified (“GMO”) seeds and which are Certified Organic or Certified Biodynamic and are Certified Fair-Trade Products.
Additionally, Edenesque will concentrate on obtaining products that:
are non-irradiated,
minimally packaged or in recyclable or returnable containers,
do not use animals for testing; do not contain GMOs,
whole, or at most minimally processed,
do not contain artificial colorings or flavorings, high fructose corn syrup, synthetic sweeteners or chemicals, nitrates or nitrites, hydrogenated or partially hydrogenated oils, sulfites or trans-fats,
are pesticide-free; use purified water, without added chemicals, and
have not been exposed to chlorine bleach, phosphates and other environmentally unsafe products.
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Unique Selling Proposition
Edenesque’s unique selling proposition circles back to its mission and values, and aims to:
act as an agent for positive impact and offer wellness to everyone who comes in contact with the brand from those who drink the product, our team, even to those in the surrounding communities,
meet the needs of our customers by providing high-quality, hyperlocal food items and nonfood items,
use organically sustainable products from those who have committed themselves to community and social health, and the physical, mental and spiritual wellbeing of its customers,
offers food products more nutrient-dense than those currently on the market (i.e. Edenesque’s artisanal nut milk contain 38% more almond than the almond milks available, and
uses innovations in sustainability to provide products that are long lasting (i.e. extended shelf life of Edenesque almond milks.
Strategy for Social Good
Edenesque prides itself on being a business that not only delivers products that benefit consumers but also offers opportunities to leave a positive impact on the environment and the communities in the surrounding area. Edenesque has a comprehensive approach to delivering social good to all who engage with the brand.
Healthy & Sustainable Products. As described above, Edenesque’s main source of revenue comes from the sale of products that are all-natural and clean. In addition to producing sustainable products, our nut milks offer a wide array of health benefits, including:
High concentrations of Iron and Vitamin B
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Blood Sugar Regulation (low-glycemic sweeteners) High concentrations of antioxidants and Vitamin E (For skin care) Weight Loss Muscle Recovery Bone Strength Inflammation Reduction & Prevention Muscle Strength Digestion
Locally- & Ethically-sourced Ingredients. Edenesque supports the local farmers and business owners to produce our nut milks. Our maple and honey both come from Canandaigua, NY (RockRidge Maple Farms and Hungry Bear Farms, respectively). We ensure that the ingredients that cannot be grown locally are sourced fair-trade & organically, such as our almond nuts from California and vanilla bean vendor in Pennsylvania.
Open Employment Policy. Edenesque will be housed in The Arc of Ulster-Greene building whose mission is “to offer people with intellectual and other developmental disabilities opportunities to live and experience full lives.” Edenesque will work with The Arc and support its mission by offering employment opportunities to individuals of diverse ability. In addition, Edenesque is committed to offering employment to individuals with other barriers to employment, including those who were previously incarcerated, immigrants, domestic violence survivors, and those of various educational backgrounds. Edenesque will engage in open hiring practices and offer training and support services to all of its team members, listed below.
Employment Opportunities. Edenesque believes that as an employer we have to take into account the ‘whole’ person that we engage in work. Benefits range from standard health insurance benefits to 4-hrs of paid community service each month. Some of these opportunities include:
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Weekly meditation and yoga for team
Lunch & Learns – discussions for professional development, such as financial literacy and food industry knowledge, food safety, community engagement and healthy living
Scholarships to support education – up to 5 $1,000-scholarships for team members interested in higher education
NY State Food Handler Certification (for production managers/associates
Gym Membership option at a local gym (Planet Fitness)
Supplemental Insurance (United HealthCare)
Community Service – 4hrs/month paid to participate in community activities
Path-making – program will include anger management, financial planning, assistance securing affordable housing, health and wellness
Collaborative learning – vocational and computer training assistance and practical tools
For more details, please refer to the Human Resources Manual.
Community Engagement. As a truly local brand, Edenesque is committed to fully integrating into the community and supporting the issues that are important to the local Kingston area. During the first year of business, Edenesque will have consultant support in conducting a community needs assessment to get a better understanding of community values and identify pressing gaps in resources and services in the community.
Consultant support will be responsible for assessing the current landscape of health needs via focus groups with community members, interviews with local nonprofits and NGOs, and engagement in community activities including local fairs, community board meetings, and faith-based events.
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Based on the information collected, Edenesque will work with select community members to either create new initiatives or support ongoing initiatives to aid in promoting positive social impact for Kingston. Edenesque anticipates that its contribution to the community could range from donated proceeds to local charities to hosting on-site workshops on cooking and healthy living for vulnerable populations. Our overarching goal is to be deliberate and thoughtful about the way in which we provide impact that is sustainable and appropriately address the needs in the community.
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Projected Development Costs
The following figures provide an overview of the resources and budget to support Edenesque along with key sources of funding to scale the business.
Initial Budget & Funding Sources as of Jan 2018Item Total
Amt ($$)Source of Funding Funded
Amt ($$)Equipment, Market Booth Fees, Supplies, Materials, Workspace
$39,233 Leslie Woodward, Owners Equity
$22,000
Marketing, License, Insurance, Accountant, Legal Administrative Fees
$9,287 Kathy Lett,Friend
$10,000
Utilities, Bank Charges, Credit Card Fees, Office Expenses
$14,180 Luchia Armani $7,500
Initial Budget Total $62,700* Funded Budget Total
$39,500
*Additional costs were covered by monthly sales
Projected Budget & Funding Sources Item Total
Amt ($$)Source of Funding Funded
Amt ($$)Equipment: work tables, sink
$3,400 Leslie Woodward, Owner’s Equity
$6,000
Liability Insurance, Utilities, Licenses
$1,600 Loan $25,00
Marketing & Promotions $600 -- --Supplies—Bottles, Ingredients
$6,700 -- --
Team, Working Capital (3 $18,700 -- --
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months)Projected Budget Total $31,000 Funded Budget
Total$ 31,000
Consumer Feedback
For over three years, Chef Leslie sold directly to consumers and conducted taste tests of the nut milks in many farmers markets and markets throughout NYC, Brooklyn, Orange and Westchester counties. After conducting market research with over a thousand taste tests, Chef Leslie found that consumers enjoyed the following unique features that Edenesque nut milks offered:
Abundance of nuts in nut milks (38% more almond than other brands) The exclusion of additives and sugars compared to most store-bought
nut milks Delicious taste (described as ‘beautifully light, yet creamy and
delicious’) Eye-catching packaging in recyclable glass bottles
Testimonials
“We just found hands-down THE BEST hand-crafted almond milk we’ve ever tasted!” – HoneyandSoulPaleo
“Awesome almond milk flavor: coconut, maple, vanilla. Divine!” –Julia
“Thank you for making such a delicious product. It’s become a staple at breakfast for our son!” – Verónica
“The most amazing almond milk! I love that there are no additives of any kind.
