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Used Car Business
BUSINESS PLAN
Photo by: Thomas Sztanek
BUDGET CARS
145 Water Street
Alpena, MI 49707
This business plan addresses all relevant concerns by presenting a
comprehensive account of a month-by-month marketing strategy coupled
with an extensive report on all aspects of the needs of a successful
used car center. The care and detail of the financial figures assures a
well-thought and carefully considered proposition. Note the effort to
make the lender comfortable and familiar with the staff.
-
SUMMARY
-
PRODUCTS AND SERVICES
-
INDUSTRY DESCRIPTION
-
MARKET DEFINITION
-
MARKETING PLAN
-
OPERATIONS
-
COMPANY STRUCTURE
-
FINANCIAL PLAN
-
LOCATION
-
RESUMES AND PERSONALITY PROFILES
SUMMARY
-
Description of the business
-
Mission
—The mission of Budget Cars will be to buy and sell a
desirable mix of quality used cars, trucks, and vans, and to create
a friendly atmosphere where Budget Cars will be known for being your
family used car center.
-
Legal Status/Location
—The legal status of Budget Cars is a subchapter
"S" corporation. The location is in Alpena, Michigan.
-
Products and Services
—The products that Budget Cars will offer are quality used cars,
trucks, and vans at below market value. The services that will be
offered are in-house financing provided by area banks with approved
credit and a full automotive detail center that will recondition all
units for sale.
-
Market and Sales Strategy
Due to several different factors (season changes, market changes,
opening date, etc.), our advertising strategies are going to vary
accordingly. We are going to be consistent with our advertising in the
"Out and About" section that runs every other week in the
Alpena Journal
and at least one ad once a month in the
Daily Herald.
January 15, 1997—Our goal is to open the doors and start our
advertising in the "Out and About" section of the
Alpena Journal
, $40.00 each run, reaching 5,000 homes, and an ad in the
Daily Herald
.
February—First week, buy the front page of the
Daily Herald,
$525.00, reaching 17,000 homes and continue with every other week in
the
Alpena Journal
. Also concentrate on 3 spots a week in the classifieds, about $27.00
per week.
March—This month we'll continue our "Out and
About" section, 3 spots a week in the classifieds, and at least
one ad in the
Daily Herald
to keep in contact with the out county.
April—"Grand Opening" will be held this month.
With the snow gone and everyone ready for a cookout, we'll have
our "Family Festive." Included in this will be a tent,
grilling hot dogs, contacting acquaintances with
"Victorian" cars, and asking them to bring them to the lot
for display. Also, the "Out and About" section and the ads
in the classifieds will be run along with an ad in the
Daily Herald
.
May, June, and July—We'll start with a little radio
advertising, maybe sponsoring a morning weather program and continuing
with our "Out and About" section and an ad in the
Daily Herald
. As for the classifieds, we'll determine at that time if they
are worth using.
August, September, and October—Still keeping with radio, sponsor
a local high school sport and continue the "Out and About"
section and an ad in the
Daily Herald
.
November—We'll go with the "Out and About"
section and the ad in the
Daily Herald
and determine if it's time to advertise in the classifieds.
December—Have a coloring contest for the kids, with prizes that
tie in with the holidays, advertising in the
Alpena Journal
and the
Daily Herald.
Budgeting $575.00 a month, a total of $6,900.00 a year, this should be
a realistic dollar amount and provide us with plenty of exposure.
-
Management Team and Responsibilities
—The management team members are Ben Heath, Margerie Heath, and
Peter James, with Ben ultimately being the leader. Margerie's
responsibilities will include F&I, bookkeeping, answering and
routing phone calls and payroll. Peter will be maintaining and operating
the automotive detail center. Ben will be responsible for the buying and
selling of automobiles and overseeing all operations.
The number one responsibility of our management team is to create a
friendly atmosphere where our customers come first. They will always be
courteously acknowledged with a friendly smile and a handshake.
-
Objectives of the Management Team
-
Our main objective is to buy and sell 180 quality used vehicles in
the first year of operation, with an increase per year of 60
vehicles, ultimately reaching an average of 300 cars per year.
-
We project $171,000.00 in gross profit for the first year, making
that a $950.00 per unit gross after marketing sales expense is
deducted, increasing accordingly with the number of units sold per
year to reach our $315,000.00 gross profit by the fourth year.
-
Financial Considerations
-
Profit Projections
—Budget Cars will have a net profit in the first year of
operations.
-
Balance Sheet Projections
—We are projecting an increase of net worth of the business
by $39,154.05.
PRODUCTS AND SERVICES
-
Initial Products and Services
—When we first open in January 1997, if the weather is typically
like most northern Michigan winters, there will be snow on the ground.
