business plan of an e-commerce based company

Business plan of an e-commerce company

Live Well

Ecommerce, a new horizon for commerce which has opened up by the internet, requires the use of internet for buying, selling and

delivering products and services. To left behind all of its economic backwardness, Bangladesh has easily entered to IT world and it is

hopeful for us that, ecommerce already made inroads in our society, indeed into our psyche

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Contents

1.0 Executive Summary

1.1 Objectives

1.2 Mission

1.3 Keys to Success

2.0 Company Summary

2.1 Start-up Summary

2.2 Company Ownership

3.0 Products & Services

4.0 Market Analysis Summary

4.1 Market Segmentation

4.2 Industry Analysis

4.2.1 Competition and Buying Patterns

5.0 Strategy Implementation Summary

5.1 Competitive Edge

5.2 Marketing Strategy

5.3 Sales Strategy

5.3.1 Sales Forecast

5.4 Milestones

6.0 Web Plan Summary

6.1 Website Marketing Strategy

6.2 Development Requirements

7.0 Management Summary

7.1 Personnel Plan

8.0 Financial Plan

8.1 Pro Forma Financial Statement

8.2 Pro Forma Cash Flow

8.3 Pro Forma Balance Sheet

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Vitaco is an e-commerce company designed to become the market leader in Web based sales of Naturopathic and homeopathic nutritional supplements. The company is located in Dhaka, Bangladesh. Although many Internet companies have recently failed, the Internet is still poised to support e-commerce retailers. Most of the dot-coms failed because of too easy access to capital and unproven business models with no true revenue streams. Vitaco will overcome these problems with an easy-to-use website and an efficient distribution system. In the next three years Vitaco intends to create an icon e-commerce brand through laser-focused marketing and will grow to $319,000 in revenue.

1.1 Objectives

Vitaco 's objectives for the first three years are:

To make Vitaco an icon brand. To develop an effective, well placed e-commerce site for sales of

homeopathic and Naturopathic products. To launch a laser-focused marketing campaign in a controllable and

measurable market that will drive customer's toward the company's web site.

To create an infrastructure for the fulfillment of Web-based sales.

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1.2 Mission

Vitaco 's mission is to provide the finest in natural supplements using the Internet to lower the consumer's cost. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will exceed the expectations of our customers.

1.3 Keys to Success Marketing. Web design. Product quality. Service.

2.0 Company Summary

The Vitaco ' s goal is to become the e-commerce market leader in sales and marketing of Naturopathic and homeopathic dietary supplements.


Vitaco will incur the following start-up costs:

Legal fees for the business formation. Office supplies. Web development (by Bit Birds). Telephone line installation. Desk, chair, filing cabinets. Shelving units for inventory storage. Computer system with Microsoft Office, QuickBooks Pro, CD-RW, printer,

and a broadband Internet connection.

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Vitaco is a privately held organization. [Md. Miraj Hussain Kaji] Vendor will be the majority owner. The company intends to recruit a sophisticated team of owner board members [Asif Ahmed, Golam Miraj, Zahirul Islam]. The board members will be granted shares of stock to provide an incentive for their performance on the board.

3.0 Products

Vitaco will market and sell private label (manufactured by a company that places the retailer's name on the packaging) Naturopathic homeopathic dietary supplements to individual consumers via the Internet. These products will include ginseng, ginkoba, and various antioxidants. After year one additional product will be offered.

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The market for vitamins and nutritional supplements has grown. Herbal sales alone are growing by 20% per year. This market is led by the aging Baby Boomer who is concerned with his/her mortality. Also, there has been a paradigm shift of perception of nutritional supplements. Homeopathic and Naturopathic products are seen as normal. In addition, positive medical results from major studies have further legitimized these products.


The general development of Naturopathic medicine, the Bangladeshi population is a significant trend driving the use of Naturopathic and homeopathic health supplements. This demographic segment will continue to grow the sales of Naturopathic products.

Another global trend is the emergence and popularity of e-commerce. Brand-focused Web retailers that can provide quality products, customer service, information, and the intangible, emotional buy-in by the customer are becoming hugely successful. As seen by the recent success of Amazon.com and Gap.com, consumers are comfortable buying online and will pay for convenience.

4.2 Industry Analysis

The nutritional supplement market is a semi-mature market characterized by high-growth rates, medium barriers to entry, and a few large competitors. The market leaders are as follows:

GNC (General Nutritional Companies): This Company is a nationwide specialty retailer of vitamins, minerals, and sports nutrition supplements with over 3,000 stores.

National Vitamin Company: NVC manufactures, packages, sells, and distributes private label vitamins and nutritional supplements in drug stores, supermarkets and health food stores.

The primary channels of distribution in this market area:

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Mass market retailers Direct Sales organizations. Health Food Stores Mail order catalogs and the Internet.

4.2.1 Competition and Buying Patterns

Within the mass market retailer channel, the three main primary vitamin and supplement product categories are national brands, broad-line brands, and private label brands. The national and broad line brands consist of 60% of the domestic market, which the private label brands account for the remaining 40% of the market.

5.0 Strategy and Implementation Summary

The Vitaco ' s strategy is based on capturing a small percentage of the growing homeopathic and Naturopathic supplement market share through Web sales.

Also, Vitaco intends to create a premier brand, so that they can eventually capture market share across broad geographic lines.


Vitaco 's competitive edge will be their easy-to-use website and superior customer service. The website design will be a competitive advantage. The design of Vitaco site will encourage purchases because it is so easy and quick to make the purchase. Too often sales are lost because of complex websites that are far from intuitive.

Vitaco 's other competitive edge is superior customer service. Customers that call in with problem/issues will be amazed at the amount of personal attention they receive and how quickly issues are not only resolved, but significantly improved.

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Vitaco is focused on the merging/redefined the Internet marketplace. The long range goal of Vitaco is not only to dominate the Naturopathic and homeopathic supplement market, but to create an icon brand. Initially the company will:

Engage in Web-based marketing for the next year to generate awareness of the company and product information.

Engage in outdoor advertising providing general awareness to the public at large and direct individuals to the company's website.

5.3 Sales Strategy

Vitaco will process 90% of its sales online through a secure socket layer (SSL), and secure Internet connection. All orders will be charged to Visa, MasterCard, or American Express.


The first month and a half will be used to develop and ready the site. There will be no sales. From month two on, Vitaco expects a gradual rise in sales.

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5.4 Milestones

Vitaco will have several milestones early on:

Business plan completion. Office setup. Website completed. Complete hiring of the initial company personnel.

