Table of contents

Contents
Table of contents......................................................................................................................................1
Bridal Shop Business Plan........................................................................................................................2
Executive Summary.................................................................................................................................2
1.1 Objectives......................................................................................................................................2
1.2 Mission..........................................................................................................................................2
SWOT analysis.............................................................................................................................................3
1.3 Keys to Success.............................................................................................................................4
Company Summary.................................................................................................................................4
2.1 Company Ownership.....................................................................................................................5
2.2 Start-up Summary..........................................................................................................................5
Products...................................................................................................................................................7
Market Analysis Summary......................................................................................................................8
4.1 Market Segmentation.....................................................................................................................8
4.2 Target Market Segment Strategy...................................................................................................9
4.3 Industry Analysis...........................................................................................................................9
4.3.1 Competition and Buying Patterns.............................................................................................10
5 Strategy and Implementation Summary.........................................................................................10
5.1 Marketing Strategy......................................................................................................................11
5.2 Sales Strategy..............................................................................................................................12
5.3.1 Sales Forecast...........................................................................................................................12
Web Plan Summary........................................................................................................................13
6.1 Website Marketing Strategy............................................................................................13
6.2 Development Requirements............................................................................................13
Management Summary.................................................................................................................13
8.2 Break-even Analysis.......................................................................................................14
8.3 Projected Profit and Loss..................................................................................................14
8.4 Projected Cash Flow...........................................................................................................15
8.5 Projected Balance Sheet...................................................................................................15
Conclusions................................................................................................................................................16

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Bridal Shop Business Plan
Executive Summary

Bride’s shop is a wedding attire shop like no other. While most retail bridal shops focus
on selling wedding gowns, our focus is everything else. We will cater to the mothers of the bride
and groom, bridesmaids, and flower girls. In addition, we will provide an array of accessories for
all the female members of the bridal party. 

Bride’s Entourage is registered as a single-member PLC, incorporated in Hawassa , and the sole
owner is Ms. Wubalem. The purpose of this business plan is to secure start-up financing.
We project that the company will reach the break-even point in its fourth month of operations.

The projections outlined within this business plan indicate sufficient funds for repayment of the
requested loan.

1.1 Objectives

Bride’s Entourage has the following objectives:

1. To be the primary one-stop-shop for the female members of a bridal party once the bride has
purchased her gown (i.e. mother of the bride, mother of the groom, bridesmaids, flower
girls, footwear, and accessories).

2. To have vigorous sales in the first twelve months of operations. 

3. In Year 3, to have sales more than double first year level and net income of at least 10% of
sales.

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1.2 Mission

Bride’s Entourage is a boutique that provides attire and accessories for female bridal
attendants. We believe in providing superior customer service and creating a shopping
experience that is relaxed and pleasurable. We also believe in providing a working environment
for our employees that is professional and fun, and that empowers our employees to be
trustworthy and valuable resources to our customers.

SWOT analysis
A bridal gown shop SWOT analysis should be produced as well. As it relates to strengths, a
bridal gown shop is a was always able to generate revenues even during times of economic
recession. The barriers to entry are considered to be moderate, the gross margins are moderate,
and startup costs are considered to be reasonable. For weaknesses, bridal gown shops are going
to have to compete with larger retailers that offer these types of apparel as part of their general
offerings. However, many brides will focus specifically on working with an independent retailer
rather than a large store. For opportunities, this can simply involve the development of additional
locations within the companies effective market radius. Additionally, large-scale marketing
campaigns can increase the amount of people coming to the store and thus the inventory
turnover. There are no known threats at this time it would impact the way that a bridal gown
shop conducts its operations.

1. Strength

Our location, the business model we will be operating on bridal shop and online bridal store
varieties of payment options, wide range of bridal wears and related accessories and our
excellent customer service culture will definitely count as a strong strength for Bridal Shop,
LLC.

So also our management team members are people who have what it takes to grow a business
from start – up to profitability with a record time.

2. Weakness:

A major weakness that may count against us is the fact that we are a new bridal retail store outlet
in Hawassa –Ethiopia and we don’t have the financial capacity to compete with multi – million
dollars bridal shop outlets like others to fulfill international standards and when it comes to
retailing at a rock bottom prices for all their bridal wears and other wedding accessories.

