Auditing and Consulting Business Plan

Artemide Auditing & Consulting AG, (Artemide AC), is currently being formed as an ongoing sole proprietorship that Sandor Artemide AC owns and operates. The company is a spinoff von Daten Riffwald–Ennetmoos AG. There will be 25% cross participation between Artemide AC owners and Daten Riffwald Ennetmoos AG. This plan is intended to guide the management of the new business and provide a foundation for marketing ideas. Artemide AC aims to create a profit while growing at a challenging but manageable rate.

The mission of Artemide AC is to provide fast and reliable services in auditing and consulting to small and medium businesses (SMB), individuals, and other organizations.

The keys to success for Artemide AC are: visibility to generate new business leads, networking with other professionals, responsiveness, and quality.

The auditing service will be the first, although other specialties may be added in the future.

The general objective is to focus on the specialized services, such as startups, analysis, investigations, etc. It is our goal to be a leader and innovator in this area in Luzern. The company predicts that the company will see a 10% increase in sales over the next three years.

Artemide AC’s key to success is developing visibility and new business leads, focusing on clients and quality services, as well as strong relationships.

Data Riffwald-Ennetmoos und Artemide AC cooperate in a flexible manner with the goal of adapting quickly to market needs.

The sole proprietorship company &#8220/Sandor Artemide dipl. Wirtschaftsprufer was established on 8 March 1996. In the first 10-month period, the company generated sales of $50,000.

Artemide AC has its own office in Luzern. It is separate from Daten RiffwaldEnnetmoos AG. Daten Riffwald Ennetmoos acts as secretary and responds to telephone calls.

There are four major classes of competition in the actual fiduciary business in Switzerland. These include individuals, small fiduciary and accounting firms and medium fiduciary offices. They are available for general financial or tax consulting. There are also large auditing and consulting companies. These companies have several hundred employees. They tend to operate more in the lucrative consulting business. This field is also dominated by newcomers such as banks, Assurances, financial consultants, and others. Banks are actively involved in start-up consultancy, corporate finance and mergers and purchases, among others.

Artemide AC’s success depends on the technology. It is vital that the company stays up to date on technological developments. Additionally, it will be important for the company to allocate a portion of each year’s revenues towards upgrading equipment and software used in daily operations.

Artemide AC has a targeted market strategy. Logical segmentation places the market in the following categories: Investors and Individuals. Small Businesses and Medium Businesses. Large Businesses. Authorities and Public Organizations. Our future development is dependent on the importance of Individual persons, Investors, Small and Medium Business as well.

We do not have any main competitors for our business. Artemide AC has many large-sized competitors in a wide market of services. This market environment provides ample opportunities for Artemide AC, to expand and create a niche in selected market areas. Last but not least, the overall market growth trend, estimated at between 5%-10% annually, is worth noting.

Three major opportunities (needs), exist in the fiduciary sector over the next year.

• • Bookkeeping and other services that are related to the operative management of financial resources (payroll, cost accounting, accounting for pension fund, etc. ).

• • Consulting and special mandates like financial planning, business valuation, special audits, and merger and acquisition valuations.

• Auditing legal (incl. IAS and other standards) in an independent, responsible institution.

A further three main market trends were identified by the company that seem to be most relevant for our business.

• • Higher percentages of failed ventures mean more litigation.

• The rise of outsourcing financial consulting.

Artemide AC continues to have many opportunities.

We believe our company is experiencing a great change. Competitors must be both specialists and generalists at the same moment. It is important to have a primary focus for small and medium fiduciary business. One example is that accounting would be the core business. Other fiduciary services like auditing, consulting and tax must be reduced to a more general level. The company’s core business must keep up with current services and have the ability to invent (e.g. new services for accounting related to the Internet).

Artemide AC&#8217 is competitive because of Sandor Artemide’s long-standing reputation in the consulting industry and the company’s ability in this niche.

The company’s sales strategy will focus on long-term customer relationships that will lead to repeat sales. According to the company, revenues will amount to approximately $232,000 for Year 3. The company also expects profits. The company will manage its own assets and generate profits without any debt financing. It does not anticipate any cash flow problems.

Artemide AC’s majority shareholder, Sandor Artemide (the strategic manager) will assume these functions. Brigitte Artemide, the majority owner of Artemide AC, will assume responsibility for market research and customer service. Since no major increases in personnel are expected in the next three years, Mr. Artemide will retain his managerial functions throughout these years.

1.1 Mission

Artemide AC’s mission is simple and straightforward:

• Artemide AC has been created with the purpose of providing complete, reliable, and high-quality services for SMBs, individuals and lawyers. The services must deliver solutions and results.
• Vision Artemide AC’s innovative services have made Artemide AC a prominent name in Luzern.

Success Keys 1.2

The keys to success at Artemide Ac are:

• Create visibility to increase business leads.
• Relations with clients: Establishing a relationship of trust, respect, and close contact with potential clients and clients.
• Marketing/Strategy/Networking with other professionals
• Collaboration with Daten Riffwald–Ennetmoos AG, for general fiduciary services as well as IT services.
• Client-orientedness (fast response time to special problems).
• Qualitative reporting (especially for information).
• Excellence in fulfilling the commitment
• Openness: languages and willpower for creating interregional and international contacts.

1.3 Objectives

These are the goals of this business plan

1. To provide a written guide to managing this business; a strategy framework for developing a comprehensive tactic marketing philosophy.
2. This plan is not designed to get financing. It’s purely for internal improvement.
3. This plan provides detailed monthly projections of the current year as well yearly summaries over the next two years.

Artemide Auditing & Consulting aims at:

1. The overall objective is to focus the activities towards the specialized services (analyses, investigations, startups, etc.) and to become a leader in this niche in the Luzern area.
2. Cash flow: To create enough cash flow to finance future growth or development, and to help the company achieve its other objectives.
3. Growth -#8211 to expand the business at a pace that is both challenging but manageable. Serving the market with innovation, adaptability and creativity. (In the next three years, growth is projected to be 10% of sales.