Executive Summary

Sparks is a socially conscious consultancy that is concerned with the

overall well being of the youth who are the major contributors to the
working of the society. It offers university students, advice and help on
increasing their employability, by giving them training in various fields
which will help them in their encounter with the most dreaded part of a
potential employee’s life i.e. the gruelling process of getting a job and
surviving in it. We help our clients mould themselves according to the
corporate world. We exercise special considerations in self evaluation
programmes, CV writing training, interview training etc.

The goal of SPARKS is to set a monopoly base in the market and to

achieve targeted sales and increasing profits year on year. Eventually,
entering into new markets like recruitment agencies, expanding into other
Emirates and providing newer and better services is the ultimate goal of
SPARKS.

1.1 Keys to Success

• To provide services to universities students which would help them in
their academics by providing them techniques on effective learning.
• Provide fresh graduates with Pre-Job training which would help transit
into the corporate world with ease.
• Improve self-image in university students and fresh graduates and
help them feel good about themselves professionally and
academically.

1.2 Objectives
• Have an increase in new customer base yearly.
• Have the company's work in our target market covered in the local
media.
• To generate sufficient funds. This would enable us to start news paper
in education service by the fourth year.
• To expand our reach to other Emirates and beyond boundaries.

1.3 Mission
The goal of our company is to make Sparks essential for every youth to
achieve their targeted goals by developing their confidence in academic
as well as professional lives.

Company Summary
Sparks has been a dream for the founders; it was essential for an
employment training provider to help universities nurture the lives of their
students who would eventually land a job. This service is hard to come by
in Dubai, and so the founders decided to create the Sparks employment
training consultancy.
Sparks’ office is located in Sh. Zayed Road, Dubai as it is in close range of
our target market.

2.1 Start-up Summary

The table that follows details projected starting costs.
Start-up

Requirements Dhs.

Start-up Expenses
Legal 30,000
Stationery etc. 5,000
Brochures, banners, 3,000
advertisement

Insurance 5,000
Rent 16,666

Expensed equipment 19,750

Other 4,500
Total Start-up Expenses 83,916

Start-up Assets
Cash Required 550,000
Start-up Inventory 0
Other Current Assets 123,000
Long-term Assets 120,000
Total Assets 793,000

Total Requirements 876,916

Start-up Funding
Start-up Expenses to Fund 83,916
Start-up Assets to Fund 793,000
Total Funding Required 876,916

Assets
Non-cash Assets from Start- 228,000
up
Cash Requirements from 550,000
Start-up
Additional Cash Raised 0
Cash Balance on Starting 550,000
Date
Total Assets 778,000
Liabilities and Capital

Liabilities
Current Borrowing 0
Long-term Liabilities 100,000
Accounts Payable 65,000
(Outstanding Bills)
Other Current Liabilities 0
Total Liabilities 165,000

Capital

Planned Investment
Local Partner 255,000
Partner A 125,000
Partner B 120,000
Additional Investment 0
Requirement
Total Planned Investment 500,000

Loss at Start-up (Start-up (83,916)

Expenses)
Total Capital 416,084
Total Capital and Liabilities 581,084

Total Funding 876,916

Services
Sparks is a combination of employment consultancy and training provider. We
specialize in formal etiquettes training, communication skill development,
effective learning techniques, and pre-job training and job-survival techniques.
During summer we would provide fresh graduates with the above mentioned
services as well. This essential aspect of Sparks sets us apart from any training
institute as we make our resources available to assist students in eliminating
barriers to success and fully preparing them to transition into the workplace and,
in turn, help improve self image.
Future services include providing students with supplementary CDs and
books and the flexibility of online learning by making our services
available to international students. Another goal for the future is providing
Newspaper in Education to our consumers on weekly basis to increase
commercial awareness. Ideally, Sparks would like to provide similar
services in other cities as well.
Market Analysis Summary

Everyone prefers to have a degree from a well established university

which according to the census and the market analysis we have carried
out, it is spread within the Academic City, Knowledge Village and
University City with an average of 40 Universities. We have a fixed but
rapidly increasing consumer base.

Our sessions mainly aim to guide current youth towards their goals in the
best professional manner. With a very vast multi cultural spread, students
are not completely exposed to the actual job market which is very uniform
in its standards.

4.1 Market Segmentation

Our market segmentation is specific for the youth of today as they are the
upcoming individuals of tomorrow’s challenging business world. In the working
world, it is necessary for the people to look smart, think smart and deal smart.
Therefore we offer guidelines to help them easily fit into this vibrant working
world. In our sessions we start from scratch by guiding them to approach,
respond and to manage in a professional manner in the working world.

4.2 Target Market Segment Strategy

We have designed several ways to receive positive attention and publicity for our
first year. We have planned on inviting the head of departments of concerned
universities (Knowledge Village, Academic City, and University City) for
conveying our ideas for the development of their students. After our company
and the universities have come to an agreement, we will be conducting seminars
and sessions weekly, starting from the week of commencement of each
university.
4.3 Market Needs

Our market’s needs are simple: People thrive for excellence and want to excel in
whatever fieldthey opt for. In order to achieve this we aim to guide people
towards their goals in the best professional manner. It has been determined that
our target market is interested in helping youth in their academic life and make
them perfect and strong to face the challenging business world. What makes
SPARKS essential for every youth is that it develops their confidence in their
academic as well as professional life to achieve their targeted GOALS.