Even my toddler loves it.” – Jennifer
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IV. Market Trends Analysis
According to Nielsen Research, in 2016, almond milk sales continued to rise and is now 5% of the total milk market and 64% of the milk substitute market.1 According to research done by Copeland and Dharmasena (2015), almond milk has an estimated 65.5% of the dairy alternative product demand with overall dairy market penetration to be 12% with average consumption by a household to be 424 ounces.
Recent research indicates2:
The Soy and Almond Milk Production Industry is in the growth phase of its life cycle, indicated by its positive contribution to the US economy. Industry value-added (IVA), or the industry's overall contribution to the economy, is forecast to increase at an annualized rate of 2.6% over the 10 years to 2022. This rate is faster than gross domestic product (GDP), which is expected to increase at an annualized rate of 2.1% over the same period. Additionally, this industry continually introduces new products indicating that it is in its growth phase.
From 2010-2015, almond milk sales grew 250%, averaging some 50% annually. It accounts for twice the revenue of all dairy alternatives combined and reflects the intense force of current health and wellness trends. Dairy alternative beverages hence positive cross-price elasticities. Own-price elasticities of demand for dairy alternative beverages indicate that consumers of these products are insensitive to own-price changes, or that those who purchase these beverages are very loyal to purchasing these beverages. Research indicates that antibiotic-free products achieved double-digit growth annually in each of the past four years. According to the U.S. Department of Agriculture, lactose-free products grew to 8.6% within that
1 Nielsen Research (2016). “Americans are nuts for almond milk.” See Bibliography.
2 Neville, Antal (2018). “Soy and Almond Milk Production in the US.” See Bibliography.
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same period, sales totaling $8.7 billion3.
A. Market Characteristics. Over the last 5 years the nut milk industry has grown substantially and is projected to grow at a rate of 6% for the next 5 years until 2020. Barrier to entry is low, with few competitors in the market place. Competitors are industry giants, such as Silk and Almond Breeze products. New entrants struggle to scale, largely due to refusal to transition to a third-party distribution model, inadequate cash flow/financial backing, limited marketing capacity, and inability to find affordable space to scale production (per the U.S. Bureau of Labor Statistics).
B. Customer Characteristics
1. Healthy Eating Index: Consumers are beginning to recognize the benefits of healthy eating—measured by the “healthy eating index.” This has been slowly rising since early 2015, due to the increased awareness of issues related to weight and nutrition and, in particular, those associated with many dairy products. In effect, many consumers are going out of their way to avoid such products.
2. Consumer Confidence Index: Personal income, employment prospects and other economic expectations affect consumer confidence, and in turn, the retail sector and the manufacturers that supply their products. As confidence rises, purchases of dairy alternative products tend to increase. Consumer confidence is expected to increase during 2017 and will continue at similar rates in future years, according to the experts.
C. Competitive Evaluation
3 Dharmeasena, Capps, Kosub (2015). “Demand and Market Competitiveness of Almond Milk as a Dairy Alternative Beverage in the United States.” See Bibliography.13
1. External Competition: Although dairy milk and juice products are universally available, consumers increasingly are choosing healthier options, particularly as they are able to afford them.
2. Almond Milk Competitors
a. Despite substantial revenue growth, the number of industry companies has remained static at 15 in the past five years.
b. The industry is highly concentrated, with the top four players representing over 80% of industry revenue. WhiteWave Foods alone earns an estimated 57% of the industry's revenue. The industry has experienced consolidation as large companies acquire smaller firms. WhiteWave, owner of the Silk brand, acquired competitor So Delicious in October 2014. 4
Market Potential
1. Food allergy impact. Growth in sales of dairy alternative drinks is largely attributable to the prevalence of individuals who are allergic to or intolerant of milk. A food allergy occurs when an individual's immune system mistakes a food protein for a foreign substance, causing immune cells to overreact. During the allergic reaction, the body releases chemicals that trigger symptoms that can affect the eyes, nose and throat, as well as the skin and the lungs. While individuals of any age can develop allergies to cow's milk, it is most common among infants. Experts estimate that 2.0% to 3.0% of infants have a milk allergy, though they typically outgrow it by the time they reach three to five years old. In addition to avoiding milk because of allergies or intolerances, other people may select dairy alternative products to avoid the high cholesterol and saturated fat contents in milk. These components have been linked to
4 Ibid. See Bibliography.
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atherosclerosis and heart disease when consumed in excess.
2. Price differentials. Dairy milk alternatives cost more than dairy products, and the components from which they are created may be scarce compared with dairy milk. Even though there is increased competition in the almond milk market, consumers’ main concern is the addition of synthetic vitamins, carrageenan, cane sugar and other emulsifiers that compromise the purity of non-dairy products.
3. Increasing health awareness generating consumer demand. Consumers' desire to be healthy will help drive industry growth. Consumption of soy and almond milk will increase as the trend of health-conscious spending intensifies. As more information about the volume and types of growth hormones and antibiotics added in the production of traditional cow's milk surfaces, consumers are becoming more aware. Since the long-term effects on human health are unclear, the significant public scrutiny will further intensify the trend toward non-dairy alternatives like almond milk.
4. Almond milk is the most popular milk alternative. Sales of the plant-based beverage have been increasing rapidly over the past five years. Almond milk is one of the most nutritionally valuable milk substitutes available today and is created by milling raw almonds with water. It is high in a number of vitamins and minerals, including vitamin E, manganese, magnesium, phosphorous, potassium, selenium, iron, fiber, zinc and calcium. Almond milk is also free of saturated fat and cholesterol.
5. Price affects demand. As prices increase, demand decreases. Demand for nondairy milk is less price sensitive than demand for dairy milk, because of the relatively wealthier demographic that tends to purchase nondairy milk – and because the price of dairy
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alternatives is already high compared with cow's milk.
6. Dairy milk is becoming increasingly less “natural.” Larger scale production dairy farms are pressured to produce large animals in the shortest amount of time at the lowest possible cost. This has led to the widespread adoption of growth promotion techniques, including even the use of manmade steroid hormones.