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3. Opportunities:

The fact that we are going to be operating our bridal shop in one of the busiest streets in Piazza,
Hawassa City, which provides us with unlimited opportunities to sell or rent our bridal wears
and related products to a large number of people.

We have been able to conduct thorough feasibility studies and market survey and we know what
our potential clients will be looking for when they visit our bridal shop; we are well positioned to
take on the opportunities that will come our way.

4. Threat

Just like any other business, one of the major threats that we are likely going to face is economic
downturn. It is a fact that economic downturn affects purchasing / spending power. Another
threat that may likely confront us is the arrival of a new bridal shop in same location where ours
is located. We are not ruling out the fact that unfavorable government policy can also pose a
threat to our business.

1.3 Keys to Success

To be successful in this business, Bride’s Entourage must:

1. Location and environment those can easily accessible and conducive to give relaxation and
professional services.

2. Generate and preserve a reputation of being the one-stop-shop for bridal purchases beyond

the wedding gown.

3. Establish a strong referral network among others in the bridal industry.

4. Provide stellar customer service.

5. Maintain a fresh mix of inventory.

Company Summary

Bride’s Entourage is a new retail boutique that will be a unique supplement to the existing bridal

shops in the greater area. While most bridal shops focus on providing the bride with her wedding
gown, the focus of Bride’s Entourage is everything besides the wedding gown. Our core products
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 include mother-of-the-bride and mother-of-the-groom attire, bridesmaids' attire, flower girl
attire, bridal footwear, and bridal accessories, such as veils, headpieces, and jewelry. Our goal is
to be the one-stop-shop for items beyond the wedding gown, and to provide a fulfilling shopping
experience for our customers.

Generally every beauty works including beauty salon, makeups, bridal dressings and
consultancies.

2.1 Company Ownership

Bride’s Entourage is a privately held company. It is registered in the Hawassa, Ethiopia as a

single-member PLC with owned by me, Ms. Wubalem

2.2 Start-up Summary

Total start-up cost estimates are shown in the following table and charts. The most significant
components of the start up costs are inventory (30%), cash-on-hand (23%), and expensed
equipment and leasehold improvements (19%).

The start-up costs will be financed through a combination of owner investment and long-term
loans.

Sno Start-up Expenses----Materials Expenses

1 Legal 1,000

2 Stationery 800

3 Other Supplies 1,150

4 Consultants 1,500

5 Insurance 1,000

6 Rent 8,800

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7 Leasehold Improvements (Expensed) 10,000

8 Expensed Equipment 8,000

9 Other 4,000

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Bridesmaid dress samples $ 3,600

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Cocktail dresses 12,000

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Crinolines 300

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Headpieces samples 750

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Jewelry 900

15
Shoes 1,080

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Wedding Dress Samples 18,000

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Products

Bride’s Entourage will carry mother-of-the-bride, mother-of-the-groom, bridesmaid, and flower

girl attire. In addition, we will carry bridal footwear and bridal accessories such as veils,
headpieces, and jewelry. We will aim to provide products in a wide variety of styles and price-
ranges that are of good quality and from reputable designers.

The dresses will be sold primarily on a made-to-order basis. We will keep a sample dress of each
style in the store for customers to try on, and once they decide on a style, we will then order it in
their size and in the color of their choosing. If, however, a customer is pleased with the floor
sample, they will have the option to purchase that item. 

When a dress is being made-to-order, a fifty percent, non-refundable deposit will be

required. Once the dress arrives, the deposit will be applied toward the balance. Full payment
will be due before the customer can take the dress from the store. Veils and headpieces will be
sold in the same manner as the dresses. Shoes and jewelry will primarily be sold off the floor.

Bridal inventory is typically purchased in two seasons: fall and spring. The fall buying season is
typically for items that will be displayed in the winter and spring, which will then be worn in the
spring and summer. The spring buying season is typically for items that will be displayed in the
summer and fall, which will then be worn in the fall and winter.

