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MBC Consulting

The Self-Checkout Solution Specialists


Jesse Blackwell Marketing Manager Caitlyn McBride Chief Financial Officer Molly Baum Head of Customer Relations Junhao Cai Head of Supplier Relations

Northeastern University 2012

Table of Contents I. Executive Summary .......................................................................................................2 II. Product Description ......................................................................................................4 III. Market Analysis...........................................................................................................6 IV. Sourcing/Manufacturing Plan ....................................................................................9 V. Marketing Plan ............................................................................................................11 A. Pricing .................................................................................................................11 B. Promotion ............................................................................................................13 C. Distribution .........................................................................................................15 VI. Organization of Firm ................................................................................................15 VII. Financial Plan ...........................................................................................................17 VIII. Appendix .................................................................................................................20 IX. Bibliography...............................................................................................................24

I. Executive Summary MBC Consulting is a well-structured consulting firm selling a service involving the use of self-checkout machines to a variety of different store types and sizes. Our objective is to save current businesses money by introducing them to new types of checkout technology, increasing the efficiency of their current business models. Our offerings include three main services: the evaluation, implementation and retainer. The evaluation phase would involve an analysis of how the business is currently working and if the use of self-checkout system could be beneficial to the company. If self-checkout systems were needed then we would then find the appropriate supplier to match up with the store. Although we never actually own the machines ourselves, we ensure that the relationship between the store and the supplier is healthy. With corporate approval, the stores will use several sales promotional techniques to increase the use of these machines and increase the store profits. The use of specialized coupons that may only be obtained by checking out a certain number of goods in a certain amount of time is one of our techniques. We will also place small items such as candy, magazines and gum conveniently in close proximity to our checkout machines, causing an increase in impulse buys and generating more profit for the store. Customers are more likely to give into these impulse buys because buying a few packs of gum at a self-checkout machine can now get you a 10% off coupon, which is not be obtainable through a traditional checkout line. Our machines will take up less space than the typical check out machines and require three less employees, on average. This smaller space requirement will allow for a greater amount of merchandise to be shown on the floor, directly increasing company profits. The decrease in the number of required cashiers will allow the store greater flexibility when organizing the staffing plan for the store. Many options are available which include putting more sales associates on the floor, having a greater staff

unpacking merchandise and maintaining the general cleanliness of the store or hiring less employees overall. Utilizing one or a combination of these options can greatly help the efficiency of the current stores business model and increase profits. These business decisions will all be decided and put into action during the implementation phase when the checkout systems are installed and the employees and managers are trained. The third portion of our consulting companys revenues is the retainer. The retainer is the final service we supply to our clients and involves troubleshooting problems with the machines or in-store problems involving our firm, annual evaluations, and on-call maintenance assistance. We require our customers to pay for a minimum of three years of this retainer phase. Overall we achieve our goal of helping companies to run more properly and profitably by marrying retail, off price and department stores with self-service checkout suppliers and implementing our unique promotional plans appropriately. We are paid in three basic phases as mentioned previously but also gain a profit through a test implementation phase. This phase takes approximately twice as long as the typical installment phase, allowing us to ensure that the first stores within a large corporation to use our system greatly benefit, which would open the door for continued business with the client. Our consulting firms first years operating expenses are $152,200. We are covering such expenses by purchasing a three year bank loan and procuring an owner contribution of 25%, equal to $38,050. MBCs first year will be a loss of $16,865 the second year will be a $29,940 profit and the third years profit will be $85,195. This leaves us with a year three ending cash balance of $250,470. We are a consulting company that works to achieve greater profits for preexisting companies wishing to embrace todays technology and take the lead among competitors.

II. Product Description Our services are broken into three offerings: analysis and evaluation, implementation, and retainer. In combination, these three services provide retailers with efficient self-checkout systems that are easily added into each of their stores. Before introducing a self-checkout system into a store, we estimate the benefit in order to maximize the efficiency of the client. Store size, financial flexibility, operations, staff management, customer flow, and other factors are investigated as part of this initial evaluation. Our in-depth analysis typically takes about one month. This analysis greatly influences our strategy for implementation and therefore is an essential first step towards obtaining a selfcheckout system. After processing the beneficial analysis of the store, implementation becomes another crucial step of adopting a self-checkout system. Although a plan is carefully constructed prior to placing the machines in the stores, it is still better to test the new systems in a small number of stores before widespread implementation. This will allow us to work with the client in finetuning the plan for maximum efficiency. From the very first step of how to run the programs to the last step of operating the entire self-checkout system requires time and a hands-on effort on the part of MBC Consulting and the client. As a result, this first test phase of implementation will take about six months while subsequent implementations in similar environments will only take around three. Since the proper implementation of our systems can vary from region to region, a test implementation is recommended for individual regions and other significant store groupings.

