Liquid Culture

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Clothing E-commerce Site Business Plan

Company Summary

Liquid Culture will offer creative women's outdoor clothing, online, that is both functional and beautiful. Larry Wilson and Maggie Granger, co-owners of Liquid Culture, will create a cost-effective operation that will eliminate the cost of inventory by having a third-party, Magic Clothing Company, handle all manufacturing and shipping of clothing to the customer. Liquid Culture will process the order and collect the payment online. The order will then be sent to Magic Clothing Company to be filled and shipped. Liquid Culture will focus on clothing design and marketing of its products.

2.1 Start-up Summary

Liquid Culture's start-up costs consists mostly of design and marketing. Liquid Culture has $260,000 in investments and $200,000 in a short-term loan.

Start-up Funding
Start-up Expenses to Fund $58,500
Start-up Assets to Fund $401,500
Total Funding Required $460,000
Non-cash Assets from Start-up $0
Cash Requirements from Start-up $401,500
Additional Cash Raised $0
Cash Balance on Starting Date $401,500
Total Assets $401,500
Liabilities and Capital
Current Borrowing $0
Long-term Liabilities $200,000
Accounts Payable (Outstanding Bills) $0
Other Current Liabilities (interest-free) $0
Total Liabilities $200,000
Planned Investment
Investor 1 $130,000
Investor 2 $130,000
Other $0
Additional Investment Requirement $0
Total Planned Investment $260,000
Loss at Start-up (Start-up Expenses) ($58,500)
Total Capital $201,500
Total Capital and Liabilities $401,500
Total Funding $460,000
Start-up Expenses
Legal $1,000
Stationery etc. $500
Brochures $0
Consultants $5,000
Insurance $0
Rent $2,000
Leased Office Equipment $10,000
Computer Equipment/Software $30,000
Website $10,000
Other $0
Total Start-up Expenses $58,500
Start-up Assets
Cash Required $401,500
Start-up Inventory $0
Other Current Assets $0
Long-term Assets $0
Total Assets $401,500
Total Requirements $460,000

2.2 Company Ownership

Liquid Culture is owned by Larry Wilson and Maggie Granger.

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