6.0 Web Plan Summary

Vitaco will use their website as their catalog and ordering device. The website will be a complete product offering as well as to provide company information.

The website will be designed with simplicity in mind. It is imperative that customers are able to navigate throughout the site intuitively with no problems. A phone number will be offered on the website to remedy and problems that customers encounter.

6.1 Website Marketing Strategy

The website will be marketed through search engines such as Yahoo and Google.

6.2 Development Requirements

Bit Birds will be responsible for site development. Bitty Birds will be hiring a programmer to assist him starting month one.


Quack Vendor, President, founder, Bit Birds, technology officer who is specialized in C++ and HTML/XML programming. There are important gaps as follows:

Customer service representative/manager. Distribution/warehouse manager. Advisory board.

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7.1 Personnel Plan

Quack and Bit Birds wart will be on the payroll starting month one and a customer service agent and distribution agent will be hired for month two.

One programmer in addition to Stew will be hired in month one.

8.0 Financial plan

8.1 Pro Forma Financial Statement

Pro Forma Financial Statement Month 1 Month 2 Month 3 Month 4 Month

5 Month

6 Month

7 Month

8 Month

9 Month

10 Month

11 Month 12

Sales $0 $4,278 $6,892 $8,708 $11,382 $16,145 $18,265 $20,485 $22,704 $25,027 $27,256 $28,255

Direct Cost of Sales

$0 $1,283 $2,068 $2,612 $3,415 $4,843 $5,480 $6,146 $6,811 $7,508 $8,177 $8,477

Other Production Expenses

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Cost of Sales

$0 $1,283 $2,068 $2,612 $3,415 $4,843 $5,480 $6,146 $6,811 $7,508 $8,177 $8,477

Gross Margin

$0 $2,995 $4,824 $6,096 $7,967 $11,301 $12,786 $14,340 $15,893 $17,519 $19,079 $19,779

Gross Margin %

0.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00% 70.00%

Expenses

Payroll $8,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 Sales and Marketing and Other Expenses

$900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900 $900

Depreciation $53 $53 $53 $53 $53 $53 $53 $53 $53 $53 $53 $53

Leased Equipment

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Utilities $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 $150 Insurance $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 $125 Rent $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700 $700

Payroll Taxes 15%

$1,275 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025 $2,025

Other $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Operating Expenses

$11,703 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453 $17,453

Profit Before Interest and Taxes

($11,703) ($14,458) ($12,629) ($11,357) ($9,486) ($6,152) ($4,667) ($3,113) ($1,560) $66 $1,626 $2,326

EBITDA ($11,650) ($14,405) ($12,576) ($11,304) ($9,433) ($6,099) ($4,614) ($3,060) ($1,507) $119 $1,679 $2,379 Interest Expense

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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Taxes Incurred

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Net Profit ($11,703) ($14,458) ($12,629) ($11,357) ($9,486) ($6,152) ($4,667) ($3,113) ($1,560) $66 $1,626 $2,326

Net Profit/Sales

0.00% -337.97% -183.24% -130.43% -83.34% -38.10% -25.55% -15.20% -6.87% 0.26% 5.97% 8.23%


Pro Forma Cash Flow Month

1 Month 2 Month 3 Month 4 Month

5 Month

6 Month

7 Month

8 Month

9 Month

10 Month

11 Month 12

Cash Received

Cash from Operations

Cash Sales $0 $4,278 $6,892 $8,708 $11,382 $16,145 $18,265 $20,485 $22,704 $25,027 $27,256 $28,255 Subtotal Cash from Operations

$0 $4,278 $6,892 $8,708 $11,382 $16,145 $18,265 $20,485 $22,704 $25,027 $27,256 $28,255

Additional Cash Received

Sales Tax, VAT, HST/GST Received

0.00% $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Current Borrowing

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Other Liabilities (interest-free)

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Long-term Liabilities

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales of Other Current Assets

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Sales of Long-term Assets

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

New Investment Received

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Cash Received

$0 $4,278 $6,892 $8,708 $11,382 $16,145 $18,265 $20,485 $22,704 $25,027 $27,256 $28,255

Expenditures Month 1

Month 2 Month 3 Month 4 Month 5

Month 6

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Expenditures from Operations

Cash Spending

$8,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500 $13,500

Bill Payments $105 $3,218 $5,210 $5,986 $6,539 $7,362 $8,765 $9,402 $10,068 $10,734 $11,430 $12,087 Subtotal Spent on Operations

$8,605 $16,718 $18,710 $19,486 $20,039 $20,862 $22,265 $22,902 $23,568 $24,234 $24,930 $25,587

Additional Cash Spent

Sales Tax, VAT, HST/GST Paid Out

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Principal Repayment of Current Borrowing

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Liabilities Principal Repayment

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Long-term Liabilities Principal Repayment

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Purchase Other Current Assets

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

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Purchase Long-term Assets

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Dividends $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Subtotal Cash Spent

$8,605 $16,718 $18,710 $19,486 $20,039 $20,862 $22,265 $22,902 $23,568 $24,234 $24,930 $25,587

Net Cash Flow

($8,605) ($12,440) ($11,818) ($10,778) ($8,657) ($4,717) ($4,000) ($2,417) ($864) $793 $2,326 $2,668

Cash Balance $56,995 $44,555 $32,738 $21,960 $13,303 $8,585 $4,586 $2,169 $1,305 $2,098 $4,424 $7,092

8.3 Pro Forma Balance Sheet

Pro Forma Balance Sheet Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month

10 Month

11 Month

12 Assets Starting

Balances

Current Assets

Cash $65,600 $56,995 $44,555 $32,738 $21,960 $13,303 $8,585 $4,586 $2,169 $1,305 $2,098 $4,424 $7,092 Other Current Assets

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Current Assets

$65,600 $56,995 $44,555 $32,738 $21,960 $13,303 $8,585 $4,586 $2,169 $1,305 $2,098 $4,424 $7,092

Long-term Assets

Long-term Assets

$3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200 $3,200

Accumulated Depreciation

$0 $53 $106 $159 $212 $265 $318 $371 $424 $477 $530 $583 $636

Total Long-term Assets

$3,200 $3,147 $3,094 $3,041 $2,988 $2,935 $2,882 $2,829 $2,776 $2,723 $2,670 $2,617 $2,564

Total Assets $68,800 $60,142 $47,649 $35,779 $24,948 $16,238 $11,467 $7,415 $4,945 $4,028 $4,768 $7,041 $9,656 Liabilities and Capital