7. Almond milk consumer demographics.
a. Women aged 18 to 34 are the largest market segment for dairy-alternative beverages, although the split between the female and male has decreased as more men have become aware of the benefits. Lower-income households are more likely to consume milk alternatives, as are younger people, as the rising awareness of milk allergies (lactose intolerance) has increased during the past five years.
b. The aging population has significantly increased the quantity of those aged 45 and older. Older people are more likely to be health conscious, and because of body changes have higher level of digestive intolerances, although less likely to try new products. These consumers increasingly and consistently look for methods to manage their health concerns. In response to this demand, manufacturers have been promoting the benefits of dairy alternative beverages, targeting those with dairy allergies, vegans and people concerned with the antibiotics, growth hormones and other additives now found in cow's milk.
8. Certification and shelf-life. Edenesque has listed all of its formulas and sent them to the nationally recognized Cornell University Food Processing Laboratory for testing, together with a
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processing schedule which significantly extends the shelf life of nut milks. Cornell University approved these Edenesque submissions.
The process to extend shelf-life is of great significance because currently nut milks are sold raw and have a shelf life of only three to five days. Pasteurization will extend shelf life of Edenesque artisanal nut milk by at least two weeks.
Edenesque artisanal nut milks will be gently pasteurized by heating the milk up to 145 degrees and holding it for 30 minutes to maintain the enzymes, vitamins and protein quality.
V. Marketing Plan
Edenesque’s marketing efforts will emphasize the ways that Edenesque not only nourishes individuals with their delicious and nutritious products but nourishes communities through its commitment to social good.
To build brand awareness while scaling up production efforts, Edenesque will use a phased approach, starting with a comprehensive social media presence and evolving into more sophisticated marketing and sales efforts to develop content on additional platforms and conduct data analytics on consumer behavior and engagement with our brand.
After six to eight months of opening, Edenesque will budget 10% of annual income toward marketing initiatives. As the revenue increases as will Edenesque’s efforts.
Marketing Message. Edenesque’s marketing will concentrate on messaging that emphasizes the cleanliness and purity of the product:
“small batch” or “premium” nut milks Certifications, such as Organic, non-GMO, Kosher, Vegan, Gluten-Free
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Nothing artificial, made with 40% pure raw almonds, grown in New York and/or USA
Health benefits (heart, skin, weight, bones, etc.) Social impacts (sourcing techniques, people, charities, community
engagement, etc.)
Social Media Strategy
Edenesque will engage in a comprehensive social media campaign to advertised our products and provide updates on topics related to the social impact of our brand. Edenesque will use Instagram, Facebook, and Twitter to tell the story behind the Edenesque brand through the following:
a. Photos and videos of products (including standalone product images and images of individuals enjoying the product)
b. Details of product ingredients, flavor options, and certification highlights
c. A showcase of product versatility by suggesting:
i. how to consume (recipes, pairings, cooking)
ii. when to consume (breakfast, post work-out, afternoon energy, evening sleep-aid)
iii. how to store (Edenesque almond milk is not “shelf-stable” and does require refrigeration)
d. Stories of where ingredients are sourced locally and the production process
e. Videos of manufacturing nut milk to highlight transparency of product and showcase the purity of the product
f. Highlights of key partners and social impact on environment,
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nutrition, and community engagement
g. Lifestyle story telling of those who engage with the product – hiking, exercise, outdoors, traveling, exploration
h. Information on where to purchase (retail stores, farmers’ markets, flea markets, restaurant locations)
i. Latest news on new products and flavors
j. Updates on nut milk trends and relevant market trends
k. Relevant and trending hashtags to increase brand awareness and Instagram profile (e.g. On #nationalsandwichday, use niche hashtags to get found more easily in niche markets; #veganeats, #dairyfree, #locallysourced; location-specific hashtags #Peekskilleats )
l. Campaign-specific hashtags for promotion and consumer engagement
m. Exclusive offers and incentive programs (including contests, sweepstakes, and discounts) for consumers who engage with the brand via ‘Likes,’ shared content, product referrals or responses to prompts about why they enjoy and use the product
In subsequent years, our social media marketing efforts will delve deeper into content areas to target the interested of our target audience (mainly women age 18-34) indirectly by contributing to tangential lifestyle conversations around home décor, pets, children, art, influential women, travel, nature, restaurants, local events/festivals, plants, yoga, and farmers’ markets.
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Additional Marketing Platforms
Edenesque Website. The content shared on our social media platforms will be repackaged for a website that will include all of the key areas shared above including website tabs on the overview of our vision& mission; product process/ingredients; where to buy; updates on social impact; press; and ways to engage with our brand via subscription services and email newsletters.
Local Engagement. Through a combination of local outreach to media outlets (local news channels, newspapers), Edenesque will raise brand visibility in addition to cosponsoring local athletic charitable events and partnering with local health food brands and local retail stores.
Outdoor Markets & Community Health Fairs. Edenesque also plans to make its brand known at community fairs and outdoor events, including farmer’s markets in the Kingston-region and in Westchester and NYC.
Food Blogger Outreach. An important component of Edenesque’s marketing strategy will be through product reviews from influential consumers such as food bloggers. Edenesque will engage popular bloggers and chefs with free samples to share their experience with our products online.
Strategic Partnerships and Cross-Marketing. There are foods that milk is typically associated with like milk and cookies, milk with cereal, or even milk with granola. Edenesque will develop and create “nostalgic” campaigns partnering with these complementary food businesses in the Hudson Valley area, such as “Milk and Cookies” for cross-marketing campaigns, events and sales.
Educational Resources. Edenesque aims to offer seminars and classes on healthy living and develop a cookbook with recipes that involve nut milks. Edenesque will feature eCookbooks online.
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Loyalty Programs. Edenesque will use online food apps that offer integrated loyalty programs (Belly, LevelUp, Perka) that could engage consistent consumers. Yelp – has tremendous power and people can and will review Edenesque.
Healthy Vending Machines. In 2019, Edenesque will add ‘Healthy Vending Machines’ to place on college campuses, corporate offices within the Kingston area. Healthy vending machines will be piloted on college campuses like Sarah Lawrence College where the product is already popular.
Edenesque has pioneered a nondairy soft serve category – a segment that has yet to be dominated by any major competitor. Edenesque pioneered using a “Taylor” ice-cream machine (such soft-serve machines are common in frozen yogurt environments) and plans to license its formula to health-conscious stores and boutiques, as well as to wholesale to those distributors that supply soft-serve products to retailers.
VI. Selling & Distribution Strategy
Edenesque aims to achieve 25% of sales through retail and 75% of sales wholesale, by product volume. Edenesque will adopt a “regional break-out” strategy focusing initially on regional health/natural and specialty food stores that serve the young active professional and an upscale demographic and will regularly distribute at regional farmers’ markets. The initial milestone will be to target and distribute to 25 stores within a 50-mile radius of the Kingston production facility within the first ninety days of operation.