Purposely the inventory will be minimal and focus on 4x4 trucks, utility
units, and a family budget row of used cars that will satisfy the second
car needs.
-
Need for the Product and Service
—With the prices of new vehicles reaching an average of
$20,000.00 plus, and continually raising each year, the used car, truck,
and van market has become stronger. That's why Budget Cars is
opening their doors in January 1997 to take a share of the market which
is wide open in this area.
-
Major Suppliers
—A majority of the vehicles that Budget Cars will offer will come
from auctions and new car dealerships. The auctions will be our major
suppliers of late model vehicles and the new car dealerships will be an
access to the vehicles we can offer between $3,000.00 - $7,500.00. Other
vehicles will come from trade-ins and private purchase units.
INDUSTRY DESCRIPTION
-
Background of the Industry
—Immediately following World War II, there were roughly nine
buyers for every new car produced. Sales personnel merely had to find
out who could afford a new car. "Afford" was defined as
paying cash. This condition existed until the early 1950s when supply
began to discover that some new terms were creeping into the retail
salesperson's vocabulary. Words like
"overallowance," "discount,"
"deal," and "terms." The emphasis, however,
was still not on product but on price. In addition, the asking price was
no longer final. There was also, if you could haggle a little, a taking
price. It was possible to bargain with the dealer for the first time.
During the 1960s, other new merchandising techniques were introduced.
"Sticker price," "fleet price," "hard
sell," "50 over invoice," "high-powered
advertising," and "free" accessories were but a few
new innovations. The buyer was becoming better educated, better able to
buy—thanks to 24- and 36-month payments—but still confused
and fearful of price. "Good
deals" became "bad deals" after talking to friends
and neighbors. Caution became the watchword when buying a car.
The advent of the 1970s brought more confusion to buyers with new
procedures like leasing, 48-month payments, credit unions, rebates, and
consumer advocates. However, in defense of the consumer, books on
"How to Buy a Car," "Invoice Prices U.S.
Cars," and "Used Car Buyers Guide," were published
and sold by the millions.
During the 1970s automobile salespeople became conditioned to the
notion that customers were interested in only one thing—the very
lowest price. The automobile showroom atmosphere didn't change
very much from the 1970s to the 1980s. Most retail salespeople saw the
business of selling automobile as an "us against them"
hard-sell game. Those who sold popular Japanese products became arrogant
and insensitive to their customers and those of us who sold American
vehicles continued with the approach that price, and price alone, sells
vehicles.
As the 1980s came to a close, however, the winds of change began to
impact the retail automobile marketplace. Today, in the mid 1990s, the
business of retailing automobiles is quite different than it has ever
been in the past.
In today's marketplace, 5 out of every 6 cars sold in the United
States are used.
-
Trade Association Assistance
—Federal Register offers assistance with compliance guidelines
for used car rules and (NADA) National Auto Dealers Association offers
assistance.
-
Industry Trends
—Vehicle sales seems to be a trend with our Michigan seasons.
While the sun is shining and the temperatures are warm, outdoor family
activities become more popular, encouraging camping, vacations, and
sight seeing. These activities increase the demand for minivans, station
wagons, and sport utility vehicles. As the kids head back to school and
the weather turns cold, road conditions deteriorate. This creates demand
for a more rugged, durable unit such as light duty trucks and vans. The
extra security of four-wheel drive is also more popular during this
season.
-
Number and Kind of Businesses in the Area in the Industry
—There are four new car dealerships in Alpena that offer a line
of used vehicles. There are also three used car lots in town offering a
very limited selection of units.
-
Major Influences on the Industry
-
Government Regulations
—An important regulation of the government is to obtain and
maintain a class "B" license. The Federal Trade
Commission also publishes rules and regulations for operating a used
car lot. The used car rule has four basic components. (1) Prepare
and display a Buyers Guide on each used vehicle offered to the
consumer. (2) To include a special disclosure in the contract of
sale. (3) To identify the final warranty terms in the contract of
sale. (4) To give the purchaser a copy of the Buyers Guide that
includes the final warranty terms.
-
Business Cycle
—Ups and downs go with any industry, but with the sale of
used vehicles there seems to be more of a plateau. When the economy
is good, sales are great. When the economy is sluggish, used cars
are still in demand because of their price factor.
MARKET DEFINITION
-
Who Is the Customer?
-
Customer Profile
—Budget Cars will be focusing on three customer profiles. One
being a first-time buyer, age 16-25, next being the middle-class
family looking for a second car, and third, age 50 and over
low-income adults.
-
Buying Decision Determinants
—After presenting to the customer quality used vehicles that
have been safety checked, backed with a warranty and a competitive
low price, the main determinant that we believe will bring the
customer to the close is working one on one with the owners and
their honesty and reputations.