Our retainer is an after-sale service offered as part of our companys self-checkout implementation system. Updated software installation, on-call services, annual evaluations and problems adjustment are included with the retainer. However, maintenance will not be included within the service package. Instead, MBC Consulting will organize system operations and provide maintenance plans that will arrange for the care and repair of the machines. Although some retailers are standing by traditional check out, we believe that stores will be better off installing a self-checkout system managed by us rather than simply utilizing a single manufacturer. MBC Consulting Company offers you an organized and objective approach to self-checkout systems and brings stores further into success than imagined. Given potential level of shopper acceptance, many retailers are focused on enticing more customers to use self-checkout solutions in order to achieve a higher return on their investment. (Fujistu) This shows that consumers are more likely to try the new technology if they are rewarded for utilizing the new services. Our strategies include many different ways to entice customers and reward their usage of the machines in a cost-effective manner. Self-checkout can shorten waiting time compared to traditional checkout, allowing more time to shop in the store and is easy to use and more convenient for consumers. It can easily be managed by the stores as well, both remotely and in person through the attendant. MBC Consulting draws its plan foundations from five basic activities. Through our recommendations concerning employee training, updated configurations, constant evaluation, performance management, and customer enticement retailers are able to more effectively implement and utilize self-checkout. Each client is given customized strategies, allowing them to
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address these five vital areas during implementation. MBC Consulting strives to show retailers that successfully utilizing self-checkout is a much more involved process than simply installing the machines. Self-checkout is incredibly appealing to retailers for numerous reasons including reducing checkouts footprint within the store, freeing employees for other tasks, improving cash handling security, and easily becoming configured for different store environments. We are able to act as an effective marketing intermediary between the retailer and manufacturers. As a result, we offer a variety of services and strive to find the best fit for the retailer. MBC Consulting is committed to our clients from the evaluation phase all the way through the implementation and maintenance phases of their self-checkout systems. III. Market Analysis MBCs primary target market includes MARMAXX stores located in the United States. Because there are over 700 MARMAXX stores located in the country, it was most practical to divide the stores into regions and focus on providing services to one region at a time. Given that MBC Consulting has a limited number of employees, and because each region has a different demographic of customers, looking at each individual store rather than treating Marmaxx as a whole will prove to be much more practical in the long run. MBC has acknowledged that not every customer would be interested in self-service checkout, which is why we analyze a store primarily in order to conclude as to whether or not it would benefit from implementing a selfservice system. MBCs headquarters are located in Boston and therefore will focus first on the 25 MARMAXX stores that are also located in the Boston area. Boston is a good market to start in because Boston is the biggest Typical MARMAXX store layout, enhanced with a self-checkout system.
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city in New England, and therefore it will give us the highest chance for success. In TJXs 2011 annual report, they stated one of their potential risk factors as the failure to operate information systems and implement new technologies effectively could disrupt our business or reduce our sales or profitability. (TJX Annual Report 2011) TJX is a perfect primary target market because they are looking to be innovative and adapt with the newest technologies, which we will be able to provide.
All US TJX Stores

5000 1800

2900

Market Segmentation

US MARMAXX Stores New England MARMAXX Boston 25 MARMAXX 700

Our secondary target market is other retail stores within the United States that to date have not implemented self-checkout systems. Once MBC has analyzed and provided service to each MARMAXX store, we will look to expand our services to other retailers. Not only will we encounter corporate of large companies such as JCPenny, Macys and Target, but we will also look to work with small businesses as well. Many small businesses possess the exact customer demographic that would prefer self-checkout. When our company analyzes a store to see if it might benefit from buying self-checkout, we focus on a specific set of customers. The TJX target customer is a fashion forward, middle to upper-middle class man or woman aged 25-54. The stores that would most likely benefit from implementing a self-checkout system include a more specific demographic of customers. We primarily look for stores that attract or are located in areas with busy individuals,