Location & Facility
Edenesque’s location is off of NY State Thruway I-87 and within 100 miles of major metropolitan markets: Albany, New York City, Brooklyn, Boston, Westchester, Connecticut, New Jersey, Pennsylvania, Vermont.
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Edenesque has located a manufacturing facility in the Arc building T 139 Cornell Street in Kingston, New York and is planning to begin production by February 2018. The space is an incubation space provided by the Orange County Business Accelerator and is 618 sq. ft. and will lease for no charge the first year and $600 all-inclusive for years two and three. Lease agreement is attached in Appendix.
Pricing & Production
Initial sales goal is 540 x 32 oz bottles at $10.99 per bottle (total $5,934.60) each week.
Edenesque will introduce its products at 20% off regular price during the first month. The products will be priced fairly, keeping standards high, and executing the concept.
Retail Distribution & Marketing
Edenesque will initially target small to mid-size retail locations strategically located and equally committed to providing healthy, local foods.
As Edenesque builds up its social media presence, we will first rely on direct consumer interaction and word of mouth promotion to build our brand.
In-store Displays Product Sampling Bottle Return Promotion – Edenesque will also implement a bottle
return policy within grocery stores and outdoor markets where consumers are incentivized for bringing back empty containers of Edenesque products. This marketing strategy has been chosen because it is inexpensive, but also has potential to yield the attention of new and recurring customers in Edenesque’s demographic.
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Wholesale Distribution & Marketing
Initially, Edenesque’S wholesale distribution targets will be in two categories: SuperNatural and Independent Grocers within a 50-mile radius of the manufacturing facility in Kingston, NY. Our goal is to deliver to 25-30 stores for six months to one year in order to get a better understanding of the market demand before acquiring a distributor.
Some of those initial stores include the following brick and mortar locations and with a full list in Appendix:
Deciccio’s Adam’s Fairacre Farms Mrs. Greens Sunflower Natural Foods Harvest Moon Hayfields Fairway Zabar’s Dean and DeLuca Citarella Garden of Eden Westside Market
Along with wholesale retail efforts will target online grocery stores and farmers markets, including:
Thrive Amazon Mike’s Organic Market Fresh Direct Field Goods Organic Direct
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Green Blender
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Distribution Scale Strategy
Scaling will be by way of manufacturing and distribution. We will be in 25 stores by August 2018, all serviced from one manufacturing facility and work with a broker to increase distribution throughout the remainder of the year.
In 2019, we will look to create strategic partnerships with food distribution companies that focus on distributing organic and natural foods, such as:
Ace Natural Incorporated Island Natural Abraham Natural Foods
Business-to-Business Sales
Once Edenesque establishes the above-mentioned distribution channels, it plans to explore business-to-business bulk sales where our products are used to supply other products, such as:
Coffee Shops Health-conscious Restaurants Ice Cream/Frozen Yogurt/ Smoothie Shops Hudson Valley Food Hubs Fitness Studios & Gyms Food Trucks Vending Machines Hospital Cafes Universities ➢ Supply Chain Management
Additional Products
Edenesque plans to explore other health-conscious products include nut, hemp, coconut, and oat groat milks, ice cream, dessert custard, kefir/probiotic drink and a healthy candy bar.
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VII. Team
Legal Forms and Management
Edenesque, LLC, a minority/woman owned New York limited partnership certified in December 2017.
Edenesque Protection Policy. Although Edenesque is not Trademarked yet, each team member and anyone that Edenesque encounters will sign a Non-Disclosure Agreement as well as a Trade Secret Protection Policy.
Product & Service Warranties. Edenesque is insured for replacement cost provision and business profit, loss of earning for up to 3 months, replacement of refrigerated food products, and causes of loss from special perils business property.
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Preliminary Organizational Structure
Edenesque is currently run and operated by Chef Leslie Woodward with the support of strategic advisors and contracted services for bookkeeping and accounting. Over the next eighteen months, Edenesque will take on the organizational structure below. One asterisk indicates contracted services and two asterisks highlight the positions for immediate hire. Production associates are our most immediate hires are production associates who will be responsible for manufacturing the nut milks.
Preliminary Organizational Chart for Edenesque
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Founder and Chief
Executive Officer
Leslie Woodward
Chief Financial Officer
Bookkeeper*Accountant*
Production Manager
Production Associates **
(2)
Sales & Marketing Manager
Delivery Associate
Communications Intern
*Indicates contracted services**Indicates positions for immediate hire
Strategic Advisors & Professional SupportOrange County Business Accelerator; Julie Anne D’Arcy; Jean Morris;
Nya Holder)
Major Roles & Responsibilities
Position ResponsibilitiesChief Executive Officer
Responsible for the success of Edenesque Engages with potential retail stores Delegates tasks to advisors for support until
permanent members join the team Hires key team members
Chief Financial Officer
Brainstorms strategies to increase profitability Manages Edenesque’s finances Oversees bookkeeper and accountant
Strategic Advisors
Offers expertise to support the development of Edenesque
Serves functions of key team members until permanent members join the team
Engages personal network in Edenesque’s development
Production Manager / Production Associates
Responsible for the safe manufacturing of nut milks
Each associate is expected to produce 72-150 32-oz bottles per eight-hour day
Sales & Marketing Manager
Responsible for successful sale and delivery of products
Develops website content and discount programs
Engages with potential retail stores Oversees the delivery associate who will be
responsible for store to store deliveriesCommunications Intern
Supports maintenance of website and social media platforms
Support promotional events like booths at
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farmer’s markets and in-store tastings Engages food bloggers and news outlets with
the Edenesque brand Collects and analyzes data regarding consumer
preferences
Select Biographies
Leslie Woodward, CEO/Founder – Chef Leslie Woodward has been Executive Chef at the President's House of Columbia University preparing hospitality for a range of guests and past clients to include dignitaries, celebrities and heads of states. Leslie’s ongoing mission is to create sustainable healthy fresh food eating habits that are accessible to everyone, particularly those affected by nutritional deficiency diseases such as diabetes, heart disease, asthma, ADHD, obesity and cancer. This concern was one of the reasons why Leslie entered into the culinary industry, studying Holistic Nutrition and Sociology & Anthropology at Columbia University. More importantly, Chef Leslie wants to have a positive impact and contribute to our community in a meaningful way. Chef Leslie believes that we need more clean food items, products that consumers can trust and brands that consider the end user equally beyond the capitalistic gains. Full resume in the Appendix.