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10

Month 11

Month 12

Current Liabilities

Accounts Payable

$0 $3,045 $5,011 $5,769 $6,295 $7,071 $8,452 $9,067 $9,711 $10,354 $11,028 $11,674 $11,964

Current Borrowing

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Other Current Liabilities

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Subtotal Current Liabilities

$0 $3,045 $5,011 $5,769 $6,295 $7,071 $8,452 $9,067 $9,711 $10,354 $11,028 $11,674 $11,964

Long-term Liabilities

$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total Liabilities

$0 $3,045 $5,011 $5,769 $6,295 $7,071 $8,452 $9,067 $9,711 $10,354 $11,028 $11,674 $11,964

Paid-in Capital

$80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000 $80,000

Retained Earnings

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

($11,200)

Earnings $0 ($11,703)

($26,161)

($38,790)

($50,147)

($59,633)

($65,785)

($70,452)

($73,566)

($75,126)

($75,060)

($73,434)

($71,108)

Total Capital $68,800 $57,097 $42,639 $30,010 $18,653 $9,167 $3,015 ($1,652) ($4,766) ($6,326) ($6,260) ($4,634) ($2,308) Total Liabilities and Capital

$68,800 $60,142 $47,649 $35,779 $24,948 $16,238 $11,467 $7,415 $4,945 $4,028 $4,768 $7,041 $9,656

Net Worth $68,800 $57,097 $42,639 $30,010 $18,653 $9,167 $3,015 ($1,652) ($4,766) ($6,326) ($6,260) ($4,634) ($2,308)

"Spirit of Service"

2012

Business Plan for online service proving

GOLAM MIRAZ

www. Nohasslereturn.com

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Contents


1.1 Objectives

1.2 Positioning Statement

1.3 Mission

1.4 Keys to Success

2.0 Company Summary


2.2 Future Financial Predictions

3.0 Services

4.0 Order Process

4.1 Return Policies

4.2 Sequence of Process

5.0 Benefits Summary

5.1 Benefits to Merchants

5.2 Benefits to Consumers

5.3 Benefits to Online Community



6.2 Competition

6.2.1 Direct Competitors

6.2.2 Internal Competitors

6.2.3 Channel Competitors


7.1 Pricing

7.2 Sales Forecast

8.0 Financial Plan


8.2 Break-even Analysis

8.3Projected Profit and Loss

8.4 Projected Balance Sheet

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NoHassleReturn.com is an e-commerce start-up company positioning itself to become the market leader in offering online merchants and consumers a uniform and trouble-free way to return merchandise purchased online. The company offers a business-to-business solution to online merchants of physical, non-perishable products. The company utilizes a consolidation approach in handling all product returns that allow online merchants to instantly save bad sales, restore customer satisfaction and stimulate repeat sales, while offering consumers a convenient, centralized online location to claim returns. By creating a new service category and utilizing the first-mover advantage, NoHassleReturn.com positions itself for rapid growth and gains a strong opportunity to raise entry barriers for possible competition.

1.1 Objectives

The ultimate benefit of the program is that it enhances the overall image of the online merchant. Consumers demand not only convenience but a peace of mind. The proposed program offers both, and it will increase the number of online shoppers, thus causing a market expansion for online merchants.

1.2 Positioning Statement

NoHassleReturn.com strives to position itself as a strategic partnership between online merchants, Web hosting companies and portals, shipping companies, and online payment agents.

1.3 Keys to Success

In order for the company to operate, a number of specific ingredients are needed. Following are things to put in place before the service can be offered.

1. Develop a customer service & customer satisfaction software application that uses order number (of a merchandise item) and merchant's Web address to:

2. Develop successful relationships with online merchants to facilitate exchange of information.

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3. Develop strategic alliances with online merchants, shipping companies, and credit card issuers to negotiate reduction or elimination of the shipping costs to consumers on returned merchandise.

4. Design, maintain, and promote a user-friendly website, the corporate trademark, that offers an easy and trouble-free merchandise return procedure for consumers.

1.4 Mission

Our mission is to enhance customer service of online merchants, boost their customer retention and increase their sales. We strive to improve the overall image of the online merchant and therefore stimulate growth of online shopping.

2.0 Company Summary

The vision behind the company is to provide a return service that is safe, convenient, and easy to use.


NoHassleReturn.com is currently looking for early-stage funding and strategic partnerships to execute the program. The table below outlines the start-up expenses.

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2.2 Future Financial Predictions

The company anticipates starting approaching potential investors in February by this year. The funds will be used to develop the core of the proprietary software program, begin designing the website, test-market the service, and set up corporate headquarters. Also, recruitment of the key sales representatives will begin and major strategic alliances initiated.

The second funds will be used to fully cover the software, systems and website development; test-run and fine-tune the operational process; provide necessary staffing; and start the industrial marketing campaign.

3.0 Services

By accessing the NoHassleReturn.com website consumers can claim product returns in a quick and trouble-free fashion. NoHassleReturn.com serves as a centralized online location that matches the return policy of a given merchant against the returning item, obtains authorization if required by merchant, and assists consumers in following the return time frames. The company's website also generates and prints a return label to ease the shipping process for consumers.

4.0 Order Process

Only two input variables are needed to easily find the merchant and identify a particular merchandise item. The customer's last name is asked for verification purposes only.

In case the merchandise was sent as a gift to another person who does not have access to the Internet, a toll-free telephone number will be provided to call in. An operator, with access to the Internet, will use the same exact sequence of onscreen entries and will relay options and procedures to the customer over the phone.

4.1 Return Policies

Once the item has been identified, the return policies that apply to that particular item will be retrieved. NoHassleReturn.com will summarize the return policy to

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the point of available options. This means that based on the item (regular merchandise, on-sale merchandise, etc.) different return options and procedures may apply. The customer will be given the shortest

An option to look up the merchant's entire return procedures will also be given to consumers. A link will be established that brings up the page containing return procedures in a separate window. Once reviewed, the window can simply be closed.

4.2 Sequence of Process

The list below describes the sequence of actions taking place during the return process.

1. Consumer claims an item through NoHassleReturn.com. 2. NoHassleReturn.com gains merchant's authorization, if required, and

alerts the merchant about what is claimed for return and why. 3. Merchant tries to save the sale by offering a replacement or other products. 4. Consumer makes a new purchase, unless refund is demanded. 5. NoHassleReturn.com generates a return label for the returning item. 6. Merchant's website appears again to offer new products to the consumer. 7. Consumer makes a new purchase. 8. Consumer ships back the returning item. 9. Shipping company delivers the item to the merchant. 10. Consumer buys more from the merchant knowing that the return process

is easy and trouble-free.