businesspersons, women shopping with children, or any other type of customer that is pressed for time. While self-checkout kiosks primarily help those that do not want to spend a lot of time checking out, they also benefit customers that want more time to shop. According to NCR, retailers using self-checkout systems experience decreased customer queue time of forty percent and increased checkout speed of twenty percent. (NCR) Because of the decreased queue time, customers are able to spend more time on the store floor and less time waiting to pay. Knowing the target market for self-checkout, we are able to efficiently analyze a stores customer base and determine whether self-checkout would improve a stores sales. MBCs primary strength as a consulting company is its ability to cater to each individual stores needs. Each store, being in different locations, has a different number and different type of customer. Just as allocation analysts must determine which products will sell well in which stores, MBC determines which stores will benefit most from using self-checkout. Each store receives a large amount of individualized attention. We foresee success in the future because we are helping retailers move forward with their business and stay ahead of their competitors by keeping each store informed about the latest selling technologies. Our companys primary weakness is our reliance on suppliers. Because MBC is a marketing intermediary, the company relies on suppliers to provide the actual product. Competition is created because certain manufacturers offer their own analysis of a company and provide other benefits to retailers such as maintenance and surveillance. The strength of our competitors is their ability to provide the actual self-service kiosk as well as additional amenities. However, their weakness is their inability to provide objective opinions about whether or not self-service kiosks would increase the stores profits. They instead focus on making a sale. Our

opportunity to succeed in our field lies in our ability to analyze a company and provide unbiased insights as to the best course of action for each store. IV. Sourcing/Manufacturing Plan The two primary components that MBC Consulting needs in order to be successful are efficient internal management and dependable vendors. In order to conduct business with clients, we will stay up to date with the latest computer software. We have three steps that we go through when working with a client. The first step is analysis. During this portion of the process, we analyze a companys sales and customer base and determine whether they would benefit from implementing a self-checkout system. In order to do this, we will need computers in order to conduct research, and to maintain communication with the client. Computer software is also extremely important in order to complete our last step, which is the retainer. After providing a company with a source to get a self-service kiosk, we then monitor the stores sales and profits for the next few years in order to see if the purchase was a success. We will need to have the technology that enables us to monitor these stores closely. Another important aspect of sourcing is transportation. In order to provide consulting to various companies across the country, each employee will need the means to travel from one client to another. Not only will we need to travel to the headquarters of whatever retailer we are working with, we will also need to travel to each individual store for analysis. The costs for transportation are included in the financial plan under other expenses and take into account the cost of fuel and the cost of airfare for long distance trips as well. Transportation expenses for MBC Consulting are relatively low considering there is no product that needs to be shipped, instead only the transportation of employees needs to be accounted for.

The middle step of our process is the implementation of the self-checkout. This step requires more sourcing because we must rely of vendors. MBC Consulting is a marketing intermediary, meaning that it does not manufacture the self-checkout kiosks on its own. Our ability to provide our customers with self-checkout systems Main Suppliers lies in the hands of manufacturers with which we will establish relationships. The most important manufacturers of self-checkout systems are IBM, Voxeo, Fujitsu, and NCR. We will work with the corporate headquarters of whatever retailer we are working with and determine which supplier they prefer based on price, reliability, and other various factors. In order to ensure satisfaction with our customers, we will need to spend a lot of time initially establishing strong relationships with each of our suppliers. MBC will have four different suppliers because with more suppliers, there is added security in the deliverance of the product. There is always the chance that one of our companys suppliers will no longer want to work with us, or will no longer produce the product that is needed. In this case, MBC will still be able to provide service to their customers but from a different source. In addition, more suppliers will give our clients more variety in choosing the right self-checkout machines.
NCR

IBM

Voxeo

Implementation

Fujitsu

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V. Marketing Plan A. Pricing MBC Consulting will generate revenue through usage of three different pricing sequences: evaluation, implementation and the retainer. The evaluation will consist of a rather lengthy process of examining how the business currently operates and how the business could benefit more efficiently if our self-service check out machines were appropriately utilized in the current business model. During this period, the company would pay us a price that can vary based on the size of the operations occurring that must be examined. Then we would over time evaluate how the business is currently operating, if the business would operate more efficiently by using our machines and if necessary we would evaluate what types of checkout systems would be necessary and in what ways to implement them. The second source of revenue is the implementation phrase. This phase only takes place if we feel that the company in question would benefit from the use of our self check out systems. If the company would benefit from our products this phase would consist of us having the self-service systems installed into the company and training the employees to use the given equipment. We would train the employees to perform simple procedures to turn the machines on and off, restart the systems, troubleshoot for basic problems, and to maintain a greater aspect of security within the store since not every person will be directly checking out with an employee anymore. We will be utilizing two types of implementation phases, a testing implementation phase and a regular implementation phase. The testing implementation phase will be approximately twice the length of the normal implementation phase because extra care will be put into the first installment and utilization of the self check out machines to ensure their success. This guaranteed initial success will influence a further commitment from the company and after the initial installment all

