Section 2 Team 9 Business Plan Draft-1 1 Compressed

Section 2
Team 9
Fall 2021
Business Plan
Business Name: Cool-apsible Cooler
Business Idea: The Cool-apsible Cooler is a 45-quart-hard cooler that collapses flat to fit
into small spaces when it is not in use. Our cooler is an easy to store, waterproof, and
reliable ice chest; the removable lids and retractable sides allow for convenient storage in
any space. The Cool-apsible Cooler is functional and user-friendly while maintaining the
traditional features that our consumers count on.
Team Members:
Hayden Cabell cabellhp@dukes.jmu.edu
Sarah Carmen carmensr@dukes.jmu.edu
Rachel Dishman dishmarw@dukes.jmu.edu
Chloe Doering doerincb@dukes.jmu.edu
Samuel Magnusson magnussa@dukes.jmu.edu
Nicholas Markham markhanr@dukes.jmu.edu
Zachary Meyers meyerszr@dukes.jmu.edu

Executive Summary
Address:
Cool-apsible Cooler
2282 HWY 281
Pleasanton, TX 78064
Email: coolapsiblecoolers@gmail.com
Management: Business Description: The Cool-apsible Cooler is

Titles: General Manager and a 45-quart-hard cooler that can collapse flat,
Operations Manager allowing for easy storage when not in use. The
cooler is made with hard plastic and sealed with
Industry: 326140 rubber gaskets for insulation.
Number of employees: 32 Product: The Cool-apsible Cooler costs $72.88

employees per unit to manufacture and sells for $240. Our
projected sales for year one is 19,353 units and
Amount of Financing is projected to grow to 37,466 units in year five.
Sought: $5,000,000 in a
long-term loan and Competitive Advantage: Our competitive
$3,245,788 from angel advantage is the storability of our cooler when
investors not in use. Its collapsible nature allows those
who purchase the cooler to conveniently fold and
Investment Sources: 7 store at home or when returning from vacations,
owners with $100,000 each sporting events, etc., activities that our target
markets value. In addition to the collapsible
Use of funds: Purchase of technology that we offer, our product remains at
two rotational molds and a an affordable price point compared to others in
machine for grinding our the industry.
plastic as well as purchasing
our factory. Markets: We have two target markets consisting
of families on the go and young, socially active
Product selling price: $240 travelers.
Distribution Channels: Amazon will run our website and we will be using their fulfillment
center to store our order inventory to ship out to customers with the remaining inventory
being stored at our facility. We chose Amazon due to the mass amount of our target
markets who use the website as well as the convenience of having Amazon run our website
and customer service aspects.
Competition: Our biggest competitors are Igloo with its lightweight design, Frosted Frog
with its inexpensive, small business aesthetic, and Thermik with a similar price point on
Amazon. Our product, though, is more storable when not in use than other cooler
companies which gives us the advantage over them.
Financial Projections (unaudited): in thousands

2022 2023 2024 2025 2026
Revenue: $4,644.72 $7,301.04 $7,825.98 $8,388.67 $8,991.81
EBIT: -$136.77 $1,168.05 $1,278.34 $1,455.37 $1,651.32
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Elevator Pitch: Within just one year, the United States alone sells/buys over 40 million
coolers. Most plastic coolers on the market are a hassle to store due to their size. Because
of this, Cool-apsible Cooler created an ice chest that has the capacity of folding. Our unique
folding technology creates a new level of convenience and flexibility in terms of storage
without sacrificing features that the cooler industry values. When not in use, the Cool-
apsible cooler allows consumers the ability to fit a 45-quart-hard cooler in their cars or
homes without wasting needed space.
Product Description: Our cooler includes two lids (top and bottom) with gasket material to
ensure both a leak-proof and thermal seal; the collapsible sides are constructed with
dovetail corners to allow for easy folding. When collapsed, the entire product is held
together with a durable strap. Our product offers the essential features of an ice chest with
an extra aspect of compact convenience.
Competitive Advantage: The cooler industry is powerful and expected to continue to grow,
however there is no product on the market that offers what we do. Our product gives users
the ability to fold and store a compact 45-quart cooler when not in use. We understand that
our target markets value high-quality products that fit their needs. The Cool-apsible cooler
is a sealed, temperature-controlled ice chest with additional technology that allows for
convenient storage. For cramped spaces in cars, dwellings, and other highly used spaces,
the Cool-apsible cooler allows our target markets to have a dependable, storable, and
reliable cooler for wherever life takes them.
Value Proposition: We provide a hard, plastic cooler that consumers with limited space
desire. Before the Cool-apsible Cooler, storing a large, plastic cooler was a burden. Whether
it be in the car or in the garage, space had to be dedicated to the cooler. Now, with the
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Cool-apsible Cooler, buyers can appreciate the full benefits of a plastic cooler without
sacrificing space in their home, garage, or car with its collapsible feature.
Business Strategy: Our leadership strategy is differentiation with a Loyal Soldier HR
strategy. Our rivals are cooler companies that are storable and inexpensive. With the
market being saturated with many different cooler companies, the barriers to entry are not
difficult. The cooler companies are constantly trying to copy one another to make the next
best cooler, so the threat of substitution is high, since we do not have a patent on our
product.
Business Location: Our manufacturing facility is in Pleasanton, Texas. We bought the
warehouse so we can expand it in the future and chose South Texas for a variety of
reasons. Texas’ location is central to our domestic distributions and affordable
transportation costs allow space for growing potential. In addition to the transportation
aspect, Texas has one of the largest manufacturing workforces in the U.S. and no state tax
(Advanced Manufacturing in Texas: Go big in Texas, 2021).
Financial Performance: In years 2-5, we have a higher-than-average ROA, and it increases
during each of those years. This shows that we are managing our assets well compared to
our industry and are reinvesting assets, like cash, to allow our ROA to increase each year.
Each year our gross profit increases as well as our revenues. This shows how our demand
increases each year, allowing for more sales. Our valuation is just under $5.4 million in our
fifth year using the industry price to sales ratio.
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Exhibit 1: Organizational Chart
Chart Structure:
The Cool-apsible Cooler factory will be open from 4:00am to 10:00pm with
two 9 hour shifts of employees, including a one-hour lunch break. Our employees
will be in the factory every weekday, Monday-Friday. For our blue-collar employees,
minimal prior knowledge is needed as training will be provided on how to use the
machines and assemble the cooler. For our white-collar employees, a college
education and prior experience to a role similar to what they will be expected to do
in our business is required. These employees will satisfy our company for years 1-5.
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Exhibit 2: Employee Costs Chart
Position Salary/Wage Actual Mandatory Mandatory Benefits Total Total Cost
Range Salary/Wage Deductions Deductions Benefits for All
Total Cost Employees
General $74350 - $140500 FICA= $5374 $5922 Health= $15896 $25016 $171438
Manager $155670 FUTA= $420 Retirement= $5620
1 FTE SUTA= $128 Other= $3500
Operations $74350 - $115000 FICA= $4399 $4947 Health= $15896 $23996 $287886
Manager $155670 FUTA= $420 Retirement= $4600
Marketing $47050 - $76000 FICA= $2907 $3455 Health= $15896 $22436 $101891
Associate $90340 FUTA= $420 Retirement= $3040
Repair Team $29900 - $42500 FICA= $1626 $2174 Health= $15896 $19596 $257080
4 FTE $45160 FUTA= $420 Retirement= $1700
SUTA= $128 Other= $2000
Manufacturing $21910 - $31200 FICA= $1193 $1741 Health= $15896 $19144 $833360
Associates $34050 FUTA= $420 Retirement= $1248
Quality Expert $53340 - $57500 FICA= $2199 $2747 Health= $15896 $20196 $321772
4 FTE $63880 FUTA= $420 Retirement= $2300
SUTA= $128 Other= $2000
Shipping & $27960 - $35500 FICA= $1358 $1906 Health= $15896 $19316 $226888
Packaging $39730 FUTA= $420 Retirement= $1420
Associate SUTA= $128 Other= $2000
4 FTE
Total $498,200 $22,892 $149,700 $2,200,315
1
In our third year of operation, each employee will receive a three percent raise.
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Exhibit 3: Market Segmentation Analysis/Target Market
Segment Segment Growth Segment Description Priority Justification for Targeting
Name size Projection level for
of Segment targeting
25–34-year-old men Young, Socially Active Travelers do not