5.0 Benefits Summary

At NoHassleReturn.com, we feel we provide a value-added service to a variety of consumers. By having a safe and easy-to-use return service, the company benefits more people than simply the average customer.

5.1 Benefits to Merchants

Increase revenues! Enhance customer satisfaction and retention with the quick and easy

return process and boost repeat sales!

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Improve customer service with a simple, trouble-free way to return merchandise!

Simplify the shipping hassle for consumers! Improve inventory management and logistics! Enhance your image!

5.2 Benefits to Consumers

Return merchandise with ease! Buy online, return online! No need to look up every single merchant for return policies every time! Generate a shipping label! Reduce or eliminate shipping costs! Keep track of your returns!

5.3 Benefits to Online Community

Increase awareness in the community! Cross reference marketing leads! Improve the overall image of the online merchant!


First, it charges online merchants a flat fee for the program, which averages only 0.5% of a given merchant's total sales. Secondly, NoHassleReturn.com charges merchants a low flat 8% rate on every item's listed price that has been claimed through its website.


Year Total Internet Retail Sales 1999 $10,800,000 2000 $17,000,000 2001 $26,000,000 2002 $40,600,000

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Market Analysis Year 1 Year 2 Year 3 Year 4 Year 5 Potential Customers Growth CAGR Books/CD/Video 25% 48,000 60,000 75,000 93,750 117,188 25.00% Toys/Games 40% 76,000 106,400 148,960 208,544 291,962 40.00% Electronics 30% 65,000 84,500 109,850 142,805 185,647 30.00% Computer 65% 90,000 148,500 245,025 404,291 667,080 65.00% Total 45.83% 279,000 399,400 578,835 849,390 1,261,877 45.83%

6.2 Competition

The company foresees three types of competition for the services we offer:

1. Direct 2. Internal 3. Channel

These types of competitors are discussed in the following three sections.

6.2.1 Direct Competitors

Based on the current intelligence, there is no independent company out there specializing in a "returned merchandise" service to online consumers. No single company is known to be employing a concept of establishing a single point of presence on the Internet for consumers to claim returns.

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6.2.2 Internal Competitors

The first competitors to the new service are the online retailers themselves. Since NoHassleReturn.com will need to strike partnerships and strategic agreements with retailers in order to offer its services

6.2.3 Channel Competitors

Carriers such as UPS and FedEx may try to enter the arena. Those organizations have extensive networks of facilities, experience in shipping, and a track record of quality.


The company will utilize a dual-pricing approach to ensure a recurring revenue model. Online retailers will be charged a flat annual or quarterly program fee based on their sales volume, product categories, and specific return conditions ("no-questions-asked" or prior authorizations required, etc.).

7.1 Pricing

The following table presents the proposed allocations to cover the shipping costs so that consumers could enjoy free returned merchandise shipping.

Books/CD/Video Toys/Games Electronics Computers Average Price Per Item (API) $12 $35 $180 $1,000 Average Shipping Cost (ASC) $4.50 $6 $15 $60 Merchant's Share of ASC, 65% $2.93 $3.90 $9.75 $39 Shipping Company's Share of ASC, 20% $.90 $1.20 $3 $12 Credit Card Company's Share of ASC, 5% $.23 $.30 $.75 $3 Total Shares of ASC, 90% $4.05 $5.04 $13.50 $54 NoHassleReturn.com Rebate, 4% of API $.48 $1.40 $7.20 $40 Total Allocations $4.53 $6.80 $20.70 $94 ASC Coverage Ratio 101% 113% 138% 157%

7.2 Sales Forecast

Sales Forecast Year 1 Year 2 Year 3 Sales 1st Program Revenues $0 $7,800,000 $24,360,000 2nd Program Revenues $0 $11,232,000 $35,078,400 Total Sales $0 $19,032,000 $59,438,400 Direct Cost of Sales Year 1 Year 2 Year 3 1st Program Revenues $0 $0 $0 2nd Program Revenues $0 $0 $0

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Subtotal Direct Cost of Sales $0 $0 $0

8.0 Financial Plan

The statements incorporate two rounds of venture capital investments of $2.6 million total, plus access to additional $1.4 million for cash flow purposes. The funds raised during the proposed IPO.


Pro Forma Cash Flow Year 1 Year 2 Year 3 Cash Received Cash from Operations Cash Sales $0 $4,758,000 $14,859,600 Cash from Receivables $0 $14,274,000 $44,578,800 Subtotal Cash from Operations $0 $19,032,000 $59,438,400 Additional Cash Received Sales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $0 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $4,110,000 $0 $0 Subtotal Cash Received $4,110,000 $19,032,000 $59,438,400 Expenditures Year 1 Year 2 Year 3 Expenditures from Operations Cash Spending $200,000 $1,960,000 $4,105,000 Bill Payments $2,149,150 $11,445,858 $26,737,688 Subtotal Spent on Operations $2,349,150 $13,405,858 $30,842,688 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 Principal Repayment of Current Borrowing $0 $0 $0 Other Liabilities Principal Repayment $0 $0 $0 Long-term Liabilities Principal Repayment $0 $0 $0 Purchase Other Current Assets $0 $0 $0 Purchase Long-term Assets $1,380,000 $323,544 $653,822 Dividends $0 $0 $0 Subtotal Cash Spent $3,729,150 $13,729,402 $31,496,510 Net Cash Flow $380,850 $5,302,598 $27,941,890 Cash Balance $427,850 $5,730,448 $33,672,338


The following table shows our estimated monthly break-even point to be approximately $222,000

Break-even Analysis Monthly Revenue Break-even $222,417 Assumptions: Average Percent Variable Cost 0% Estimated Monthly Fixed Cost $222,417

10

8.3Projected Profit and Loss

Pro Forma Profit and Loss Year 1 Year 2 Year 3 Sales $0 $19,032,000 $59,438,400 Direct Cost of Sales $0 $0 $0 Other $0 $0 $0 Total Cost of Sales $0 $0 $0 Gross Margin $0 $19,032,000 $59,438,400 Gross Margin % 0.00% 100.00% 100.00% Expenses Payroll $200,000 $1,960,000 $4,105,000 Sales and Marketing and Other Expenses $2,170,000 $9,355,520 $16,379,882 Depreciation $69,000 $85,177 $117,868 Research & Development $200,000 $951,600 $1,783,152 Payroll Taxes $30,000 $294,000 $615,750 Other $0 $0 $0 Total Operating Expenses $2,669,000 $12,646,297 $23,001,652 Profit Before Interest and Taxes ($2,669,000) $6,385,703 $36,436,748 EBITDA ($2,600,000) $6,470,880 $36,554,616 Interest Expense $0 $0 $0 Taxes Incurred $0 $1,596,426 $9,261,007 Net Profit ($2,669,000) $4,789,277 $27,175,741 Net Profit/Sales 0.00% 25.16% 45.72%


The Balance Sheet shows solid growth in both sales and net worth.