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implementations following this will be cheaper and much quicker. The third pricing sequence that would generate our revenue would be the retainer. This would involve us being on call during the times that the stores are open during the week and available to stop by the store or answer the phone in order to answer questions that may arise or to take care of situations about which employees may be somewhat confused. The retainer would be a flat rate paid to us at the beginning of each year and would ensure that our assistance is available whenever it is required. The retainer is required for the first three years and then the company may decide if they would like to continue to purchase the service or not. Although the above three pricing sequences are the ways in which we generate revenue we do allow some pricing options to allow companies to save some money which simultaneously acts as a catalyst for the number of sales we will generate. For instance if a large company such as Wal-Mart installs our self check out systems in one of its areas then decides to expand into another region, we will offer a discount on our hourly rate as an incentive to continue utilizing our services. Our hourly rate will drop from $150 to $125, which makes a substantial difference considering the hundreds of hours spent on each project. This policy would work as an incentive for corporations to seek more locations that can benefit from our product and services because it will save them money. It will be cheaper for the corporation to further implement our systems and will also save them even more money simply because they will become more efficient with self-checkout. When these corporations use our service in additional regions, the business benefits from more than just additional revenue. Since we are starting out in the Boston area, it will be harder to reach corporations in other parts of the country. However, if TJX were to use our system in another region, its competitors within that region will subsequently be more likely to seek our

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services. This is because they will be looking to regain competitiveness by matching TJXs efficiency with self-checkout. This effect will aid in our businesss expansion into new areas. B. Promotion The promotional mix that will be used by our consulting firm will include many different aspects. We will mainly be using business-to-business advertising since we will be offering our self-service check out systems to other businesses and will not be typically trying to attract individuals to purchase such systems. There are a variety of different sales promotions that work to increase the use of our self check out systems after they are installed and increase popularity and brand awareness. MBC Consulting will work with each company that we install our systems in and design special coupons or rebates that may only be used if you check out with our self check out systems or may only be acquired after checking out using our systems. Although this utilization of special coupons will be recommended to all stores ultimately the decision to use them must be made by corporate administration within the company. Another sales promotion we will be conducting will involve the implementation of games or contests within the stores. We would set up reasonably sized colorful displays and possibly large time recording devices in near the checkout systems or have an employee verbally promoting the contests. These advertising techniques would be describing contests like Save 15% off your next purchase if you can check 15 items or more in fewer than 3 minutes! or If you check out more than 10 items on your own you will receive 10% off your current purchase! Next to our self check out systems we will also place several different types of small cheap items including gum, candy and magazines which will influence an increase impulse buys and customers will now be likely to buy a few of these cheaper items to fill this 10 or 15 item quota to save some money on their current or future purposes. However, the process of acquiring these coupon or rebate options

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will also increase sales as well. These unique sales promotions will also increase the entertainment level of shopping at these stores and will spur more customers in the future. Another aspect of the promotional mix that will work to promote our self check out systems is publicity. One of the publicity techniques that our consulting firm will try to utilize to promote our systems is working to get journalists to write articles in corporate magazines, newspapers, and business magazines. The ideal article would include information on how todays world moves faster than ever before and how there is so much more to be done now with the same amount of time so the importance of peoples time has gone way up. It should include that most people these days have much busier lifestyles and do not have time to kill. The article should highlight the fact that using these self checkout systems in stores saves people time and makes life that much easier because of it. In order to make the article more relatable it may be convenient if it describes the life style of a very busy stay at home mom and the ever-busy lifestyle of people in corporate America. The readers should be able to relate their own lives to those people depicted in the article and be able to understand the value in shopping at stores that use self check out systems. Personal selling is another aspect of the promotional mix that would be essential to the success of MBC Consulting and the sales of our self-service check out systems. This would be so important because we would have to enter the corporate offices of many of these very large businesses and explain what it is we do and how we can help them to run their business more smoothly. Putting the raw data and business theories aside a good personal relationship based on trust and understanding between the MBC Consulting employees and these corporate leaders. One way that we will be able to gain their trust is, with their permission, we will perform none intrusive surveying and observing of some of their current stores to gather data that will support