and women who are have excess storage space in their homes or
college educated apartments to store a large, bulky cooler
working full time jobs when not in use. In addition, these
with a steady income individuals are often at the beginning of
(>$60,000) located in their careers and while they enjoy social
the United States. activities and outdoor experiences that
Young, They live in benefit from having a cooler, they will go
Socially Growth of apartments, without it if it is inconvenient to store in the
Active 3,066,290 1% townhomes, or 2 limited space, they live in. With the Cool-
Travelers people Annually smaller dwellings apsible cooler, we offer a compact and
(Outdoor with limited storage inexpensive alternative to other coolers.
Participation space. They value Although they can afford our cooler with
Report, weekend/holiday their income, many social events they
2016) traveling and participate in contain other individuals with
spontaneity (road coolers. Due to their dependance on others
trips, beach trips, etc.) during some social events with coolers, they
They also prioritize are our second priority.
social and outdoor
experiences.
35–54-year-old Families on the go stuff their cars and

parents with children garages with bulky essentials like sports
between 6-17 years equipment and home projects. In addition,
old. They are upper they often have a car full of passengers.
middle-class families With their limited space, they prioritize
working full time jobs compact and convenient storage when not
with a steady income using their cooler. We want families to be
(>$100,000) located able to pack and store what they want
Families Growth of in the United States. without clutter or chaos, and due to our
On the 4,972,516 3% They are people with cooler’s easy storability, it can fit in
Go parents Annually limited space in the 1 compact spaces without worry. These
(Statista, car and storage and families use a cooler whenever they travel
2021) enjoy moderate as a familial unit, but due to the lack of
outdoor activities storage space after traveling, they prioritize
(beach trips, etc.). the lack of space our cooler takes up when it
They value social, is collapsed. As our number one target
outdoor experiences market, we also provide a affordable
with their kids and alternative, compared to other coolers in the
prioritize convenience industry as well as the convenience of the
and storage. collapsible feature of our product.
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Exhibit 4: Market Quantification
Unit Price
Annual or
Mkt Potential Mkt Potential Growth Market Unit Weighted
Year ($$) (customer) Projection Share Product Sales ASP Annual $ Revenue
Year 1 $482,328,360.00 8,038,806 7.19% 1.63% 45 Qt Cooler 19,353 $240.00 $4,644,720
Year 2 $517,007,769.08 8,616,796.151 7.19% 2.40% 45 Qt Cooler 30,421 $240.00 $7,301,035
Year 3 $554,180,627.68 9,236,343.795 7.19% 2.42% 45 Qt Cooler 32,608 $240.00 $7,825,980
Year 4 $594,026,214.81 9,900,436.914 7.19% 2.46% 45 Qt Cooler 34,953 $240.00 $8,388,668
Year 5 $636,736,699.66 10,612,278.33 7.19% 2.50% 45 Qt Cooler 37,466 $240.00 $8,991,813