Julia Anne D’Arcy, Strategic Advisor – Julia Anne D’Arcy is a sales consultant who has been in the specialty foods retail market for nearly 40 years. She trained franchisees for The Cheese Shop franchising company in Greenwich, CT; owned four retail food stores, one Cheese Store and three delicatessens. She then entered the wholesale Specialty Food Trade and worked for importers of specialty foods—now
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nationally recognized brands, such as Bahlsen Biscuits, Twinings Tea, Fox’s Biscuits, Elkes Biscuits, Marmite and CheeseSticks.
Jean Morris, Strategic Advisor – Jean Morris is a business counselor at the Mid-Hudson Small Business Development Center (SBDC) in Kingston, NY and an instructor at the Culinary Institute of America. Jean Morris is also supporting Edenesque to develop a strong financial plan and to secure funding. The expert advisors of the Mid-Hudson SBDC have worked directly with 19,750 businesses, helping them to invest $644,638,581 in the area’s economy and create or save 17,819 jobs. Jean Morris is assisting Edenesque to: expert advisors of the Mid-Hudson SBDC have worked directly with 19,750 businesses, helping them to invest $644,638,581 in the area's economy, and create or save 17,819 jobs. Among other things, Jean Morris is assisting Edenesque to:
discover sources of funding prepare for e-commerce identify avenues for exporting goods & services develop marketing plans assess an invention’s viability comply with licensing & regulation
Nya Holder, Strategic Advisor – Nya Holder is a joint-degree student at Yale University pursuing a BA in Psychology and a Master's in Public Health in Health Care Management which includes coursework at Yale's School of Management. She is one of the Founding Leaders of the Student Advisory Board for the Center for Innovative Thinking at Yale and serves as a Community Engagement Fellow for InnovateHealth Yale where she advises students on their business ventures. She has had experience writing and winning seed stage grants to launch social impact initiatives in her home town and she
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applies her knowledge of business strategy and psychology to support her clients in their business development around social impact while offering guidance for living a balanced and centered life. Nya Holder supports Edenesque as a professional coach and a business strategy consultant developing key documents for the business.
Strategic Partnerships
Cornell Creative and Orange County Business Accelerator – Orange County Business Accelerator is a certified New York State incubator focused on bringing manufacturing back to the mid-Hudson Valley. Powered by the Orange County Industrial Development Agency, The Accelerator works to attract manufacturing-based businesses in the areas of fashion design and production, bottling, artisan manufacturing and artisan foods by providing below-market occupancy costs, workforce training, mentoring programs, easy access to experienced professionals and a high-tech plug-and-play environment with SMARTT Pods and a host of other resources. For over two years, Edenesque has participated in its incubator program. In addition, Orange County Business Accelerator provided Edenesque with its first manufacturing facility at The Arc of Ulster-Greene which will lease for no charge the first year and $600 all-inclusive for years two and three.
VIII. Additional Information
Training for Food Safety Program
Edenesque will conduct a formal training based on our Training Manual and Human Resources Manual. Training will encompass HAACP/Certified Food Safety program knowledge of the preventive controls program, food handling and overall system of production. The production team will be required to obtain a NYS food handlers certificate after said training. Chef Leslie will be certified in the following program in February 2018:
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Preventive Controls for Human Food (2.5 day course, 2.5 CEUs)
The Current Good Manufacturing Practice, Hazard Analysis, and Risk-based Preventive Controls for Human Food regulation is intended to ensure safe manufacturing/processing, packing and holding of food products for human consumption in the United States. The regulation requires that certain activities must be completed by a “preventive controls qualified individual” who has “successfully completed training in the development and application of risk-based preventive controls.” This course developed by the FSPCA is the “standardized curriculum” recognized by FDA; successfully completing this course is one way to meet the requirements for a “preventive controls qualified individual.” These courses are taught by lead instructors trained by the FSPCA, who have been instructed in how to teach the FDA-recognized standardized curriculum.5
IX. Financial Plan
Assumptions for Financial Projections
The financial projections in the following section are based on the assumptions below which take into account Edenesque’s sales history as well as the capacity for the new manufacturing equipment. Appendic projections are stressed at 44% and 35% of production capacity
Revenue
Production – One table top pasteurizer will process 54 gallons in 6 hours or 9 gallons per hour. The production would be 216 – 32 oz. bottles per day. With loss 175 – 32 oz. bottles per day is realistic estimated at 20%. The capacity at 175 per day would result in production of 45,500 bottles per year. The 2017 projections are
5 Course description provided by the Food Safety Preventive Controls Alliance.
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based on approximately 120 bottles a day will be produced or 2,400 32 oz. bottles being sold per month or 28,800 per year.
Price – The 32 oz. bottle are expected to sell wholesale at $8.25/bottle and 80% of the product is expected to sell wholesale. The 32 oz. are expected to sell retail at $10.99/bottle and 20% of the product is expected to sell retail. Year 2018 – The sales and production will increase to 33,120 – 32oz. bottles being sold. Year 2019 – The sales and production will increase to 38,088 – 32oz. bottles being sold.
Cost of Goods Sold
The COGS is calculated at $3.00/bottle (bottle included).
Cost of Goods Sold Year 2017 – The COGS includes Sales Commission of 7%.
Cost of Goods Sold Year 2018 – The COGS includes Sales Commission of 7%.
Cost of Goods Sold Year 2019 – The COGS includes a full year of wholesale distribution of 25% which is the most conservative number. This ranges 20-25% on average.
Rent – The Accelerator lease is calculated as free for 2018. The rent is expected to be $600/month the next two years.
Payroll – The payroll includes the following members of the team:
Two Production Associates at a pay rate of $15/hour for 35 hours/week each or $27,300/year each with payroll taxes of 25% are included. In Year 2, an additional team member is added at $15/hour and 20 hours/week or $15,600 annually.
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A Bookkeeper will be hired at $25/hour and expected to work 10-15 hours per month.
Owner’s Compensation is $2,000 per month and 12.5% self-employment tax has been added.
A Sales Broker will be commissioned based on 7% of sales.
Car and Truck Expense Edenesque will lease a refrigerated van at $600/month.
Financial Projections
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35
37
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X. Overall Schedule and Key Events
Below in the tentative timeline for Edenesque for FY 2018-2019. The priority activities for this year consist of growing our team while scaling up production and sales efforts.
X. Overall Schedule and Key Events
Below in the tentative timeline for Edenesque for FY 2018-2019. The priority activities for this year consist of growing our team while scaling up production and sales efforts.