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the use of our product and services. This process will eliminate the aspect of uncertainty with respect to the motivation behind our consulting firm promoting the use of our products and make it more based on reliably collected data. C. Distribution The distribution process that our consulting firm will be using will be a rather direct one. We will be working directly with our customers which would include retail, department and off price stores and would also work with the manufacturers and distributors including corporations like IBM. Our consulting corporation would be the only step between these two different sides of the business and we would technically be operating as brokers or agents. Our role in business would be categorized as a broker or agents since they are defined as facilitating the negotiations between buyers and sellers of goods and services but never take title or ownership of the products used. We would be using this business style because we would never have to purchase the systems on our own but we would be working to marry the manufactures to the different types of stores appropriately. VI. Organization of Firm The organization of our consulting firm will be rather basic. We will start with simply four full time employees who will be paid on a salary basis. These full time employees will receive medical benefits. We will stay consistent by maintaining a staff of four full time employees for the first two years but in the third year we will hire another employee who may assist with our different and expanding business operations. This new employee will not receive as high a salary as the founding employees. The employees we will be looking to hire must have a certain set of skills. We are looking for employees who are problem solvers, good with people, good at talking on the phone and great at speaking in person while maintaining eye contact and acting

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appropriately. In addition, we seek those who tend to be rather innovative thinkers. The Chief Financial Officer of our firm is Caitlyn McBride, the Marketing Manager is Jesse Blackwell, Head of Customer Relations is Molly Baum and Head of Supplier Relations is Junhao Cai. Organizational Chart Caitlyn Chief Financial Officer -Maintains all financial data -Balances liabilities, assets and owners equity Jesse Marketing Manager -Utilizes the Marketing mix to gain brand awareness, brand loyalty and overall revenue -Maintains the most efficient Pricing, Promotion, and Distribution techniques. Molly Head of Customer Relations -Defines and Analyzes the Target market -Defines and Examines the secondary target market -Customer relations -Manages clients Junhao Head of Supplier Relations -Deals with the sourcing of our self check out systems -Deals with most maintenance -Builds strong relationships with suppliers

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VII. Financial Plan MBC plans to cover its first years operating expenses, totaling $152,200, through owners contributions and the purchase of a bank loan. This will ensure the company has enough working capital to establish
Pro Forma Cash Flow Statement MBC Consulting Expenses Year 1 Year 2 Year 3 Total Salaries 80000 100000120000300000 Benefits 20000 25000 30000 75000 Rent/Utilities 13200 13200 13200 39600 Other Expenses 5000 5000 5000 15000 Training 11000 0 2750 13750 Trade Shows 23000 14000 14000 51000 Total Operating Expenses 152200157200184950 494350 Interest 11415 7610 3805 22830 Loan Payment 38050 38050 38050 114150 Total Cash Outflow 201665202860226805 631330 Income Year 1 Year 2 Year 3 Total Analysis 26400 26400 26400 79200 Testing 158400 0 158400 316800 Other Implementations 0 158400 79200 237600 Retainer 0 48000 48000 96000 Total Revenue 184800232800312000 729600 Owner's Contribution 38050 0 0 38050 Bank Loans 114150 0 0 114150 Total Cash Inflow 337000232800312000 881800 Starting Cash Balance 0 135335165275 300610 Cash Flow 135335 29940 85195 250470 Ending Cash Balance 135335165275250470250470

business in its first year and secure our first client. The owners have agreed to contribute 25% of the startup costs, $38,050, from their personal funds. As a result, MBC Consulting has taken the steps to become preapproved for a threeyear loan amounting to $114,150. This debt is manageable for the companys revenue predictions and should be paid within the first three years of operation. We have accounted for our expenses and estimated revenues for each year to the best of our ability. Our main expense is for salaries, beginning with

$20,000 for each of the founders then increasing to $25,000 in the second year. In the third year, we plan to hire an additional employee at a $20,000 salary. MBC Consulting will provide benefits and training to its employees. Training takes place through the Business Training Institutes Consulting Certification Program, providing us with valuable skills for the industry. This initial cost covers training the four founders and then another expense is incurred during