We determined our market potential size (customer) from a 2021 segment profile done by PRIZM Premium that showed counts for people who partake in
outdoor activities (camping, hiking, outdoor cooking, etc.). We narrowed our segment further based on income, age, and lifestyles. To determine our market
potential revenue, we determined that each potential customer would purchase one of our coolers every four years based on our predicted product life and
demand of coolers.
According to a report on the global cooler industry and a calculated weighted average based on population sizes, the U.S. market makes up approximately
7.88% of the global market. Using this value as well as the roughly linear annual increase of the projected global market size of the industry for the next five
years, we determined a compound annual growth rate to be 7.19% (Company, 2021).
We determined our market share by dividing our forecasted annual revenue by the total U.S. camping cooler market value forecasted for each year. A key
source that our assumptions are based upon is a Statista graphic titled, "Camping cooler market value forecast in the United States from 2014 until 2025."
We based our forecast on a Kickstarter company that had similar levels of innovation in the cooler industry as our product. Coolest Cooler was a similar product
to ours in terms of it being a redesigned cooler with features that appealed to a strong segment within an already profitable industry. Our forecasted sales were
based on the number of backers that Coolest Cooler received on Kickstarter. Within the first approximate ten months, the brand had 62,642 backers for their
product on Kickstarter. 50,213 of the backers paid $185 solely to purchase the cooler itself with no additional ownership or bonus products. In addition, our
cooler offers approximately half of the special features that the Coolest Cooler has; to calculate our first year forecast we divided the money raised by backers
who were interested in purchasing the product by the price of our own product; from that we found our unit sales to be half of those buyers due to our
product's lack of additional special features. Because this company started in 2015 the present value price of purchasing the cooler was $213 which is
comparable to the current price of our product. For years two through five we determined the forecasted annual unit sales by using our growth projection rate.
The major jump in sales and revenue from year one to year two can be explained by the four months spent planning and manufacturing that took place prior to
our first sales in May 2022. We can make assumptions for our forecast because of the comparable product idea and price-point.
Fcst by month Units Revenue ($)

May-22 2,216 $531,840
Jun-22 2,400 $576,000
Jul-22 2,516 $603,840
Aug-22 2,567 $616,080
Sep-22 2,438 $585,120
Oct-22 2,443 $586,320
Based on the information that we obtained from Frosted Frog Cooler we
Nov-22 2,375 $570,000 predict that we will need four months of product planning and
Dec-22 2,398 $575,520 development and that our first sales will be in May 2022. We based our
total sales for year one on the information regarding the number of
Jan-23 2,309 $554,160
backers that Coolest Cooler received over their first approximate ten
Feb-23 2,298 $551,520 months and some calculations based on present value and special features
Mar-23 2,506 $601,440 offered by both products. The monthly breakdown was based upon
annual trends such as seasons, holidays, sports, etc. We also predict that
Apr-23 2,559 $614,160 our first month of sales will be the lowest due to being a newer startup.
TOTALS 29,025 $6,966,000
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Exhibit 5: Positioning/Competitive Analysis
Expensive
Kysek
Pelican
Siberian Alpha
Bison
Mammoth
Orion Yeti
Orca
Storable
Not Storable
RTIC
Grizzly
Thermik
Cool-apsible Cooler
Frosted Frog
Igloo
Inexpensive
Positioning Statement: The Cool-apsible Cooler offers our target markets a convenient
way to pack and store a large, plastic cooler. The collapsible feature of our product is user-
friendly and allows the product to fold to a quarter of its size. Our unique folding feature
makes us the most storable cooler on the market while remaining at a comparably
inexpensive price point.
On the x-axis, we determined that the coolers were storable or not storable based on their
dimensions. When our product is stored, the Cool-apsible Cooler, will be collapsed allowing
it to be the most storable.
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Exhibit 6: Marketing Mix
Product Branding
Our goal as a brand is to provide a product that supports our target markets’ lifestyles and needs. We will create value through our brand by being a
storable and inexpensive cooler for our customers. Our product provides a feature that allows for easy storage when not in use; lessening the space
bulky coolers cause through not being collapsible and compact.
Pricing
Year 1 Year 2 Year 3 Year 4 Year 5
Key Competitor Price $150 $150 $150 $150 $150 Igloo Coolers
Key Competitor Price $250 $250 $250 $250 $250 Thermik Coolers
Key Competitor Price $200 $200 $200 $200 $200 Frosted Frog Coolers
Your Channel Price: N/A N/A N/A N/A N/A
Your Retail/Customer Price: $240 $240 $240 $240 $240
We are using a competition-based pricing strategy for our product because we are setting our price relative to our competition and can differentiate
ourselves by our most valuable feature, collapsible technology. Our price through Amazon is $240. Compared to our key competitors, our pricing is
relatively similar to theirs especially Thermik Cooler, a direct competitor on Amazon. Our target markets have the income to purchase our cooler, but
they also have the priority of needing a compact cooler when not using it in storage or on road trips when heading to their destination. The added
feature of the collapsible product is why we are a little more expensive to our key competitors, but not as expensive as the cooler industry as a whole.
Distribution/Location Strategy
Amazon will be our distributor and fulfillment center. We focused on selling and distributing online because both of our TM’s make up 2 of the largest
distributions of digital buyers in the US, 25-34 year old’s make up 20.2% and 35-54 years old make up 32.7% of the market (Coppola, 2021). We will
produce and transport the coolers to the Amazon fulfillment center, only 45 minutes away from our warehouse, where they will handle shipping,
customer service, our website, some advertising, and returns. Through the convenience Amazon offers, we will not need a wholesaler as Amazon is
managing our website and providing feedback to us based on sales and customer concerns.
(in thousands
Promotional Strategy of $)
Year 2 Year 3 Year 4 Year 5
Year 1 (2022) (2023) (2024) (2025) (2026)
Total IMC Budget: 330.145 469.420 597.247 725.062 855.925
Advertising Expense, Facebook: 81.055 97.266 113.477 129.688 148.899
Advertising Expense, Google Ads: 82.440 102.504 111.120 119.724 128.376
Advertising Expense, Social Media & Internet: 60 80 100 120 140
Advertising Expense, YouTube & Commercials: 30 40 50 60 70
Advertising Expense, Amazon: 76.65 149.65 222.65 295.65 368.65
To achieve our goals, create interest, and generate sales, we will have a mix of promotional tools. We are using a variety of different digital marketing
tools to create demand and build our image and interest online. This includes our social media and Internet ads, YouTube and Commercials. Using
these, we will expand our consumer exposure by highlighting our key message which is the Cool-apsible’s ability to save space while in storage. The rest
of our marketing budget will go towards our Facebook ads, since this is one of the main ways our target markets receive new product information and
CPCs are extremely measurable for demand capture. In year one, we want to reach 5 million users/impression, based on those total impressions cost
$35,950. Using a CTR of 0.93% of users in Hobbies and Leisure industry, we were able to calculate clicks of 46,500 from our ad (Irvine, 2021). Since all
our sales will be purchased through Amazon, it is extremely important to focus our promotional strategy on external advertising outside of Amazon and
simultaneously promote our product inside Amazon. 63% of one of our TM’s, families on the go between the ages of 35-54, are Amazon Prime users
(Chevalier, 2021). Amazon sponsored products and keywords are the most popular type of successful ad on Amazon, leading consumers right to our
Amazon storefront (Connolly, 2021). We will increase our daily Amazon budget, so our effective ads run longer, resulting in a boost in sales. We are
spending $200 a day on Amazon in our first year for our campaign plus the additional $10 a day for Amazon to run our product. Each year we increase
our daily Amazon ad budget by $200. To attract customers to our Amazon Storefront straight from Google, we are utilizing Google ads as the first line
of contact to our consumers. Using a Google ad calculator, we are able to set out own budget based on the estimated clicks per month our ad would get
when users search ‘soft cooler, hard cooler, Yeti 45-quart cooler, foldable cooler, large soft sided cooler.’ For year one, we have a $226 daily maximum
budget which equates to $82,440 including taxes, this will reach a minimum of 44,880 ad clicks per year. Each year for Google we increase our daily
budget (Google AdWords, n.d.).
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Exhibit 7: Flow Chart
For each major quality step:

Quality What is measured? How How will you ensure quality?
Step often?
Q1 Heat proof and Once Once the gaskets are installed, test to make sure those
leakproof aspects of Per elements are heat and leak proof before moving onto
the cooler Cycle the next production step.
Q2 Mobility of the sides of Once Once the hinges and screws are attached, employees will
the cooler Per test the sides to ensure they can move without getting
Cycle stuck or being too difficult to move.
Q3 The effectiveness of Once Once the cooler is fully put together, the employees will
the collapsible Per test the collapsing technology to ensure it collapses
technology Cycle easily and nothing is out of place or not working.
For each critical resource:

Critical Resource Brief Description Unit Cost (in appropriate unit) How many?
CR1 Shred Machine $3,000 1
CR2 Rotational Mold $420,580 per machine 2
Briefly describe your main facility - provide information about layout and dimensions.
Our facility is a 7,700 square foot building located in Pleasanton, Texas. The inside of our building will have six different designated
areas including the office space, the shred machine, the two rotational molds, the injection area, the assembly area, and the
inspecting area. When walking in our building, on the far-right side of the building, you will see a shredder in the corner. Straight
ahead upon walking in, will be the designated offices. On the southwest side of our building there will be two rotational molds with
the west wall containing the Injection Area. On the north end of our facility, you will see the assembly and inspection area which
will neighbor each other, making packaging and distribution quicker. Outside the building will consist of a parking lot for our staff
members, along with a specified storage area for finished coolers waiting to be shipped to the Amazon Fulfillment Center.
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Exhibit 8: Quality
Indicate the Dimensions of Why is this dimension important, given your industry & target Identify the Quality Step(s) on
Quality on which you will market? the Process Flowchart /
focus. Service Blueprint to which
this corresponds.
Performance In the cooler industry, the ability to keep items cold and prevent water from Q1
leaking through when using the cooler is of high importance. Not only is this
something the industry prioritizes, but our target market does as well.
Reliability In order for our target markets to trust our product, it must be reliable in Q2
how it works and its effectiveness of the parts that help it collapse. Since it is
a competitive industry to be a part of, being known as a reliable cooler by our
target markets is very important to grow our business and remain a
competitive part of the industry.
Special Features The collapsible feature of our cooler is what helps us stand out in the Q3
industry. Our target markets prioritize storability and with the Cool-apsible
cooler, they can easily store our cooler when it is not in use in cramped
spaces. With the collapsible technology being effective due to proactive
measures taken, our target markets know that the collapsible feature will be
reliable and perform well wherever they go.
Use the space below to describe any additional Proactive Quality Assurance Plans that are not connected to a specific activity on your
Process Flowchart / Service Blueprint.
Since we are relying on a variety of suppliers and using Amazon as our fulfillment center, we will be visiting the local suppliers and the Amazon
facility to ensure any defects occurring through the suppliers or fulfillment center are addressed before coming back to our factory or through
customers.
Describe any reactive quality assurance plans. Include a recovery plan should a customer receive poor quality goods and/or services.
As our main distributor is Amazon, we will receive feedback from the company to address any poor-quality goods we provide them. If a customer is
shipped a poor quality good, there will be a free return through Amazon and store credit for Amazon on their future purchases.
If you will utilize a quality/process improvement methodology, indicate which:

☐ NA ☐ TQM ☐ Six Sigma ☐ ISO ☐ Benchmarking
☒ Other (specify what): DMAIC
Provide a specific explanation of how your chosen quality methodology relates to your business and how it will be applied:
Using the DMAIC methodology, we will strive and work toward minimizing defects during our manufacturing processes. We will be using a
proactive approach by visiting the suppliers and Amazon fulfillment center on a quarterly basis, inspecting the coolers before being shipped out to
the Amazon fulfillment center, and ensuring the work done by our employees is void of as much human error as possible. As a small business, the
Six Sigma approach is not feasible, but we want to still maintain a limited number of defects and mistakes from occurring before it gets to our
customers or the fulfillment center.
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Exhibit 9A: Inventory, Suppliers and Distribution
RAW MATERIAL INVENTORY & SUPPLIER SELECTION
Item(s) Supplier Name & Reason for selecting this Supplier lead Frequency of System of Mode(s) of
Location (City, supplier time (in days) replenishment Management Transportation
State, Country) (in days)
Polyethylene Hebei NZ This supplier offers polyethylene 7 days 30 days Fixed Order ☒ Highway ☐Waterway
Technology Co. plastic pellets in bulk and is low Interval ☒ Air ☐ Rail
Shijiazhuang, China priced compared to other suppliers.
Zinc Screws Amazon, Amazon has fast and free shipping 2 days 30 days Fixed Order ☒Highway ☐Waterway
Chattanooga, TN, and offers low price Zinc Screws Interval ☐ Air ☐ Rail
USA compared to other suppliers.
Quick AH&H Inc This supplier has low-cost shipping 5-10 days 30 days Fixed Order ☒Highway ☐Waterway
Release Spine Sealy, Texas, USA and offers custom straps for our Interval ☐ Air ☐ Rail
Board Strap coolers.
Rods W.W. Grainger This supplier has low-cost shipping 1 days 30 days Fixed Order ☒Highway ☐Waterway
San Antonio, TX, and products due to its vicinity to Interval ☐ Air ☐ Rail
USA the warehouse.
Polyurethane AeroMarine Products This supplier sells liquid 5 Days 30 days Fixed Order ☒Highway ☐Waterway
San Diego, CA, USA polyurethane, insulated foam, in Interval ☐ Air ☐ Rail
bulk at an affordable cost.
Gaskets Amazon, Amazon has fast and free shipping 3-6 days 30 days Fixed Order ☒ Highway ☐Waterway
East Palatka, FL and offers gaskets used in high end Interval ☒ Air ☐ Rail
United States coolers for a lower price.
Plastic Amazon, Amazon has fast and free shipping 4-6 days 30 days Fixed Order ☒ Highway ☐Waterway
Hinges Averill Park, NY, for our smaller parts at a lower cost Interval ☒ Air ☐ Rail
United States compared to other suppliers.
E6000 Amazon, Springfield, Amazon has fast and free shipping 4-5 days 30 days Fixed Order ☒ Highway ☐Waterway
Industrial IL, USA for our glue and at a lower cost Interval ☒ Air ☐ Rail
Glue compared to other suppliers.
FINISHED GOODS INVENTORY
Finished goods Frequency of shipping finished goods Average level of Finished goods Amount of safety
produced inventory on site stock on site
At the end of Year 1 18 coolers per hour Twice per month, on average 1,209 coolers 1,209 coolers twice per month, on average 2,305
What is the lifespan of your finished 4 years
goods inventory?
How will you manage the perishability Our coolers will be stored in a climate-controlled warehouse through the Amazon Fulfillment Center, preventing wear and tear before going to
of Finished Goods Inventory? the customers. We will also work closely with the suppliers to figure out a solution to any problems due to perishability of our coolers from
customers’ feedback once they own the cooler for a couple of years.
DISTRIBUTION
Name of transportation provider/carrier Reason(s) for selecting this provider/carrier Frequency of Pick Up / Drop off
D & H Trucking They are located 12 minutes from our factory, can fit up to 8,000 coolers in their truck, Twice a month
and drive them to Amazon.
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Exhibit 10: Capacity and Resources
Demand Capacity Utilization Hours of Bottleneck name and How will you manage the bottleneck to
(per hour) (per hour) (%) Operation description ensure you can appropriately serve or
supply your customers?
At the 7.20 18 40% 2,688 Hours Rotational molding the To anticipate the rotational molds’ bottleneck time, we
end of per year coolers is the bottleneck will have additional safety stock in case anything goes
Year 1 due to the amount of wrong with our bottleneck. By using this proactive
startup time and the three- approach, we will be ahead of any mistakes or
step process: input, heating, unanticipated problems regarding the bottle neck.
and cooling of the
polyethylene plastic.
At the 7.64 18 42.4% 3,984 Hours Rotational molding Same as above (Rotational molding)
end of per year
Year 2
end of per year
Year 3
end of per year
Year 4
end of per year
Year 5
Hours of Demand/month Demand/hour Capacity/month Capacity/hour Utilization

operation/month
16 hours/day * 20.875 days 19,353 units/8 19,353 units/ 20.875 working days 288 coolers per day/16 7.20/18 = 40%
on average per Month = months = 2,419.13 2,688 hours of per month*288 hours of operation = 7.20
334 hours on average units/month operation = 7.2 coolers per day = coolers per hour
per hour 6,012 coolers per
month
Describe adjustments you will make as resource requirements vary with time. Be specific regarding which key resources (beyond your
bottleneck) will be adjusted, when and how. If you will make multiple adjustments, explain each.
Beyond our bottleneck, the rotational molds, we have our shredding machine that we depend on to shred the plastic pellets into powder. If any defects or errors occur
due to the shredding machine, we will talk to the supplier of the machine and the employee running the machine to adjust the resource as necessary. Since our utilization
of our resources does not go beyond 52.1% in year 5, we will not need to expand or hire more employees as of year 5 and all our resources are sufficient besides quality
control to ensure the minimum number of defects possible when producing our product.
Additional resources (beyond your bottleneck) must be allocated appropriately to support operations. Identify which resources have a
significant impact on capacity at start up and describe why these are appropriate amounts of resources at start up.
Besides the rotational mold machines, our bottleneck, we use a shredding machine. The shredding machine changes the polyethylene plastic pellets into a powder so it
can be inserted into the rotational mold machines. The shredding machine is proficient enough to just have one for years 1-5 since it meets our demand.
How will you manage seasonality?

With the excess inventory being made each year, we will have extra products to ship to our customers during the winter months when sales may increase due to early
summer purchases, Christmas gifts, and football outings. In year 5, we will have the extra weekend shifts, allowing us to keep up with demand and have extra inventory
for seasonality.
14
Exhibit 11: The Cool-apsible Cooler Pro Forma Income Statement
Fiscal year
2022 2023 2024 2025 2026
Sales Revenue $4,644,720 $7,301,035 $7,825,980 $8,388,668 $8,991,813

COGS $1,410,447 $2,217,082 $2,376,471 $2,547,375 $2,730,522
Gross Profit $3,234,273 $5,083,953 $5,449,509 $5,841,293 $6,261,291
General and Administrative Expenses