2018-19 Milestone Key ActivitiesMarch Open Facility for
Production Facility Set-up Hiring of production associates HAACP Implantation Licensing FDA Approvals Team Training Begin Sales Efforts
April Enhance Sales Efforts Production schedule Distribution strategy Engage potential stores for sales
May - August
Meet Goal of 25-30 StoresSeek Funding
Sales projections at 100 bottles/month sold for each store
September
Continue Sales Efforts Hire Sales Broker
October - November
Expand Brand Recognition
Join food organizations Participate in Fancy Food Show Participate in Natural Foods Expo
December Sales of 3,000 bottles per month
TBD
January Vend at Union Square and Pleasantville Farmers Markets
TBD
February Meet and maintain annual revenue of $300,000
TBD
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XI. Challenges & Mitigation Strategies
Edenesque recognizes that there are challenges that our organization may face. We have identified the most pressing potential challenges along with strategies to reduce risk.
Distribution Pre-Distributor
Edenesque aims to engage 25-50 stores by August 2018 before we can engage a distributor. We must be able to launch our product and scale production to adjust to meet and sustain distribution demand. We want to ensure that if demand is high we are able to meet the needs of the stores we engage and if demand is low that we are not wasting product.
Mitigation Strategy: Based on past sales, Edenesque has estimated the distribution demand and upon future sales, we will be able to adjust production appropriately. For the first few months of business, Edenesque will rent a refrigerated truck and hire a refrigerated courier service for distribution. When it becomes financially beneficial, Edenesque will lease a truck until we can engage a distributor.
Storage
If Edenesque grows faster than anticipated, we would have to find alternate locations to store the nut milks. We would have to source additional facilities to refrigerate the milks to prevent them from spoiling.
Mitigation Strategy: We ensured that we rented a facility that had space for another fridge on site. Edenesque has also identified an additional storage location at the Arc facility. There is also the possibility of changing our refrigerator space into a walk-in refrigerator. If additional capacity is needed beyond this, we will explore larger spaces.
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Competitive Marketing
Larger companies have the luxury of larger marketing budget to have more far-reaching advertisements and to pay retail locations to be at eye-level on shelves in their stores which is the ideal location to attract consumers. At the beginning of production, Edenesque will not afford this form of marketing.
Mitigation Strategy: In addition to offering free tasting of our product, we have made the packing of Edenesque’s nut milks both appealing and unique so that our product stands out for its high-quality, delicious taste as well as the brand.
Price of Milk
Edenesque’s nut milks are $5 more than other big brand Almond milks because of the high-quality ingredients used. The higher price may be a deterrent for consumers used to spending less on their milk products.
Mitigation Strategy: In addition to targeting a segment of the population willing and accustomed to pay $12-16 for a 16-oz. beverage, Edenesque will also offer sampling and coupons to engage other consumers and increase their willingness to pay. Edenesque’s initial cost were $12 for 16 oz bottled, we offered $1 bottle return and found a market that engaged with the product. Nevertheless, Edenesque has reduced its cost to $10.99 for 32oz.
Recycling Capabilities
Edenesque currently works with stores in the local Kingston area that re-collect the empty Edenesque bottles from consumers in exchange for $2. This recycling program saves Edenesque $1.50 per bottle. However, as distribution scales to other stores, this may become a tricky and potentially costly operation to maintain.
Mitigation Strategy: Edenesque will conduct research on how other larger firms have scaled up their recycling efforts. This may be a topic to discuss 43
once we engage a distributor who could potentially manage this process. In addition, Edenesque will assess the efficacy of the recycling program to determine if it should remain local or determine ways to scale this effort.
Sustained Capital
Edenesque has to ensure that there is working capital to maintain operation of the business before cash begins to flow from sales. Without sustained capitals through production, we would have to delay operations.
Mitigation Strategy: Edenesque is primarily self-funded by the CEO and we will be applying for a bank loan and approaching investors to support the cost of Edenesque’s early activity.
Milk Contamination
Nut milks may become contaminated with bacteria if not properly refrigerated or handled with care. Consumers can become ill if they drink contaminated nut milks.
Mitigation Strategy: All Edenesque team members will be responsible for completing NYS Food Handlers Certification and will have in-house training on the HAACP/Certified Food Safety programs implemented in the production facility. Edenesque managers will also conduct random quality checks of our milks daily to ensure that they are all ready for consumption.
Low Sales
Despite the market research conducted and Edenesque’s sales history, there is a chance that sales may be lower than we anticipate. A number of factors could contribute to low sales ranging from our ability to reach our target audience to the price of our milks.
Mitigation Strategy: Edenesque has a comprehensive marketing plan which consists of in-store promotions as well as a diversified distribution plan including retail, wholesale, and business-to-business sales. If sales continue
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to remain low, Edenesque will conduct consumer research to get a better understand of our consumers’ needs and experiment with alternative strategies.
Team Member Turnover
With any start-up there is the potential for turnover which is incredibly costly to the business. Time and capital is invested in each individual we recruit and train.
Mitigation Strategy: Edenesque prides itself on team member satisfaction and providing out-of-the-ordinary experiences to treat our team as holistically as possible. From comprehensive benefit packages to weekly yoga and opportunities for educational advancement, Edenesque will aim to make our team members feel supported.
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XII. Appendix
Manufacturing Process
Pre-Production Line
1. Soak almonds overnight in purified water for at least twelve hours.
2. Drain and rinse almonds with purified water.
Production Line
3. Follow formula and blend in Vitamix blenders.
4. Pour into nutbag lined hydraulic water press to press meal and create milk.
5. Strained milk will be hosed into vat for pasteurization.
6. Pasteurized milk will be quickly chilled by chiller.
7. Bottled and capped by ECO Flex System.
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Equipment & Facility Layout
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Lease Agreement
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53
54
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Team Resumes
Leslie Woodward205 Waccabuc Road, Unit #5Goldens Bridge, NY 10526
917.882.8714; [email protected]
Career Profile
Culinary professional spanning 12 years with a multi-faceted background that includes: Private/personal Chef, fine dining, event management, catering and food product production/manufacturing experience seeking to contribute skills in a culinary position focusing on fine dining and nutritious cuisine. Strengths include strong flexibility, adaptability, leadership, attention to detail, creative and nutritious menu development, communication and service. Recognized for ability to develop strong relationships and plan strategically. Additionally, recognized for food quality, creativity, service, production, and collaboration. Having the ability to work and provide leadership in deadline sensitive, highly pressured and fast-paced environment.
Culinary Experience
President/CEO Edenesque, LLC – New York, NY December 2013 – Present
Create, produce, and manufacture artisanal food products for retail sale
Develop, manage and execute boutique catering events Provide private chef services with utmost discretion Create delicious and nutritious menus that adhere to a variety of
dietary preferences Perform all daily business operations Develop and plan individual nutritional plans for clients
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Execute and design marketing program and materials
Chef Instructor, Star Career Academy, New York, NY June 2015 – March 2016
Instructed, demonstrated and lectured on the fundamentals of the culinary profession.