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Year 3 for the new employee. Another main expense accounts for MBC Consultings attendance at two trade shows per year. The costs are estimated to budget for airfare, accommodations, and registration costs for two employees as well as the purchase and transportation of the companys booth display. Revenue for the company starts low because we are a new company and will need time to secure our first client, TJX. Most consulting firms like ours are able to sustain themselves with only one or two clients per year. With our pricing structure, interactions with clients will split into four categories: analysis, testing, implementation, and retainer. The first three services follow the same pricing. MBC Consulting will charge $150 per hour and for an average sized client, like TJX, we plan to
Retainer 36 Service Analysis Testing Large-scale Implementation

Pricing Structure
Estimated Time (months) 1 6 3 Total Price ($150/hr) $26,400 $158,400 $79,200 $144,000 ($4,000/month)

spend one month on analysis, six months in

testing, and three months on every implementation thereafter. We expect our revenue predictions to hold true and the estimated fees for the projects are $26,400 for an analysis, $158,400 for testing, and $79,200 for additional widespread implementations that last about three months. The final service we offer, the retainer, is priced at a flat rate of $4,000 per month. The retainer includes our on-call services, troubleshooting support, maintenance organization, and annual evaluations. In order to maximize our clients return on their self-checkout systems, we will require a 36-month (three-year) retainer per every large-scale implementation. This ensures the systems remain maintained and efficient while maintaining relationships with our clients. We plan to work primarily with TJX for the first three years on implementation.

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However, we are hoping to reach out to new clients during the second and third years, providing analysis and initial testing services. For larger clients, like TJX, we plan to nurture our relationship throughout the process of implementing different systems and strategies worldwide. We will do this by offering a discount on additional analyses and large-scale implementations. For these long term clients, MBC Consulting will lower its hourly rate to $125, giving companies a discount ranging from $4,400 on an analysis to $26,400 on a test. A company will qualify for this discount after its first analysis, test, and large-scale implementation. Since owner contributions and the bank loan cover the first years operating expenses, the company will not have a negative cash balance however, it does not reach profitability until Year 2. Afterwards, profit rises quickly because most costs are fixed and do not increase over the next few years. New hires and office upgrades will lead to additional costs, but profitability will be maintained through increased productivity and client management. By the end of Year 3, we plan to have made a profit of $98,270. At this time, our initial debt will be eliminated and MBC Consulting will have five employees in total. The company will have $250,470 going into Year 4 and keeping this much cash on hand is important for the company in order to protect itself from the industrys slow periods that make it difficult to find clients.
$350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 Year 1 Year 2 Year 3 Revenue Expenses

Break Even Point

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VIII. Appendix
Molly Baum 10 Speare Place Boston MA 02115 (860) 670-8723 baum.m@husky.neu.edu

Objective:
To pursue a career with MBC Consulting and help to ensure that our customer relationships are consistently strong.

Education
Northeastern University South Windsor High School GPA: 3.6; Top 8% of class Advanced Placement Programs: 2012-Present 2008-2012

Class Grade English Literature and Composition 4 English Language and Composition 5 Physics B 4 Chemistry 4 Spanish 4 Experience
MBC Consulting (Present) Title: Customer Relations Ellington Ridge (Summer 2012) Title: Lifeguard Farm Car Care (2009-2011) Title: Receptionist My work experience

Qualifications
Proficient in Microsoft Office 2007 Leadership training and experience o Attended two leadership seminars o Captain of South Windsor High School Varsity Soccer team 2011 and 2012

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CAI JUNHAO, EDDY 160 Pleasant St. Apt 808, MA02148 Email: hoedychoi@hotmail.com

EXPERIENCE Current Position MBC Consulting Company Head of Supplier Relation, Boston, Massachusetts, USA

2012 Summer Anheuser-Busch inBev Budweiser, Guangzhou China Sales Administration Clerk, collect information from the sales men and put all statistics about the monthly sold volume into computer in order to find out next month sales strategies and improvement. EDUCATION 2012-Present Northeastern University

Student, studying in Undergraduate, Class of 2012-2017, DAmore McKim School of Business, MA, USA 2011-2012 Northeastern University

Student, studying in American Classroom Program, College of Professional Study, Boston, MA, USA. 2008-2011 Ribet Academy Student, studied high school in Los Angeles, CA, USA. 2005-2008 Jiangnan Middle School Student, 3 years Junior High School in Guangzhou, Guangdong, China. 1999-2005 Jiangnan No.2 Elementary School Student, 6 Years Elementary School in Guangzhou, Guangdong, China.