Salaries and Wages $1,487,700 $1,487,700 $1,532,331 $1,532,331 $1,532,331
Payroll Tax Expenses $74,435 $74,435 $76,137 $76,137 $76,137
Employee Benefits and Retirement $638,180 $638,180 $638,180 $638,180 $638,180
Amazon Sales Expense $696,708 $1,095,155 $1,173,897 $1,258,300 $1,348,772
General Insurance Expense $1,944 $1,944 $1,944 $1,944 $1,944
Depreciation Expense $76,742 $76,742 $76,742 $76,742 $76,742
Shipping Expense $6,416 $9,624 $9,624 $9,624 $9,624
Amazon Storage Expense $27,880 $32,862 $35,225 $37,758 $40,473
Entertainment and Travel Expense $5,000 $5,000 $5,000 $5,000 $5,000
Advertising and Promotion Expense $330,145 $469,420 $597,247 $725,062 $855,925
Taxes and Licenses $7,041 $6,992 $6,992 $6,992 $6,992
Office Expense $2,680 $1,680 $1,680 $1,680 $1,680
Utilities $16,170 $16,170 $16,170 $16,170 $16,170
Total General & Administrative
Expenses $3,371,041 $3,915,904 $4,171,169 $4,385,920 $4,609,969
Earnings Before Interest and Taxes -$136,768 $1,168,048 $1,278,340 $1,455,373 $1,651,322
Interest Expense $447,354 $386,789 $321,825 $252,165 $177,469
Earnings Before Taxes -$584,122 $781,259 $956,515 $1,203,208 $1,473,852
Income Tax Expense $0 $7,863 $9,615 $12,082 $14,789
Net Income or Loss -$584,122 $773,396 $946,900 $1,191,126 $1,459,064
15
Exhibit 12: The Cool-apsible Cooler Balance Sheet
Fiscal year
As of Inception 2022 2023 2024 2025 2026
Assets
Current Assets
Cash and Cash Equivalents $6,351,628 $3,839,561 $2,643,182 $2,041,062 $1,599,934 $1,339,330
Accounts Receivable $0 $1,184,404 $1,861,764 $1,995,625 $2,139,110 $2,292,912
Inventory $0 $155,384 $162,798 $174,486 $187,009 $200,495
Total Current Assets $6,351,628 $5,179,313 $4,667,744 $4,211,173 $3,926,053 $3,832,737
           
Fixed (Long-Term) Assets            
Machinery and Equipment $844,160 $844,160 $844,160 $844,160 $844,160 $844,160
Buildings $1,750,000 $1,750,000 $1,750,000 $1,750,000 $1,750,000 $1,750,000
Total Gross Fixed Assets $2,594,160 $2,594,160 $2,594,160 $2,594,160 $2,594,160 $2,594,160
Less: Accumulated Depreciation $0 $76,742 $153,484 $230,225 $306,967 $383,709
Net Fixed Assets $2,594,160 $2,517,418 $2,440,676 $2,363,935 $2,287,193 $2,210,451
Intangibles, Net of Amortization $49 $0 $0 $0 $0 $0
Total Assets $8,945,788 $7,696,731 $7,108,420 $6,575,107 $6,213,245 $6,043,188
Liabilities
Current Liabilities
Accounts Payable $0 $115,927 $182,226 $195,326 $209,373 $224,426
Accrued Salaries and Wages $0 $57,219 $57,219 $58,936 $48,936 $58,936
Accrues Payroll Taxes and Benefits $0 $27,408 $27,408 $27,474 $27,474 $27,474
Total Current Liabilities $0 $200,555 $266,853 $281,736 $295,783 $310,836

           
Long-Term Liabilities
Bank loan $5,000,000 $4,134,510 $3,206,454 $2,211,309 $1,144,224 $0
Total debt $5,000,000 $4,134,510 $3,206,454 $2,211,309 $1,144,224 $0
Total Liabilities $5,000,000 $4,335,065 $3,473,307 $2,493,045 $1,440,007 $310,836

           
Owners' Equity            
Common Stock $3,945,788 $3,945,788 $3,945,788 $3,945,788 $3,945,788 $3,945,788
Retained Earnings 0 -$584,122 -$310,675 $136,275 $827,451 $1,786,564
Total Liabilities and Owners' Equity $8,945,788 $7,696,731 $7,108,420 $6,575,107 $6,213,245 $6,043,188
16
Exhibit 13: Cool-apsible Cooler Statement of Cash Flows
Fiscal year
As of
Inception 2022 2023 2024 2025 2026
Cash Flows From (For) Operations
Net Income $0 ($584,122) $773,396 $946,950 $1,191,176 $1,459,114
Depreciation & Amortization 0 76,742 76,742 76,742 76,742 76,742
Changes in Current Accounts
Change in Accounts Receivable 0 ($1,184,404) ($677,360) ($133,861) ($143,485) ($153,802)
Change in Inventories 0 ($155,348) ($7,450) ($11,688) ($12,523) ($13,486)
Change in Accounts Payable 0 $115,927 $66,299 $13,100 $14,047 $15,053
Change in Accrued Salaries and
Wages 0 $57,219 $0 $1,717 $0 $0
Change in Accrued Payroll Taxes
and Benefits 0 $27,408 $0 $65 $0 $0
Net Cash Flow From (For)
Operating $0 ($1,646,577) $231,627 $893,025 $1,125,956 $1,383,621
Cash Flow (For) From Investing

Activities
Fixed Asset Purchases ($844,160) $0 $0 $0 $0 $0
Long Term Investments ($1,750,000) $0 $0 $0 $0 $0
Net Cash Flow (For) From
Investing ($2,594,160) $0 $0 $0 $0 $0
Cash Flow From (For) Financing

Activities
Issuance of Common Stock $3,945,788 $0 $0 $0 $0 $0
Long Term Debt
Borrowings/Repayments $5,000,000 ($865,490) ($928,056) ($995,145) ($1,067,085) ($1,144,224)
Dividends Paid to Stockholders ($500,000) ($500,000) ($500,000) ($500,000)
Net Cash Flows From (For)
Financing $8,945,788 ($865,490) ($1,428,056) ($1,495,145) ($1,567,085) ($1,644,224)
Net Change in Cash $6,351,628 ($2,512,067) ($1,196,429) ($602,120) ($441,129) ($260,603)
Beginning Cash Balance $0 $6,351,628 $3,839,561 $2,643,182 $2,041,062 $1,599,934