Pro Forma Balance Sheet Year 1 Year 2 Year 3 Assets Current Assets Cash $427,850 $5,730,448 $33,672,338 Accounts Receivable $0 $0 $0 Other Current Assets $0 $0 $0 Total Current Assets $427,850 $5,730,448 $33,672,338 Long-term Assets Long-term Assets $1,380,000 $1,703,544 $2,357,366 Accumulated Depreciation $69,000 $154,177 $272,045 Total Long-term Assets $1,311,000 $1,549,367 $2,085,321 Total Assets $1,738,850 $7,279,815 $35,757,659 Liabilities and Capital Year 1 Year 2 Year 3 Current Liabilities Accounts Payable $250,850 $1,002,538 $2,304,640 Current Borrowing $0 $0 $0 Other Current Liabilities $0 $0 $0 Subtotal Current Liabilities $250,850 $1,002,538 $2,304,640 Long-term Liabilities $0 $0 $0 Total Liabilities $250,850 $1,002,538 $2,304,640 Paid-in Capital $4,160,000 $4,160,000 $4,160,000 Retained Earnings ($3,000) ($2,672,000) $2,117,277 Earnings ($2,669,000) $4,789,277 $27,175,741 Total Capital $1,488,000 $6,277,277 $33,453,018 Total Liabilities and Capital $1,738,850 $7,279,815 $35,757,659 Net Worth $1,488,000 $6,277,277 $33,453,018

1

Table of Contents

Serial Description Page

I Executive Summary 1

Ii Business Description and Vision 2

Iii Description of Product & Service 3

Iv Organization Structure 4

V Market of Business 5

Vi Marketing Strategy 6

Vii Financial Budget 7

2

Executive Summary:

The Business Network is a world class Mobile Accessories firm where you can find your Mobile Accessories solutions. We are providing mobile accessories for your business. We Bangladeshi People have not enough mobile accessories facilities in our business. We will provide the business organization or owner enough mobile accessories facility but affordable price. If a business owner has a better mobile accessories facility then he can do better business from before. He can communicate his workers, employees and also his co-owners. It will take less time and give better understanding in business operation. So we provide our mobile accessories service to our business or home-business client for a better work environment. We accept online orders with online money transaction and online communication. The online communication system gives you a better chance to connect with us in a few seconds. You don’t need any more to come to us by vehicles or taking the hassle of traffic jam.

Business Description & Vision:

The Business Network is mobile accessories business. Our mission is to connect your business client and your business operation and employees and of course all business environment in a mobile accessories with great performance. Our mission will complete when our client will satisfy to get a better mobile accessories environment in his business.

Our vision is capture all markets in Dhaka, Chittagong, Rajshahi, Sylhet, Khulna, Barisal and Rangpur and also all connected areas of your business.

Our Goal is to provide social network service with great environment at a cheaper rate and make considerable profit.

Our objective is to collect huge amount of clients to serve them our mobile accessories product as their needs.

Our principles are:

3

Make social networking with our clients in all time website connected environments.

Make better connection and communication service in working place. Do better service with all time security and maintenance facilities. Collects profit huge rate but keep track clients affordability. We are a mobile accessories service business to provide your business a

better mobile accessories service for communicating and data share in remote areas.

Description of Product & Service:

We sell a product with mobile accessories.

Mobile Accessories: We build mobile accessories to sell your business according to your want.

Mobile Accessories Implementation: Mobile Accessories Implementation for better performance.

Mobile Accessories Integration: Mobile Accessories Integration for less cost and better connectivity.

Mobile Accessories Troubleshooting: Mobile Accessories troubleshooting for problem solving and remove server jam.

Mobile Accessories & Data Security: Mobile Accessories & Data Security for safe data sharing and remove virus and hacker attack.

Mobile Accessories Maintenance: Mobile Accessories Maintenance for solving mechanical problem.

4

Organization Structure:

We have strong management teams with great skills. Our organization structure is top level, mid level, lower level. Top level is Chairman, Vice Chairman, Board Members. Mid level is Administrative Manager, Marketing Manager, and an Engineer. Low level is a field marketing worker, technical worker, and administrative worker. We always work as team with democratize sense.

5

Market of Business:

The Business Network is mobile accessories service to connect our clients. Our main business market is medium services whose need to connect with their business environment people over the online connection or internet.

6

Marketing Strategy:

The Business Network is mobile accessories service. We connect your business environment with our mobile accessories services.

We provide our services through direct email marketing, website marketing, direct marketing, and social media marketing.

We give our service in affordable price, promoting our service through online and direct marketing, sale our product through online and direct or mobile or telecommunication system.

7

Financial Budget:

Pro Forma Profit and Loss Year 1 Year 2 Year 3 Sales $0 $19,032,000 $59,438,400 Direct Cost of Sales $0 $0 $0 Other $0 $0 $0 Total Cost of Sales $0 $0 $0 Gross Margin $0 $19,032,000 $59,438,400 Gross Margin % 0.00% 100.00% 100.00% Expenses Payroll $200,000 $1,960,000 $4,105,000 Sales and Marketing and Other Expenses

$2,170,000 $9,355,520 $16,379,882

Depreciation $69,000 $85,177 $117,868 Research & Development $200,000 $951,600 $1,783,152 Payroll Taxes $30,000 $294,000 $615,750 Other $0 $0 $0 Total Operating Expenses $2,669,000 $12,646,297 $23,001,652 Profit Before Interest and Taxes ($2,669,000) $6,385,703 $36,436,748 EBITDA ($2,600,000) $6,470,880 $36,554,616 Interest Expense $0 $0 $0 Taxes Incurred $0 $1,596,426 $9,261,007 Net Profit ($2,669,000) $4,789,277 $27,175,741 Net Profit/Sales 0.00% 25.16% 45.72%

8


pg. xx

Mobile Accessories Business Plan

Business Starting Date: 1st November, 2012

54/A, Road – 12,

Gulshan Commercial Area,

Dhaka, Bangladesh.