-
Customer Awareness of Product/Service
—Our advertising campaign will ensure that the customer knows
who and where we are. Our up close and personal interview process
will be a thorough, detailed, step-by-step explanation of our
product and commitment to our customers' needs.
-
Market Size
-
Geographic
—Our primary source of customer base will come from the local
and surrounding counties. Starting from our location in Alpena, all
of the counties are within a thirty-mile radius.
-
Population
—The total population of our targeted customer base is 93,945
people. Using Alpena as a comparison, according to the Census taken
in 1990, the total population of Alpena County was 21,265. The
number of 18- to 25-year-olds was 1,547, the number of people 25-54
was 8,344, leaving a total of 6,273 over the age of 55. The
percentage of population that was over the age of 18 at that time
was 76%.
-
Sales
—A statistic taken in 1990 determined the number of vehicles
available per occupied housing unit in Alpena County. Of 8,580
housing units, 777 had no means of motorized transportation, 3,132
owned one vehicle, 3,346 housing units owned two vehicles, and 1,325
had three or more. In order for Budget Cars to reach its projected
first-year goal of 15 units per month, only 2.4% of the Alpena
market needs to be cornered. Any units sold to customers within the
rest of the targeted counties will be additional business.
-
Market Growth
—An estimated population increase throughout our targeted
counties can only mean more people with a need for transportation. There
was a population increase from 21,265 to 27,912 in Alpena County by
1995.
-
Competition
-
Who's the Competition in Alpena?
-
New and Used Car Dealerships
-
Jenson's Sales and Service
Dodge, Chrysler, Jeep, Eagle, and used vehicles
-
Alpena Ford Mercury
Ford, Mercury and used vehicles
-
Boji Buick Pontiac Oldsmobile GMC
Buick, Pontiac, Oldsmobile, GMC Trucks, and used vehicles
-
Miller Chevrolet Cadillac Geo
Chevrolet, Cadillac, Geo, and used vehicles
-
Used Vehicle Dealers Only
-
Car Trade Center
-
Thunderbird Auto
-
Jake's Auto Parts
-
Strengths and Weaknesses of the Competition
—Jenson's Sales and Service is selling new and used
cars on a more relaxed approach. Alpena Ford Mercury is
aggressive in both new and used vehicle sales, with the majority of
their used cars being higher priced program cars. Boji's is
focused on new car sales. Miller offers new and used vehicles but
are not very aggressive. There are three older used car lots in town
that maintain a "B" license. Selling cars is not their
main source of income. Very little, if any, priority is given to car
sales.
-
Pricing
—Budget Cars is in a better position than our larger competitors
because the overhead is much lower. All deals will be conducted between
the owner and customer with no commission paid salesperson taking a cut
from the profit made on the deal. The clean-up and reconditioning of all
vehicles will be completed in-house. This way we will be able to beat
the larger dealers' prices every time and still make enough
profit to maintain business expenses and build capital for future
expansion. Our main goal will be to sell more for less and be known as
"Your Family Used Car Center."
MARKETING PLAN
-
Marketing Overview
—Budget Cars plans to focus on young first-time auto buyers,
familes with second car needs, and low-income adults aged 50 and over.
To capture this market we plan to advertise with the local newspaper and
radio. But, more importantly, is the support and participation that we
will show in community activities.
-
Marketing Objectives
—Budget Cars's main marketing objective is to focus on the
customers' wants and needs and, at the same time, maintain a
marketable selection of vehicles at all times. This will allow us to
effectively influence and persuade them to buy.
-
Marketing Strategy
-
Advertising
—Our main advertising strategy is to let our potential
customer know that we are aware of their wants and needs and have
quality inventory and prices. To prove it, we will let them know
that if we don't have what they're looking for,
we'll get it.
-
Marketing Budget
—From the time that Budget Cars takes possession, until the
point of sale, the marketing budget will average $300.00 per unit.
This includes the driver's expense, a safety check, repair
work, if needed, reconditioning, and all forms and documents used to
track market trends.
OPERATIONS
-
Facility Requirements
—The ideal facility for Budget Cars is a highly visible location
with a lot large enough to hold 30 units and enough space for customer
parking. Also, we will need a building large enough to house a
reconditioning center and a sales floor with several private offices.
-
Equipment Requirements
-
Reconditioning Department
—The equipment needed for this area will be a rug doctor,
shop vacuum, stripping wheel, six-foot ladder, hose and nozzle,
buffer, heat gun, miscellaneous small tools, and a plow vehicle for
snow removal.
-
Office and Sales Department
—The equipment needed for this area will be two desks, nine
chairs, one computer and printer, one fax machine, two phones, copy
machine, two calculators, and a coffee machine.