Net Change in Cash $6,351,628 ($2,512,067) ($1,196,429) ($602,120) ($441,129) ($260,603)
Ending Cash Balance $6,351,628 $3,839,561 $2,643,182 $2,041,062 $1,599,934 $1,339,330
17
Exhibit 14: Financial Statement Notes
Note 1: Assumptions
The following assumptions are made in developing the pro forma statements:
• Accrued wages are assumed to be two-weeks of the annual salaries and wages.
• Accounts payable are assumed to be in terms of net 30.
• Our tax rate is 21 percent according to The Center Square
• Depreciation is computed using straight-line method.
Note 2: Investment capital
The initial start-up costs are funded by a $5,000,000 bank loan with 7% interest per
year, with this loan paid off in five years. The other start-up costs are to be funded with
$700,000 of capital from owners’ personal funds and $3,245,788 of common stock.
Note 3: Capital investment
The initial capital investment of $2,594,160 is used to purchase two rotational molds
and a machine for grinding our plastic as well as purchasing our factory. No additional
equipment will be needed as we meet our demand each year.
Note 4: Risks
There are many risks and uncertainties associated with the operations of this company.
Risks include:
• Economic risk: The economy is constantly changing, especially today with Covid-19.
If we go into a recession, customers will not be focused on purchasing wants. Our
product will not be their priority since it is a want and not a need.
• Risk of labor: As we are amid a pandemic, there is a shortage of labor in the

workforce with many companies struggling to find employees, therefore there is a
risk of not being able to hire employees to work in our factory.
• Risk related to input and supply: The risk of not being able to get the supplies
needed to produce our product to our factory in the correct time would have a great
impact on the number of coolers that are being produced by our factory.
• Risk related to competition: With our product being in a saturated market that is
constantly trying to differentiate themselves from their competition, there is a risk
that other cooler companies will copy our product design.
18
Exhibit 15: Cool-apsible Company Pro Forma Financial Ratios
Fiscal year
2022 2023 2024 2025 2026 Industry
Liquidity Ratios
Current Ratio 25.82 17.49 14.95 13.27 12.33 2.20
Quick Ratio 25.05 16.88 14.33 12.64 11.69 1.65
Operating cycle (days) 133.28 119.88 119.87 119.87 119.88 114.00
Leverage Ratios
Debt/Equity 1.29 0.96 0.61 0.30 0.05 0.73
Times Interest Earned -0.12x 3.22× 4.21× 6.08× 9.74× 8.64
Asset Management Ratios

Inventory Turnover 9.08× 13.62× 13.62× 13.62× 13.62× 5.44×
Receivables Turnover 3.92× 3.92× 3.92× 3.92× 3.92× 7.82×
Fixed Asset Turnover 1.85× 2.99× 3.31× 3.67× 4.07× 9.22×
Profitability Ratios
Gross Profit Margin 69.63% 69.63% 69.63% 69.63% 69.63% 43.40%
Operating Profit Margin -2.94% 16.00% 16.33% 17.35% 18.36% 16.20%
Return on Assets -6.53% 10.05% 14.40% 19.17% 24.14% 10.24%
DuPont Analysis
Net Profit Margin -12.58% 10.59% 12.10% 14.20% 16.23% 11.56%
Total Asset Turnover 0.60× 1.03× 1.19× 1.35× 1.49× 2.68×
Equity Multiplier 2.27× 2.29× 1.96× 1.61× 1.30× 1.73×
Return on Equity -14.80% 23.01% 26.05% 29.18% 30.57% 37.89%
Valuation (Valuation estimates are based on Price/Sales Ratio for the industry)
2026
Multiple 0.6
Projected revenues $8,991,813
Estimated valuation $5,395,088
Industry Information
NAICS Code and Title: 326140 – Polystyrene Foam Product Manufacturing
Comparison Companies – Yeti Holdings, Igloo Products, Grizzly
19
Exhibit 16: Financial Analysis
Liquidity: The Cool-apsible cooler company has a significantly higher current ratio
throughout the five years. Compared to the industry average it has more assets than it does
liabilities, this is because of our excess in cash. The same goes with the quick ratio because
there are very little current liabilities when compared to the cash and accounts
receivable. As we go toward year 5, our operating cycle becomes more efficient and closer
to the industry average. This indicates that at the beginning we are not as efficient, but
through process improvement, we increase our efficiency to become closer to the operating
cycle’s industry average.
Financial Leverage: At the beginning of our business, we have more debt than the
industry average. As we go toward year 5, we continue to decrease the amount of debt to
equity and are below the industry average. A good portion of our debt is reflected through
the Bank Loan which we pay back each year, lowering the amount of debt owed, therefore
lowering our debt-to-equity ratio.
Asset Management: Our inventory turnover ratio is like that of the industry average;
however, our fixed asset turnover is not close to the industry average, increasing every
year. This is due to our fixed assets decreasing each year due to depreciation, but still
worse than the industry which is a point of concern.
Profitability: Our gross profit margin is above the industry’s average every year, showing
that our cooler costs less to make than it does to sell compared to other cooler companies.
All the materials needed to make our cooler is from the United States and not outsourced
outside of that, besides one material from China. With lowered transportation costs from
suppliers, it costs less to receive and use our products than if we outsourced all of them
outside the USA. We are also producing our cooler in-house, eliminating extra costs with
that as well. Our operating profit margin, though, is below the industry average in the first
year and above the other four. This means that in our first year, the expenses are
significantly more than our sales, but with annual sales growing each year, we can cover the
expenses after year 1. Also, our return on assets is negative the first year, growing
significantly by the end of year 2, and then decreasing each year after that, staying above
the industry average after year 1. In year 1, our net income is negative which is due to the
increased startup expenses. In year 2, we have a significant increase in net income due to
increased sales and being able to cover the expenses we could not in year 1. After year 2,
we have an increase in total assets, creating the drop in our return on assets ratio. This is
caused by an increase in sales and demand, resulting in an increase in cash and inventory.
Dupont Analysis: Our equity multiplier is around the industry average over all five years
as well as the return on equity as we go toward the end of year 5. Our net profit margin,
though, is negative year 1 and significantly increases above the industry average after year
1. This shows how we are improving our ability to pay expenses relative to our sales after
the initial investment of machines and the building. Our total asset turnover decreases each
year and is below the industry average. This reflects our lack of management of our assets,
a point of concern as it constantly decreases each year, but we are still above the industry
average showing that we manage them better than the industry.
Valuation Method: We based our valuation off the industry sales/price ratio, 0.6, and our
projected revenues.
20
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32
Meet the Team – Section 2, Team 9
My name is Rachel Dishman and I am from Richmond, Virginia.