Phone: 02-9403222

Email: [email protected]

www.thebusinessnetwork.com

Wear well live well

Business Plan of an e-commerce company

Md. Chand Mia

1

Contents


1.1 Mission

1.2 Keys to Success

2.0 Company Summary



3.0 Products & Services



5.0 Strategy Implementation Summary



5.2.1 Pricing Strategy

5.3 Sales Strategy



6.1 Personnel Plan

7.0 Financial Plan


7.2 Projected Profit and Loss

7.3 Projected Cash Flow


2


The Year 1 season will be a great one for women looking for distinctive outdoor clothing online. NOVA will eliminate the middle man and offer creative outdoor clothing that is both functional and beautiful.

NOVA 's Year 1 line consists of the best fabric, designs and styling on the market. MD. Chand Mia and Z Islam, co-owners of Liquid Culture, have fifteen years of experience between them in the outdoor garment industry. MD. Chand Mia has been a senior clothing designer for Mona Woman Clothing for the past seven years. Rana has been the website administrator for South Face the past eight years. Another strength of Liquid Culture is that it will not maintain any clothing inventoried.

1.1 Mission

NOVA 's mission is to present consumers with designs, styling and clothes that energize any outdoor activity.

1.2 Keys to Success

Accessible website that is entertaining to surf. Establishing a strong advertising campaign in a traditional media vehicle An excellent vendor relationship that will facilitate quality manufacturing

of Liquid Culture's clothing and quick shipment of orders. Acquiring an excellent design staff.

2.0 Company Summary

NOVA will offer creative women's outdoor clothing, online, that is both functional and beautiful.


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

3


NOVA is owned by Md. Chand Mia and Z Islam.

3.0 Products

Dresses. Shirts & blouses. Occasion & evening wear. Trousers & leggings. Tops. Skirts. Shoes & boots. Maternity clothing. Handbags & purses. Petite. Coats & jackets. Playsuits & jumpsuits. Jumpers & cardigans. Swimwear & beachwear.


The popularity of the Internet has launched a number of online stores for women's outdoor wear but no company is exclusively selling their products online. The key is marketing our target customers in the traditional advertising medium for fashion, i.e. women's fitness magazines.


NOVA will be focusing on two distinct groups of women that purchase outdoor clothing:

Women 17-25 years of age: Youth drives the market so this is the important group to attract to the website. They have less money than the older group so we must give them what they want for less. Women 26-40 years of age: They are the core group that will drive NOVA 's success. This target group is responsible for the growth of outdoor women's wear. They will be harder to pull into the website

Market Analysis Year 1 Year 2 Year 3 Year 4 Year 5 Potential Growt CAG

4

Customers

h R

Women Ages 16-25

20% 6,000,000 7,200,000 8,640,000 10,368,000

12,441,600

20.00%

Women Ages 26-40

15% 5,000,000 5,750,000 6,612,500 7,604,375 8,745,031 15.00%

Other 0% 0 0 0 0 0 0.00% Total 17.81

% 11,000,000

12,950,000

15,252,500

17,972,375

21,186,631

17.81%


NOVA will win market share in the women's outdoor clothing niche by aggressively pursuing visibility with its target customers.


NOVA 's competitive edge is its focus on the process than on product. The website is just the endpoint of an entire marketing program.


NOVA 's marketing strategy is a simple one. In women's fitness magazines Liquid Culture will introduce customers to their products and website.

5.2.1 Pricing Strategy

NOVA 's pricing strategy is to pass on most of the store mark-up to the consumer in reduced price for clothing.

5.3 Sales Strategy

The focus of the ads will be to "keep the money you give to the middleman" and use it to get outdoors and enjoy life. NOVA 's attractive logo will be heavily displayed in these ads. NOVA will offer discounts at various times of the year to even out seasonal and build initial awareness of the website.

5


6

6. 0 Management Summary

Rana will manage the marketing team, as well as the development and administration of NOVA 's website. He will be in charge of the clothing design team.

6.1 Personnel Plan

Besides Larry and Maggie, NOVA will have a staff of eight: Three member clothing design team. Web administrator. Two member marketing team. Office manager. Accountant.

7.0 Financial Plan


Break-even Analysis Monthly Revenue Break-even $177,248 Assumptions: Average Percent Variable Cost 58% Estimated Monthly Fixed Cost $75,228 7.2 Projected Profit and Loss Pro Forma Profit and Loss Year 1 Year 2 Year 3 Sales $2,170,000 $3,000,000 $4,300,000 Direct Cost of Sales $1,249,000 $1,800,000 $2,580,000 Other Production Expenses

$0 $0 $0

Total Cost of Sales $1,249,000 $1,800,000 $2,580,000

7

Gross Margin $921,000 $1,200,000 $1,720,000 Gross Margin % 42.44% 40.00% 40.00% Expenses Payroll $531,600 $575,000 $614,000 Sales and Marketing and Other Expenses

$265,000 $340,000 $440,000

Depreciation $0 $0 $0 Leased Equipment $0 $0 $0 Utilities $2,400 $2,400 $2,400 Insurance $0 $0 $0 Rent $24,000 $24,000 $24,000 Payroll Taxes $79,740 $86,250 $92,100 Other $0 $0 $0 Total Operating Expenses

$902,740 $1,027,650 $1,172,500

Profit Before Interest and Taxes

$18,260 $172,350 $547,500

EBITDA $18,260 $172,350 $547,500 Interest Expense $17,574 $13,281 $8,801 Taxes Incurred $206 $47,721 $161,610 Net Profit $481 $111,349 $377,089 Net Profit/Sales 0.02% 3.71% 8.77%

7.3 Projected Cash Flow

The following table and chart are the projected cash flow for three years.