Most designers set "minimums," which means that they require the purchase of a certain number
of sample dresses in any given season. Some designers require that all samples be purchased at
once, while other designers allow the purchase of samples to be staggered throughout the
season. The buying pattern for Bride and Bride’s Entourage will be a function of designer
requirements as well as customer demand for new products.

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Bride’s Entourage will track the "success rate" (the number of times a particular dress is
purchased), and if a dress is selling poorly, it will be discounted, sold off the rack, and replaced
with a new inventory item. 

Market Analysis Summary

For the past five years, in Hawassa and closely neighbored areas has consistently seen around
One thousand weddings annually. According to Hawassa city population projections, the number
of females here will increase by about three percent over the next five years. It is safe to
conclude from these facts that there is a solid customer-base that will increase slightly in the
years to come. 

What is unique about Bride’s Entourage is that it places a spotlight on the wedding purchases
that are typically overshadowed by the purchase of the wedding gown. Wedding gowns, on
average, comprise about 6.1% of the total wedding expenditures, while the mothers' attire,
attendants' attire, and accessories collectively make up another 7.8% of the total wedding
expenditures. Bride’s Entourage is focusing on the 7.8% that is usually an afterthought for most
bridal shops.

Bride’s Entourage is a store like no other. It creates a shopping environment in which mothers,
bridesmaids, and flower girls, as well as the bride, are catered to.

4.1 Market Segmentation

There are three major market segments that will be served by Bride’s Entourage: mother-of-the-
bride/mother-of-the-groom; attendants, which include bridesmaids and flower girls; and brides. It
is important to keep in mind that most customers who are shopping for bridal attire are in it for
the experience just as much as it to walk away with a purchase. .

The most common number of bridesmaids, including the maid-of-honor, is four. Because

bridesmaids are typically expected to pay for their own attire, they tend to be fairly cost-
conscious. If they believe that they will be able to use the dress more than once, then price
becomes less of an issue. The bride usually has the final say in which dress will be chosen, which
creates an interesting dynamic. On the one hand, the bride's tastes need to be accommodated, and
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on the other hand, the bridesmaids need to feel comfortable with the amount they are spending.
Bridesmaid parties often shop as a group so that they can decide on a dress together. For groups
of three or more, appointments will be recommended to ensure that proper attention and dressing
room space is provided.
About 92% of all weddings have a flower girl. As with the bridesmaids' attire, the bride usually
makes the decision about the style of the dress, but the parent of the flower girl usually pays for
it. In addition to helping outfit the bridal party, Bride’s Entourage will aim to accommodate
brides who are still in need of the other critical pieces to go with her gown, such as shoes, a veil
and/or headpiece, and jewelry. While some brides purchase the "other items" at the time that they
purchase their gown, most brides choose to shop around for the accessories. 

MARKET ANALYSIS

Potential Growth YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 CAGR

Customers
Mother-of- 3% 24,000 24,720 25,462 26,226 27,013 3.00%
the-Bride
/Mother-of-
the-Groom
Bridesmaids 3% 48,000 49,440 50,923 52,451 54,025 3.00%
Flower 3% 7,440 7,663 7,893 8,130 8,374 3.00%
Girls
Brides 3% 12,000 12,360 12,731 13,113 13,506 3.00%
Total 3.00% 91,440 94,183 97,009 99,920 102,918 3.00%

4.2 Target Market Segment Strategy

The focus of Bride’s Entourage is "everything but the wedding gown”. However, for every bride,
there are, on average, at least five other females who need to be outfitted, and the bride herself
will also require additional accessories. 

Because most bridal shops focus on selling wedding gowns, there is minimal effort dedicated to
the other necessary items. Bride’s Entourage gives the "other items" their own
significance. Without the bridal gown as a distraction, the "other items" will no longer be an
afterthought. Mothers and bridal attendants can have their own unique shopping experience, and
brides can have a fresh environment in which to shop for their accessories.

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4.3 Industry Analysis

There are over Ten Thousands weddings annually in the Ethiopia, 4 thousand of which are in
Southern Ethiopia, again One thousands of them is in Hawassa alone. The average cost of a first
wedding is currently about 20,000, and that number has consistently been increasing by about
5% each year. About 6.1% of the total wedding budget will be spent on the wedding gown, and
7.8% of the total budget will be spent on mothers' attire, attendants' attire, and accessories.