Currently, I am a Junior Management major. I am the Director
of the SHRM Merit Award, Co-Membership Chair for Women in
Business, and a COB Madison Advising Peer. In my free time, I
like to read and complete DIY Projects.
My name is Nick Markham and I am from Lorton, Virginia. Right

now I am a Junior Management major. Outside of the
classroom I am interested in sports and enjoy matching
movies.
My name is Sam Magnusson and I am from Centerville,

Virginia. I am currently a Junior Management major with a
Computer Information Systems minor. I am a member of the
Men’s Club Lacrosse team and in my free time, I enjoy hiking
the Blue Ridge Mountains.
My name is Zachary Meyers and I am from Scotch Plains, New

Jersey. I am currently a Junior studying Computer Information
Systems. Outside of the classroom I enjoy playing intramural
sports, working out and am a member of a non-profit
organization, Alpha Society, which focuses on charity.
My name is Chloe Doering and I am from Ashburn, Virginia. I

am working towards my major in Marketing and a minor in
Educational Media. I am a Marketing Assistant at UREC, a
member of the Delta Delta Delta and in Women in Business. I
enjoy being outdoors and traveling in my free time.
My name is Sarah Carmen and I am a Junior Marketing major

from Vienna, Virginia. Outside of class I am a lifeguard at UREC
and a member of JMU Club Swim Team. In my free time, I
enjoy exercising and being outdoors.
My name is Hayden Cabell. I am in my Junior Economics Major

with a minor in Pre-Law. I recently moved to Northern Virginia
from Tampa Bay, Florida. At JMU I enjoy spending time with
friends in my fraternity (Delta Sigma Phi). In my free time I
enjoy working out, learning mechanics of cars and motorcycles,
listening to music.
33
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Section 2

Hayden Cabell cabellhp@dukes.jmu.edu

Sarah Carmen carmensr@dukes.jmu.edu

Rachel Dishman dishmarw@dukes.jmu.edu

Chloe Doering doerincb@dukes.jmu.edu

Samuel Magnusson magnussa@dukes.jmu.edu

Nicholas Markham markhanr@dukes.jmu.edu

Zachary Meyers meyerszr@dukes.jmu.edu

Management: Business Description: The Cool-apsible Cooler is

Number of employees: 32 Product: The Cool-apsible Cooler costs $72.88

Financial Projections (unaudited): in thousands

homes without wasting needed space.

an extra aspect of compact convenience.

reliable cooler for wherever life takes them.

Business Strategy: Our leadership strategy is differentiation with a Loyal Soldier HR

Business Location: Our manufacturing facility is in Pleasanton, Texas. We bought the

reasons. Texas’ location is central to our domestic distributions and affordable

(Advanced Manufacturing in Texas: Go big in Texas, 2021).

Financial Performance: In years 2-5, we have a higher-than-average ROA, and it increases

fifth year using the industry price to sales ratio.

25–34-year-old men Young, Socially Active Travelers do not

35–54-year-old Families on the go stuff their cars and

Year 1 $482,328,360.00 8,038,806 7.19% 1.63% 45 Qt Cooler 19,353 $240.00 $4,644,720

Year 2 $517,007,769.08 8,616,796.151 7.19% 2.40% 45 Qt Cooler 30,421 $240.00 $7,301,035

Year 3 $554,180,627.68 9,236,343.795 7.19% 2.42% 45 Qt Cooler 32,608 $240.00 $7,825,980

Year 4 $594,026,214.81 9,900,436.914 7.19% 2.46% 45 Qt Cooler 34,953 $240.00 $8,388,668

Year 5 $636,736,699.66 10,612,278.33 7.19% 2.50% 45 Qt Cooler 37,466 $240.00 $8,991,813

Fcst by month Units Revenue ($)

For each major quality step:

For each critical resource:

CR2 Rotational Mold $420,580 per machine 2

If you will utilize a quality/process improvement methodology, indicate which:

Hours of Demand/month Demand/hour Capacity/month Capacity/hour Utilization

How will you manage seasonality?

Sales Revenue $4,644,720 $7,301,035 $7,825,980 $8,388,668 $8,991,813

General and Administrative Expenses

Total Current Liabilities $0 $200,555 $266,853 $281,736 $295,783 $310,836

Total Liabilities $5,000,000 $4,335,065 $3,473,307 $2,493,045 $1,440,007 $310,836

Cash Flow (For) From Investing

Cash Flow From (For) Financing

Net Change in Cash $6,351,628 ($2,512,067) ($1,196,429) ($602,120) ($441,129) ($260,603)

Beginning Cash Balance $0 $6,351,628 $3,839,561 $2,643,182 $2,041,062 $1,599,934

Note 2: Investment capital

Note 3: Capital investment

• Risk of labor: As we are amid a pandemic, there is a shortage of labor in the

Asset Management Ratios

September 20, 2021, from https://businessintexas.com/business-sectors/advanced-

October 14, 2021, from https://siberiancoolers.com/shop-coolers/siberian-coolers-

(n.d.). Www.amazon.com. Retrieved October 14, 2021, from

(n.d.). Www.amazon.com. Retrieved October 14, 2021, from

Amazon.com : MAMMOTH COOLERS Ranger MR125T Cooler, Tan ... Mammoth

Outdoors. (n.d.). Www.amazon.com. Retrieved October 14, 2021, from

Inch Insulated Walls : Sports & Outdoors. (n.d.). Www.amazon.com. Retrieved

October 13, 2021, from https://www.amazon.com/RTIC-Cooler-45-

Screws (SNG3), Count : Industrial & Scientific. (n.d.). Www.amazon.com. Retrieved

October 14, 2021, from https://www.amazon.com/Snug-Fastener-Coated-Phillips-

2021, from https://www.bisoncoolers.com/products/50-qt-bison-cooler.

Market Size, Share | Industry Trends Report 2018-2025. (n.d.). Retrieved