Pro Forma Cash Flow Year 1 Year 2 Year 3 Cash Received Cash from Operations Cash Sales $2,170,000 $3,000,000 $4,300,000 Subtotal Cash from Operations $2,170,000 $3,000,000 $4,300,000

8

Additional Cash Received Sales Tax, VAT, HST/GST Received $0 $0 $0 New Current Borrowing $0 $0 $0 New Other Liabilities (interest-free) $0 $0 $0 New Long-term Liabilities $0 $0 $0 Sales of Other Current Assets $0 $0 $0 Sales of Long-term Assets $0 $0 $0 New Investment Received $0 $0 $0 Subtotal Cash Received $2,170,000 $3,000,000 $4,300,000 Expenditures Year 1 Year 2 Year 3 Expenditures from Operations Cash Spending $531,600 $575,000 $614,000 Bill Payments $1,590,840 $2,541,460 $3,387,998 Subtotal Spent on Operations $2,122,440 $3,116,460 $4,001,998 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out $0 $0 $0 Principal Repayment of Current Borrowing

$0 $0 $0

Other Liabilities Principal Repayment $0 $0 $0 Long-term Liabilities Principal Repayment

$44,796 $44,796 $44,796

Purchase Other Current Assets $0 $0 $0 Purchase Long-term Assets $0 $0 $0 Dividends $0 $0 $0 Subtotal Cash Spent $2,167,236 $3,161,256 $4,046,794 Net Cash Flow $2,764 ($161,256) $253,206 Cash Balance $404,264 $243,008 $496,214

9


Pro Forma Balance Sheet Year 1 Year 2 Year 3 Assets Current Assets Cash $404,264 $243,008 $496,214 Inventory $264,000 $380,464 $545,332 Other Current Assets $0 $0 $0 Total Current Assets $668,264 $623,473 $1,041,546 Long-term Assets Long-term Assets $0 $0 $0 Accumulated Depreciation $0 $0 $0 Total Long-term Assets $0 $0 $0 Total Assets $668,264 $623,473 $1,041,546 Liabilities and Capital Year 1 Year 2 Year 3 Current Liabilities Accounts Payable $311,080 $199,736 $285,516 Current Borrowing $0 $0 $0 Other Current Liabilities $0 $0 $0 Subtotal Current Liabilities $311,080 $199,736 $285,516 Long-term Liabilities $155,204 $110,408 $65,612 Total Liabilities $466,284 $310,144 $351,128 Paid-in Capital $260,000 $260,000 $260,000 Retained Earnings ($58,500) ($58,019) $53,329 Earnings $481 $111,349 $377,089 Total Capital $201,981 $313,329 $690,418 Total Liabilities and Capital $668,264 $623,473 $1,041,546 Net Worth $201,981 $313,329 $690,418

pg. xxii

Network Building Business Plan


54/A, Road – 12,


Dhaka, Bangladesh.

Phone: 02-9403222



Table of Contents









1

Executive Summary:

The Business Network is a world class IT firm where you can find your IT solutions. We are providing Network Server Design, Network Server Implementation, Network Server Integration, and Network Server Maintenance. We Bangladeshi People have not enough networking facilities in our business. We will provide the business organization or owner enough network facility but affordable price. If a business owner has a better network facility then he can do better business from before. He can communicate his workers, employees and also his co-owners. It will take less time and give better understanding in business operation. So we provide our network service to our business or home-business client for a better work environment. We accept online orders with online money transaction and online communication. The online communication system gives you a better chance to connect with us in a few seconds. You don’t need any more to come to us by vehicles or taking the hassle of traffic jam.

2

Business description & Vision:

The Business Network is networking business. Our mission is to connect your business client and your business operation and employees and of course all business environments in a secure network with great performance. Our mission will complete when we will satisfy to get a better networking environment in his business.



Our objective is to collect huge amount of clients to serve them our network service as their needs.

Our principles are:

Make social networking with our clients in all time connected environment.

Make better connection and communication service in working place. Do better service with all time security and maintenance facilities. Collects profit huge rate but keep track clients affordability. We are a networking service business to provide your business a better

network service for communicating and data share in remote areas.

3


We sell excellence with network accessories.

Network Building: We Build network to connect your business according to your want.

Network Implementation: Network Implementation for better performance.

Network Integration: Network Integration for less cost and better connectivity.

Network Troubleshooting: Network troubleshooting for problem solving and remove server jam.

Network Data Security: Network Data Security for safe data sharing and remove virus and hacker attack.

Network Maintenance: Network Maintenance for solving mechanical problem.

4


We have strong management teams with great skills. Our organization structure is top level, mid level, lower level. Top level is Chairman, Vice Chairman, Board Members. Mid level is Administrative Manager, Marketing Manager, and an Engineer. Low level is a field marketing worker, technical worker, and administrative worker. We always work as team with democratize sense.

5

Market of Business:

The Business Network is networking service to connect our client. Our main business market is medium services whose need to connect with their business environment people over the online connection or internet.

6

Marketing Strategy:

The Business Network is a network connecting service. We connect your business environment with our network services.

We provide our services through direct email marketing, website marketing, direct marketing, social media marketing.

We give our service in affordable price, promoting our service through online and direct marketing, sale our product through online and director mobile or telecommunication system.

7

Financial Budget:


$2,170,000 $9,355,520 $16,379,882


8


pg. xxi

Web Design Business Plan


54/A, Road – 12,


Dhaka, Bangladesh.

Phone: 02-9403222



1

Executive Summary:

The Business Network is a world class Web Design firm where you can find your Web Design solutions. We are providing web design for your business. We Bangladeshi People have not enough website networking facilities in our business. We will provide the business organization or owner enough website network facility but affordable price. If business owner has better website network facility then he can does better business from before. He can communicate his workers, employees and also his co-owners. It will take less time and give better understanding in business operation. So we provide our Website Design service to our business or home-business client for better work environment. We accept online order with online money transaction and online communication. Online Communication system gives you better chance to connect with us in a few seconds. You don’t need any more to come to us by vehicles or taking hassle of traffic jam.

2

Business Description & Vision:

The Business Network is a website designing business. Our mission is to connect your business client and your business operation and employees and of course all business environment in a website design with great performance. Our mission will complete when our client will satisfy to get a better website networking environment in his business.



Our objective is to collect huge amount of clients to serve them our website service as their needs.

Our principles are:

Make social network with our clients in all time website connected environment.

Make better connection and communication service in working place. Do better service with all time security and maintenance facilities. Collects profit huge rate but keep track clients affordability. We are a website service business to provide your business a better

website service for communicating and data share in remote areas.

3


We sell excellence with website design.

Website Design: We Build website to connect your business according to your want.

Website Implementation: Website Implementation for better performance.

Website Integration: Website Integration for less cost and better connectivity.

Website Troubleshooting: Website troubleshooting for problem solving and remove server jam.

Website Data Security: Website Data Security for safe data sharing and remove virus and hacker attack.

Website Maintenance: Website Maintenance for solving mechanical problem.

4


We have strong management team with great skills. Our organization structure is top level, mid level, lower level. Top level is Chairman, Vice Chairman, Board Members. Mid level is Administrative Manager, Marketing Manager, and Software Developer. Low level is field marketing worker, technical worker, and administrative worker. We always work as team with democratize sense.