Taught entire culinary program offered by the institution. Conducted demonstrations and lectured on sanitation and safety, basic
knife skills, meat fabrication, charcuterie and garde manger, food production, catering, professionalism, food handling, service and business planning.
Planned and implemented teaching strategies to keep students engaged, motivated, excited, boost confidence, encourage curiosity and effective competition.
Lead class in three culinary competition where we won first place.
Executive Chef, President’s House, Columbia University, New York, NY, March 2008-2014
Managed, developed and executed events hosted at the President’s house between two to 250 guests
Created and produced nutritious and high-quality menus for events while staying within budgetary guidelines
Collaborated and fostered vendor relationships to ensure price efficiency
Trained and mentored kitchen staff and service staff to comply with the expected standards of the President’s House
Established and enforced sanitation and food safety of food service operations
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Achieved operation objectives by implementing training programs, providing cost analysis and producing action plans
Provided nutritious menus and anticipated dietary preferences of guests
Maintained and serviced culinary equipment Improved menu quality while being cost effective and provided a 25%
decrease in cost compared to catering companies by identifying alternative vendors for sourcing
Resourced, budgeted and researched unusual food product requests Maintained high standards in service and food quality
President, Owner Eclectic Soul – 2006 – 2008
Created and planned boutique catering events between two to75 guests
Hired and collaborated with service staffing companies Executed and managed events for individuals, non-profit organizations
and corporations Managed and performed daily operations Collaborated with local businesses to create cross marketing programs
and resource products to maintain cost efficiency
President, food & fru fru, Inc., Orlando, FL; New York, NY – Boutique catering March 2002 – 2006 – Company, Private Chef, Consultant. Catering in private homes and offices.
Boutique caterer, Private Chef Menu concept, development and cost analysis for restaurants Conducted and created nutrition Classes Design and plan decorations and customized menus for any occasion Holistic nutrition focused cuisine and special diets
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Sous Chef, Share, New York, NY, May 2005 – December 2005 – Fine dining Seasonal American Restaurant
Prepped and cooked all menu items Responsible for fabricating all proteins Prepped and prepared menu for off-site special events Ordered and purchased menu items
Chef/Contractor, SiCaffe, New York, NY - July 2005 -September 2005
Creating and designing seasonal menu items and recipes Trained employees Increased production and efficiency by reorganizing kitchen area and
training staff Met with vendors Developing cost analysis
January 2005 – May 2005 – Extern, RESTAURANT Daniel, New York, NY – Four star rated French Restaurant
Responsible and maintained canape/Garde Manger station during service
Practice various cooking and knife techniques Prepare stocks, soups and sauces
Work Experience
January 2006 – August 2007 – Account Executive, Weaver Multimedia Group, Publishers for NYC & Company, New York, NY
Increased new business over 25% first year Managed publications and layout Cultivated new programs and revenue generating projects
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Advanced and maintained client relations
March 2000 – November 2004 – Sales Manager, Orlando/Orange County Convention & Visitors Bureau, Orlando, FL
Recruited and maintained members for the Orlando Convention & Visitors Bureau
Generated $750,000 annually in sales, 59% increase from 2002 and YTD
Created and developed advertising and marketing campaigns for clients within the hospitality industry. Clients included: Restaurants, Hotels, Theme Parks
Contributed to $8 million departmental budget – team of five Developed new programs and revenue generating projects Sold 21 different advertising products Led sales and marketing focus groups
April 1998 – March 2000 – Senior Account Executive, Sales and Marketing Coordinator, WHERE Orlando Magazine, Abarta Media, Orlando, FL
Secured and maintained new accounts Planned and organized marketing campaigns and special events Exceeded annual goals, increasing in the 1st quarter by over 300% Acted as community relations representative Formed strategic alliances to maximize budget and increase exposure
August 1996 – April 1998 – Account Executive, Classified Sales, Columbus Guardian, Columbus, OH, Orlando Weekly, Orlando, FL
Marketed new business and advertisers Conceptualized promotional copy for clients and created advertising
campaigns
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Maintained client relations Increased and developed distribution locations
Education
September 2010 – 2013 Sociology – Columbia University, New York, NY
3.6 GPASeptember 2006 – 2010 Holistic Nutrition
Clayton CollegeBirmingham, Alabama
School closed 3.9 GPA
September 2003 – March 2005Graduate of Orlando Culinary Academy Le Cordon Bleu Program, Orlando, Florida.
Associates in Applied Science GPA – 4.0 – President’s List
April 1998 – September 1998 Program in Business ManagementUniversity of Phoenix,
Maitland, FloridaSeptember 1990 – June 1992Program in Communications/Art History
Aquinas College,Grand Rapids, MI
Certifications
October 2011 Certified Food Handler, ServSafeScore: 92/100
March 2015 Certified Fitness Nutrition Specialist by NASM2011 Certified Dietary Manager – Score: 1062010 Pro Chef II, Culinary Institute of America, Certified Sous ChefAffiliations
Developed independent research project at Columbia University focusing on health and alcoholism at an Indian reservation in New York
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Worked with Youth and New Members department at The Riverside Church
Mentored an orphan in South Africa with the organization Infinite Family
Developed after school program for the High School of Food and Finance that focuses on health disparities, nutrition and prevention
Led volunteer efforts with Equality Florida with Inaugural Reception raising $30,000
Member of Harlem Chamber of Commerce Member of Professional Women of Westchester Member of Personal and Private Chef Association Member of National Women’s Network Association
Additional Skills
Social media (Facebook, Pinterest, Instagram, Twitter) High level competency with Microsoft Office (Word, Excel, PowerPoint,
Outlook).