4.3.1 Competition
Our indirect competition includes recruitment consultancies, training
institutes and managerial development. Because Sparks provided all
these services for universities, there is no such direct competition.

Strategy and Implementation Summary

The Sparks name will became familiar to the education community on
different levels and by various methods. Interacting with well known
Universities and students makes the pre-job training and effective
learning techniques area known. Advertising in local Campus Journals,
Arabic and English newspapers, radio helps get Sparks to the mass public.
Mailings and newsletters keep our customer base in touch.
All these promotional methods mesh together to form a sturdy advertising
base for the company to grow on.
5.1 Competitive Edge
Our competitive edge is that we offer services which students (future
employees) require the most. This package of services helps in the overall
development of students and helps them to be better organized and
healthy communicators and this sets us apart, as does the availability of
all services under one roof.
5.2 Sales Strategy

Our strategy for earning revenues is fixed. We will be earning our revenue
every month for twelve months. Different services will be provided at
different levels. But the prices charged will be same for all the levels. Our
main goal is to keep up our public relations by providing them with our
quality services and keeping up to their expectations.

5.2.1 Sales Forecast

The Sales Forecast is in yearly detail in the chart, and the summary
follows in the table.

Sales Forecast
FY 2006 FY 2007 FY 2008
Unit Sales
Self evaluation and 5,900 7,600 8,800
etiquettes
CV writing &Interview 3,000 5,320 5,720
Training
Commercial Awareness 6,200 8,740 10,320
Skills & management 2,200 2,660 3,080
Effective learning 4,800 6,080 7,280
Techniques
Language and 5,900 7,600 8,800
Communication Skills
Total Unit Sales 28,000 38,000 44,000

Unit Prices FY 2006 FY 2007 FY 2008

Self evaluation and 37 37 41
etiquettes
CV writing &Interview 26 26 29
Training
Commercial Awareness 42 42 47

Skills & management 14 14 15

Effective learning 24 24 31
Techniques
Language and 37 37 41
Communication Skills

Sales
Self evaluation and 218,300 281,200 360,800
etiquettes
CV writing and Interview 78,000 138,320 165,880
training
Commercial awareness 260,400 367,080 458,040
Skills & management 30,800 37,240 46,200
Effective learning 115,200 145,920 225,680
Techniques
Language and 218,300 281,200 360,800
Communication Skills

Total Sales 5,040,000 6,840,000 8,976,000

Management Summary
Spark’s location in Dubai will be staffed with thirty employees and three
managers. The breakdown of which is given as under.
Management will have three managers, each with specific areas of
expertise: financials, publicity, human resources.
The Instructor’s would be certified with the following qualifications:
Certified in Behavioural Interviewing Techniques.
Master's degree in Career Counselling
Bachelor's degree in Communications
Certified Senior Professional in Human Resources (SPHR)
Teach interviewing skills

6.1 Personnel Plan

The Personnel Plan follows. Details are in the appendix.
Personnel Plan
FY FY FY
2008 2009 2010
Management 3 3 4
Instructors English 20 23 25
Instructors Arabic 5 7 9
Admin 2 2 3
Drivers 2 2
2
Others 1 1 1
Total People 33 38 45

Total Payroll 3,600,0 4,770,0 5,730,0

00 00 00

Financial Plan
The plan for Spark’s financial future is steady growth. With a foundation of
internal start up investment and additional investment by angel
investors, Spark’s has a solid cash base from which to establish itself and
build name recognition. The eventual goal is to capture an additional
market base of 23% by the end of the third year. The company will break-
even shortly during the second year, increasing our revenues which in
turn make the salaries self supporting.
The managers and employees are paid modestly, with their pay tied to
the success of the company. Even with increasing profits in every year for
the first three years, the salary increment is low. But salaries to
employees and managers with three years experience with Sparks would
be increased.

7.1 Key Financial Indicators

Key to the financial success of Sparks is gradual but continued annual
growth. While there are times of the year, especially holidays, where sales
are expected to be substantially less, but with summer plans set in place,
annual growth is imperative. The change in direct costs of providing
our services is minor, so increasing the number of clients receiving
services will aid the bottom line.
7.2 Break-even Analysis
The Break-even Analysis in this plan makes many assumptions to achieve
an estimate. Almost all cost in the operations will remain fixed. Salary for
employees, rent, and utility costs are all considered as fixed costs.

Break-even Analysis

Monthly Units Break-even 2,333

Monthly Revenue Break- Dhs.420,
even 000

Assumptions:
Average Per-Unit Revenue Dhs.180
Average Per-Unit Variable Dhs.146
Cost
Estimated Monthly Fixed Dhs.23,7
Cost 50

7.3 Projected Profit and Loss

7.4 Projected Balance Sheet :
7.5 Business Ratios:

Projected Profit and Loss Accounts, Balance Sheet and Business Ratios are
duly verified by an external registered auditor and the audit report is
attached to the business plan.