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Jesse Blackwell 11 Speare Place Boston, MA 02115 blackwell.j@husky.neu.edu Objective: To pursue a career focusing in business marketing and entrepreneurship Education: Northeastern University (Present) -Currently working toward a degree in Bachelors of Science Business Administration major with a Concentration in Marketing Westborough High School -Graduated in 2012 -GPA: 4.16 -Member of the National Honors Society Experience: Currently working as the Head of Marketing for the MBC Consulting company. I have worked as a camp counselor at Pilgrim Day Camp in Framingham, MA Summer of 2009- Assistant Counselor Summer of 2010- Senior Counselor Summer of 2011- Senior Counselor Summer of 2012- Senior Counselor

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Caitlyn McBride 1155 Tremont Street Roxbury Crossing MA 02120 (609) 240-2082 mcbride.cai@husky.neu.edu

Objective:
To pursue a career with MBC Consulting and help to ensure that the company remains financially sound and efficient.

Education
Northeastern University Lawrence High School 2012-Present 2008-2012

GPA: 4.18; Top 6% of class, Member of National and Latin Honors Societies Advanced Placement Programs:

Class Grade English Literature and Composition 4 Calculus AB 5 Calculus BC 4 Chemistry 4 Physics B 4 Macroeconomics 5 Microeconomics 5 Work Experience
MBC Consulting (Present) Six Flags Great Adventure (2009-Present) Title: Chief Financial Officer Title: Admissions/Retail Hostess

Qualifications
Proficient in Microsoft Office 2010 International Qualifier DECA Financial Analysis (2011), International Finalist DECA Business Operations Services (2011, 2012) Business Manager of Lawrence High School Yearbook (2011-2012) Leadership experience o Captain of Lawrence High School Varsity Field Hockey team (2011) o Teen Prevention Education Program (PEP) Mentor (2010-2011)

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IX. Bibliography 265 Franklin Street Boston, MA 02110. Advertisement. Cityfeet.com. N.p., n.d. Web. Nov. 2012. <http://www.cityfeet.com/Commercial/ForLease/265-Franklin-Street-Boston-MA02110-17856223L17856223L0.aspx>. "Business Consultant Certification." Business Training Institute. N.p., n.d. Web. Nov. 2012. <http://businesstraining.com/Consultant-Certification.html>. Carter, Wesley. "Assigning a Price for Consulting Services." The Charlotte Post. N.p., 29 Sept. 2011. Web. Nov. 2012. <http://www.thecharlottepost.com/index.php?src=news>. Cooper, Caroline. "New Study Says Self-checkout Terminals to Quadruple by 2014." Selfserviceworld.com. N.p., 20 July 2009. Web. Nov. 2012. <http://www.selfserviceworld.com/article/160994/New-study-says-self-checkoutterminals-to-quadruple-by-2014>. Crane, Mary. "How To Set Your Consulting Fees." Forbes. Forbes Magazine, 06 Nov. 2006. Web. Nov. 2012. <http://www.forbes.com/2006/11/06/bostonconsulting-marshmckinsey-ent-fin-cx_mc_1106pricing.html>. Fujitsu. "Fujitsu Launches Self-Checkout Best Practices Team." BusinessWire. Business Wire, n.d. Web. Nov. 2012. <http://www.businesswire.com/news/home/20060130005288/en/Fujitsu-Launches-SelfCheckout-Practices-Team-Helps-Retailers>. "New England." Wikipedia. Wikimedia Foundation, n.d. Web. Nov. 2012. <http://en.wikipedia.org/wiki/New_England>. "Products for Retail Sector." Fujitsu Global. N.p., n.d. Web. Nov. 2012. <http://www.fujitsu.com/global/>. "Research Shows Consumers Seek More Self-service Options Due to Pressures of Price and Time." NCR. N.p., 12 Jan. 2009. Web. Nov. 2012. <http://www.ncr.com/newsroom/resources/research-shows-consumers-seek-more-selfservice-options-due-to-pressures-of-price-and-time>. "Retail Self Service." NCR. N.p., n.d. Web. Nov. 2012. <http://www.ncr.com/>. "Self-Checkout Solutions." Wincor-Nixdorf. N.p., n.d. Web. Nov. 2012. <http://www.wincornixdorf.com>. TJX Annual Report. Rep. 2011. Print.

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