References
Available upon request
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List of Initial Brick and Mortar Locations to Target
Customer
ID
Company Name
Contact Name City Sta
te
Postal
Code
Country/ Region
Phone Number E-Mail Address
1 Adams Fairacre Farms
Peter Dargano
Newburgh
NY 12345
United States
845-632-9955
2 Deccico's Contact 2
New York NY 12345
United States
01-212-555-1234
3 Nature's Pantry
Contact 3
New Windsor
NY 12345
United States
845-565-4945
4 Mother Earth Store House
Contact 4
Saugerties
NY 12345
United States
845-246-1069
5 Mother Earth Contact 5
Poughkeepsie
NY 12345
United States
845--246-9614
6 Sunflower Natural MKT
Contact 6
Woodstock
NY 12345
United States
845-679-5361
7 Kaaterskill Farm
Contact 7
Beacon NY 12345
United States
518-822-0790
8 Nature's Pantry
Contact 8
Fishkill NY 12345
United States
845-765-2023
9 House of Nutrition
Contact 9
Poughkeepsie
NY 12345
United States
845-471-7712
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Customer
ID
Company Name
Contact Name City Sta
te
Postal
Code
Country/ Region
Phone Number E-Mail Address
10 Sunflower Natural MKT
Contact 10
Rhinebeck
NY 12345
United States
845-876-2555
11 Mrs. Greens Contact 11
Yorktown Heights
NY 12345
United States
914-352-6214
12 Healthy Living Market
Contact 12
Saratoga Springs
NY 12345
United States
518-306-4900
13 Food For Thought
Contact 13
Hastings on Hudson
NY 12345
United States
914-478-3600
14 Mother Earth Contact 14
Kingston NY 12345
United States
845-336-5541
15 Heavan on Earth
Contact 15
Pine Bush NY 12345
United States
845-744-6006
16 Mrs. Greens Contact 16
Briar Cliff Manor
NY 12345
United States
914-762-8100
17 Sage Health Food MKT
Contact 17
Monsey NY 12345
United States
845-517-3575
18 Mrs. Greens Contact 18
Scarsdale NY 12345
United States
914-874-5481
19 Lark Natural Foods
Contact 19
Albany NY 12345
United States
518-285-0786
Customer
ID
Company Name
Contact Name City Sta
te
Postal
Code
Country/ Region
Phone Number E-Mail Address
20 Kaateskill Farm Storehouse
Contact 20
Catskill NY 12345
United States
518-943-1919
21 Peter's Market Contact 21
Napanoch
NY 12345
United States
845-647-6990
22 Healthy Thymes Market
Contact 22
Vernon Town
NY 12345
United States
973-209-8555
23 Green Grocerer Natural Foods
Contact 23
Clifton Park
NY 12345
United States
518-383--1613
24 Mohawk Harvest CO-OP
Contact 24
Gloversville
NY 12345
United States
518-706-0681
25 Green Organic Market
Contact 25
Hartsdale NY 12345
United States
914-437-8645
26 Nature's Temptations
Contact 26
Ridgefield
CT 12345
United States
203-438-5443
27 Back to Earth Natural Foods
Contact 27
New City NY 12345
United States
845-634-3511
28 Health and Contact New Paltz NY 1234 United 845-256- [email protected]
Customer
ID
Company Name
Contact Name City Sta
te
Postal
Code
Country/ Region
Phone Number E-Mail Address
Nutrition Center
28 5 States 0256 com
29 Hungary Hollow Co op
Contact 29
Spring Valley
NY 12345
United States
845-356-3319
30 Earthgoods Contact 30
Hyde Park
NY 12345
United States
845-229-5858
31 Sunshine Market
Contact 31
Kingston NY 12401
United States
845-338-0022
32 Adams Fairacre Farms
Contact 32
Lake Katrine
NY 12345
United States
845-336-6300
33 Deccico's Contact 33
Millwood NY 12345
United States
914-294-5700
34 Deccico's Contact 34
Katonah NY 12345
United States
914-401-9909
35 Deccico's Contact 35
Armonk NY 12345
United States
914-499-9100
36 Deccico's Contact 36
Cross River
NY 12345
United States
914-763-5293
37 Adams Fairacre Farms
Newburgh
NY United States
845-569-0303
38 Market Fresh Newburg NY United 845-562-
Customer
ID
Company Name
Contact Name City Sta
te
Postal
Code
Country/ Region
Phone Number E-Mail Address
h States 400039 Chappaqua Village
MarketChappaqua
NY United States
914-238-4948
40 Bedford Gourmet
Bedford NY United States
914-234-9409
41 Mrs. Greens Mount Kisco
NY United States
914-864-1274
42 Mrs. Greens Yorktown Heights
NY United States
43 Harvest Moon Farm and Orchard
North Salem
NY United States
914-485-1210
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Contacts Per Customer
Region TotalFrance 8Company 23 1Company 24 3Company 25 1Company 26 2Company 27 1United Kingdom 6Company 12 1Company 13 1Company 14 3Company 15 1United States 14Company 1 1Company 10 1Company 2 1Company 3 2Company 4 1Company 5 1Company 6 1Company 7 1Company 8 3Company 9 1Company 11 1Japan 8Company 16 1Company 17 1Company 18 2Company 19 1
68
Region Total
Company 20 1Company 21 1Company 22 1Grand Total 36
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Financial Projections at 35%
71
73
74
75
76
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Bibliography
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Balagtas, J. and D. Sumner. 2003.“The Effect of the Northeast Dairy Compact on Producers and Consumers with Implications of Compact Contagion.” Review of Agricultural Economics 25(1): 123-144.
Copeland, A and Dharmasena, S. 2015. “Consumer Demand for Dairy Alternative Beverages in the United Statesand its Implications on the United States Dairy Industry.” Internet access:https://ageconsearch.umn.edu/record/205334/files/Dharmasena_Copeland%20Dairy%20Alternatives%20AAEA%202015%20May%2027.pdf
Davis, Christopher G., Diansheng Dong, Don P. Blayney, and Ashley Owens. An Analysis of U.S. Household Dairy Demand, TB-1928, U.S. Dept. of Agr.,Econ. Res. Serv. December 2010.
Dharmasena, Capps, Kosub, 2015, “Demand and Market Competitiveness of Almond Milk as a Dairy Alternative Beverage in the United States”. Internet Access: https://ageconsearch.umn.edu/record/196789/files/Dharmasena_Capps_Kosub_Almond_milk_SAEA_2015%20_paper_.pdf (accessed January 20, 2018)
Food Navigator, (2014), “Almond Milk Accounts for Two-Thirds of Sales in Plant-Based Milk Category.” Internet access: http://www.foodnavigator-usa.com/Manufacturers/Almond-milk- accounts-for-two-thirds-of-sales-in-plant-based-milk-category-says-WhiteWave-Foods (accessed on September 3, 2014).
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Neville, Antal (2018). “Soy and Almond Milk Production in the US” . IBISWorld, (internet access on January 20, 2018: https://www.ibisworld.com/industry-trends/specialized-market-research-reports/consumer-goods-services/food-production/soy-almond-milk-production.html)
Nielson (2016), “Americans Are Nuts For Almond Milk.” Internet access: http://www.nielsen.com/us/en/insights/news/2016/americans-are-nuts-for-almond-milk.html (Accessed November 2016).
USDA-ERS Economic Research Service (ERS). 2013. Dairy Data: http://www.ers.usda.gov/data-products/dairy-data.aspx#.UXSd6yvwLTV. Internet (Accessed December 2013).
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