 The primary focus of all bridal shops is the wedding gown and makeups.  Some shops will also
carry a limited selection of mothers' dresses, attendants' attire, and accessories, but their
main goal is to sell wedding dresses. As a result, the market currently lacks a place to find a good
selection of the other necessary items.

4.3.1 Competition and Buying Patterns

There may be more bridal shops in Hawassa, however, the primary focus of all of those shops is
wedding dresses, so they have a very limited selection of mothers' attire, attendants' attire, bridal
footwear, general beauties and other bridal accessories. Bride’s Entourage is unique in Hawassa
in focusing on everything except the wedding gown.

Establishing a reputation for having a good selection and providing superior customer service
will be a key. Statistics show that brides will visit, on average, a total of six stores before
purchasing their wedding gown. The "shop around before you buy" mentality may apply to the
other members of the bridal party, as well, so it will be critical to provide a unique selection of
items in a memorable environment. It will also be important to have a wide selection of items, so
that the customers feel fulfilled with what they've seen at our store and won't feel the need to
shop around.

As previously mentioned, bridesmaids tend to be more cost-conscious, so competitive pricing

will be key for that segment. We will offer a wide variety of styles at different price points -
again, working to assure the members of the bridal party that they are being presented with a
comprehensive selection, thus reducing the need to shop around.

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 5 Strategy and Implementation Summary

Our marketing and sales strategies will emphasize our unique advantages for wedding party: 

 our wide-range of clothing styles, designers, and accessories

 the attention we pay to all the female members of the wedding party

 our wonderful location in a destination shopping area

Our marketing strategy begins with standard print and online listings in wedding media, and
continues through networks of wedding consultants.

Our sales strategy is designed to "close the deal" - from the moment a potential customer walks
in the door, she will know that her place in the wedding, and her needs, are important to us. We
will create an atmosphere that makes shopping for the "other items" as significant as the
experience of shopping for the wedding gown. In other stores, mothers, bridesmaids, and other
wedding party members are often an afterthought. At Moms, Maids, and More, they will be
given as much prominence and attention as the bride receives when gown shopping.

5.1 Marketing Strategy

Bride’s Entourage will use the following mediums for its marketing efforts:

1. Local Wedding Publications - This includes magazines that are used to promote wedding
shows and local wedding resource books.

2. Bridal Consultants - By building relationships with local bridal consultants, we will have a
direct referral source.

3. TheKnot.com - This is a web site specifically geared toward people who are preparing for a
wedding. Visitors to this site can do state-specific searches for shops and services in their
area. By listing ourselves on this site, we will be specifically targeting our market.

4. Web Links - Most designers offer a "store locator" on their web pages. Therefore, when
available, we will be listed on the web sites of the designers whose lines we carry, with a
link to our web site.

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5. Yellow Pages - We will be listed under the "bridal" section of the yellow pages, so this will
serve as a standard resource for customers to find us.

5.2 Sales Strategy

1. Customers need to be acknowledged and attended to right away.  They are probably not in
our shop to browse or make a casual purchase, so they need to be taken seriously
immediately.

2. Our expertise will help customers stay focused. The process of choosing bridal attire can be
overwhelming, because it is such a significant purchase, and because there are so many
variables (e.g. colors, event setting, coordinating with the other participants, etc.). Therefore,
it will be critical to navigate the customer through the process efficiently. By controlling the
process, the outcome (the sale) is more attainable.

3. In addition to selling goods, we are selling a shopping experience. Because each woman

makes wedding purchases only a few times in her life, the process of shopping for bridal
attire is quite memorable, and is often a bonding experience for moms, girlfriends, and the
bride. If the experience is a positive one, word of mouth will grow exponentially.