5

Market of Business:

The Business Network is a website design service to connect our clients. Our main business market is medium services whose need to connect with their business environment people over the online connection or internet.

6

Marketing Strategy:

The Business Network is a website designing service. We connect your business environment with our web design services.

We provide our services through direct email marketing, website marketing, direct marketing, and social media marketing.

We give our service in affordable price, promoting our service through online and direct marketing, sale our product through online and director mobile or telecommunication system.

7

Financial Budget:


$2,170,000 $9,355,520 $16,379,882


8


Table of Contents









pg. xxiii

Comments and Suggestion

From the above discussions we suggest the following things for implementation of e-commerce and further study about this topic_

There should Gateway, which will connect all finance and banking institutions ATMS, POS and related websites, such gateway will speed up the transactions between banks, commercial institutions. This sort of infrastructure needs to be implemented on a priority basis.

A CCG (Credit Card Gateway) should be established. A credit card gateway is the server that makes online credit card transactions safe (Skinner, 2005). The software protocols in the CC use the information provided to check for availability of funds and to make sure the credit card is not expired, lost or stolen. This takes only seconds. When the transaction is approved a receipt is generated for the customer, and the funds transfer to the vendor’s bank account through EFT.

Unlicensed radio frequencies should be made available on demand and the VAST operation license should not limit the bandwidth.

To improve the banking mechanism, Bangladesh government should compel the banking sectors to automate their operations and going online by a specific period. The control of foreign exchange should be liberalized gradually, and easier issuance of International credit cards should be allowed, banks should take effective steps here.

Business associations and organizations like FBCCI, DCCI, MCCI, and BGMEA can play a significant role in promoting e-commerce in Bangladesh.

Political commitment to improve governance and institutional strength is essential for successful application of e-commerce.

Last but not least, National ICT policy, 2002 and enactment of the ICT Act, 2005 is required to enhance the implementation of e-commerce.

pg. xxiv

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pg. xxvi

The World Bank Residence Mission, Bangladesh. Houton, Carel A Van, 1993. Summary Report on Softworld ’93, Vancouver, Exploration Canada and USA Markets for Bangladesh. International Telecommunication Union, October 1999. Millennium, Geneva. IRIS Center, Undated. Electronic Commerce in Bangladesh: Opportunities and Challenges, A report prepared for the Honorable Prime Minister of Bangladesh, IRIS Center, University of Maryland at College Park. Khan, Abu Saeed, 1999. Govt ‘Guillotines’ Telecom Regulator, The Financial Express. Khan, Abu Saeed, Undated. Alt, Ctrl and Delete: Raspit IPO, Controversy Sends Unwelcome Signals to the Capital Market, The Financial Express, Internet Edition, 514. Khan, Abu Saeed, Undated. Telecom Regulators Independence: In Search of Sanity, The Financial Express, Internet Edition, 505. McConnell International, WITSA, 2000. Risk E-Business: Seizing the Opportunity of Global E-Readiness. Mann, Catherine L., Sue E. Eckert and Sarah Cleeland Knight, 2000, A Policy Primer: Global Electronic Commerce, Institute for International Economics, Washington DC. Ministry of Commerce, Government of Bangladesh, 2000. Trade Policy Review, April 2000, Dhaka. Ministry of Commerce, Government of Bangladesh, 1997. Report on Export of Computer Software from Bangladesh, Problems and Prospects, Dhaka.

pg. xxvii

Ministry of Finance, 2000. Amendments of Custom Act, National Board of Revenue, Government of Bangladesh, 30 June, Dhaka, Ministry of Industries, Government of Bangladesh, 1999. Industrial Policy, 1999, Dhaka. Ministry of Law, Government of Bangladesh, 2000. The Customs Act, 1969, Dhaka Ministry of Post and Telecommunications, Government of Bangladesh, 1998. National Telecommunications Policy, 1998. Dhaka. Mulla, Abul Hasnat, 1999. The Negotiable Instrument Act, 1881, (Act No. XXVI of 1881), Helena Prokashani & Shuma Prokashani, Dhaka. Organization for Economic Cooperation and Development (OECD), 2000. Enhancing the Competitiveness of SMEs in the Global Economy: Strategies and Policies, Conference for Ministers responsible for SMEs and Industrial Ministers, 1415 July, 2000, Bologna, Italy. Policy Implementation and Analysis Group (PIAG), 1995, Policy Implementation and Analysis Group, Final Report, The Ministry of Industries, GOB/USAID, Dhaka. PricewaterhouseCoopers, 1999. Bangladesh Telecommunication Sector Reform Project, Dhaka. Rab Abdur, 1995, Reforming the Bangladesh Tax System for Industrial Development, PIAG, Ministry of Industries/USAID. Rab Abdur, 1993, Recent Progress in Trade Liberalization and industrial Deregulation, PIAG, Ministry of Industries/USAID. Rab Abdur, 1993, Background Material on Industrial Policy Environment in

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Bangladesh: Review of the Liberalization Process: the Ground Covered so Far and Expected Upcoming Reforms, PIAG, Ministry of Industries/USAID. Rahman, Mizanur, 1994. Consumer Protection Law and the Swedish Approach, Prudential Publications, Dhaka. UNICEF, 1999. Progotir Pathey: Achieving the Goals for Children in Bangladesh, Dhaka UNIDO, 1992. The Electronics Sector, Expert Group Meeting on the Implications of the Single European Market for Industrialization in Developing Countries. Vienna. World Trade Organization, 2000. Trade Policy Review Bangladesh, April. Bangladesh. The World Bank, 2000. “Bangladesh Trade Liberalization: Its Pace and Impact”, Poverty Reduction and Economic Management Division, South Asia Region, Forthcoming publication, Washington D. C. The World Bank Group, 1999. Public Policy for the Private Sector, Note No. 189. The World Bank, 1999. Bangladesh: Key Challenges for the Next Millennium, Washington DC. The World Bank, 1998, Project Appraisal Document on a Proposed Credit in the Amount of US$23.5 Million Equivalent to Bangladesh for Export Diversification Project, Finance and PSD Unit, South Asia Region. The World Bank, 1997, Economic Performance, Policy Issues and Priority Reforms, South Asia Region. The World Bank, 1996, An Agenda for Action, Washington, DC. The World Bank, 1996, Trade Policy Reform for Improving the Incentive Regime, Report No. 15900-BD, Private Sector Development and Finance Division, Washington, DC. The World Bank, 1996, Government That Works, Reforming the Public Sector.

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Documents

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collect huge

centralized

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