4. Sales goals will be set for our employees, and achievement of those goals will be rewarded
monetarily.

5.3.1 Sales Forecast

The forecast reflects sales to slightly more than one percent of the total customer base in here,
based on the following assumptions:

1. Total weddings in Hawassa: 1,000 annually

2. Two moms per wedding

3. Four bridesmaids per wedding

4. A flower girl at 92% of the weddings

Costs of sales assumes that for clothing, the wholesale cost will average about 46.5% of the retail
price, and for accessories, the wholesale cost will average about 30% of the retail price. 

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Web Plan Summary

The Bride’s Entourage website will be an expanded business card for the store. Visitors will be
able to receive information about the designers we carry as well as basic store information, such
as location and store hours.

6.1 Website Marketing Strategy

The website will be an additional resource for customers who want to learn more about our
store. Visitors to our site will fall into two primary categories:

1. People who have not yet been to the shop and want to learn more about it.

2. Bridesmaids who are ready to order their attire.

Category 2 visitors will be bridesmaids who are unable to come into the store to be measured
and/or pay their deposit. It is quite common for bridesmaids to be out-of-town and unable to
physically come in to complete their purchase. While our customers will be able to complete
sales by phone and fax, they will appreciate the added convenience of being able to complete
their purchases online. Once the bridesmaid gown has been selected for a bridal party, a secure
login will be created for each of the bridesmaids so that they can complete the necessary order
information on line. 

6.2 Development Requirements

Initially, the Bride’s Entourage website will be developed with few technical resources. We will
work with a contracted web page designer to develop a simple, yet classy, site. The most
technically complex portion of the site will be the bridesmaid ordering portion. 

Management Summary

Bride’s Entourage will be managed by the owner, Ms.  Wubalem (complete resume is enclosed). 

 To be Certified Public Accountant (CPA), licensed in the Trade and Industry ministry of
Ethiopia

 Lifetime of experience with small businesses

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 Excellent organizational and communication skills

Financial Plan

Bride’s Entourage expects to be profitable by the end of its second year of operations. To get
the business up and running, we will need to obtain financing. The initial market share will be
modest; however, significant growth in market share is expected due to the unique niche that the
shop is targeting. The market share is expected to grow at a more modest rate after year three.

8.1 Important Assumptions

The following assumptions are key to understanding the profit and loss projections.

We do not sell anything on credit - all items must be paid in full before they are taken from the
store.

We are estimating that 80% of the purchases will be made with credit cards. The credit card fees
are calculated as 80% of the sales, times 1.8 percent (the fee rate).

Cost of sales for the clothing items has a two month delay. This is because most clothing items
will be custom ordered and, as a result, Bride’s Entourage will not have to pay for them until
they arrive about two months after they are ordered.

8.2 Break-even Analysis

For the break-even analysis, the following assumptions were used:

1. Fixed costs per month are estimated as total first year operating expenses divided by 12.
2. For each item sold, there is a variable price equal to about 43% of the retail price of the item.

8.3 Projected Profit and Loss

Once sales increase, the results are positive because many of the other expenses will
remain fixed. 

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8.4 Projected Cash Flow

items that are sold off the floor, the cash flow and revenue recognition is traditional, in
that full payment is received at the time of the sale, and the customer takes possession of
the item at that time. This is how most of the shoe sales will take place, as well as some
of the other accessory purchases.

This timing issue has also been taken into consideration for the costs of goods sold. The
store will be billed for items when the items are shipped, thus cash outflow for the cost of
the item will closely match the cash inflow of the customer paying the balance on the
item.

8.5 Projected Balance Sheet

Bride’s Entourage maintains a strong current ratio throughout. While the net worth of the
business is negative in year one, it makes steady gains and becomes positive in year
two. By the end of year three, retained earnings is also close to being positive.

Thanks for your referring and reading my business plan and I am sure you will initiate and visit
my bridal Center

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 Conclusions
Bride’s shop is a wedding attire shop like no other. While most retail bridal shops focus
on selling wedding gowns, our focus is everything else. We will cater to the mothers of the bride
and groom, bridesmaids, and flower girls. In addition, we will provide an array of accessories for
all the female members of the bridal party. 

Bridal shop is not newly emerged business here in Ethiopia but if it was held in a good manner
with a careful business alignment, it will be the future segmented business here in Ethiopia and
expanding to the world class.

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