-
Labor Requirements
—Budget Cars will have two salaried owners as their main
operators. Ben will be manning the sales and Peter will take care of the
reconditioning department. Margerie, a full-time employee, will be
handling the office duties.
COMPANY STRUCTURE
-
Legal Status
—Budget Cars will be a subchapter "S" corporation.
-
Business Advisors
-
Accountant
—William P. Johnson of William P. Johnson Company PC CPAs,
Alpena, Michigan, will be Budget Cars' accountant.
-
Insurance
—Cheryl Booker and Robert Ordowski of The Floyd Agency,
Alpena, Michigan, will be Budget Cars' insurance agents.
-
Consultant
—Phillip J. West of Alpena Community College, Alpena,
Michigan, has been a consultant for Budget Cars.
FINANCIAL PLAN
-
Start-Up Costs
—The start-up cost for Budget Cars will be $9,994.00. This figure
includes office supplies, $377.00; marketing and reconditioning,
$4,215.00; accounting and legal, $1,350.00; rental security deposit,
$1,100.00; insurances, $1,575.00; gas expenses, $300.00; car phone and
pager, $100.00; Chamber of Commerce dues, $177.00; and improvements to
location, $800.00.
-
Sources/Uses of Funds
—Personal funds, a $25,000.00 ten-year loan and $150,000.00 of
floor plan will be used to operate the business.
-
Summary of Financial Projections
-
Cash Flow Projections
—Budget Cars foresees no cash flow projection problems.
-
Profit/Loss Projections/Breakeven Analysis
—The Company expects to have a gross profit the first year of
$60,237.00.
-
Balance Sheet Projections
—Budget Cars projects an increase of net worth the first year
to be $39,154.05.
LOCATION
-
Business Location
—Budget Cars will be located in Alpena, Michigan.
-
Location Costs
—The lease of the building will be $600.00 per month for two
years.
-
Licenses, Permits and other Regulations
—Budget Cars will need a class "B" dealership
license, a sales tax I.D. number, and a city permit for the opening.
-
Insurance Needs
—Budget Cars will need Fleet Insurance, Workman's
Compensation, Renters' Insurance, and will be carrying health
insurance for the shareholders.
Income Statement
This chart is a projection of our monthly cash flow after expenses. These
figures have been meticulously researched and should be very close to the
actual amounts. A start-up cost of $9,994.00 has not been included with
these calculations.
Projected Yearly Gross Profit
This chart shows the average gross profit per unit and the profit
potential with volume. Budget Cars has established goals in gross profit
and volume for the next four years.
Projected Yearly Gross Profit
(with sales marketing expenses deducted)
Average # of Units Per Month
|
Average Profit Per Unit
|
900
|
950
|
1000
|
1050
|
1100
|
1150
|
15
|
162,000
|
171,000
|
180,000
|
189,000
|
198,000
|
207,000
|
17
|
183,600
|
193,800
|
204,000
|
214,200
|
224,400
|
234,600
|
18
|
194,400
|
205,200
|
216,000
|
226,800
|
237,600
|
248,400
|
20
|
216,000
|
228,000
|
240,000
|
252,000
|
264,000
|
276,000
|
23
|
248,400
|
262,200
|
276,000
|
289,800
|
303,600
|
317,400
|
25
|
270,000
|
285,000
|
300,000
|
315,000
|
330,000
|
345,000
|
Projected Monthly Material Expenses
This chart shows the materials required monthly for the clean-up and
reconditioning of 15 safety-checked units.
Projected Monthly Material Expenses Based on 15 Units
AMOUNT REQ.
|
ITEM DESCRIPTION
|
PRICE EACH
|
TOTAL
|
(These figures are included in the Sales Marketing Expense.)
|
2 Gallons
|
Tire Dressing
|
25.00/Gal.
|
50.00
|
2 Gallons
|
Interior Cleaner
|
10.50/Gal
|
21.00
|
2 Gallons
|
Mag Wheel Cleaner
|
15.50/Gal
|
31.00
|
1 Gallon
|
Window Cleaner
|
9.00/Gal
|
9.00
|
1/4 Gallon
|
Miracle Wax
|
24.00/Gal
|
6.00
|
1/4 Gallon
|
Rubbing Compound
|
16.00/Gal
|
4.00
|
1/2 Gallon
|
Bug Remover
|
10.50/Gal
|
5.25
|
4 Each
|
Buffing Pads
|
4.50/each
|
18.00
|
3 Each
|
Stripping Pads
|
8.50/each
|
25.50
|
6 Each
|
Interior Paint
|
4.50/each
|
27.00
|
6 Each
|
Semi Gloss Paint
|
3.00/each
|
18.00
|
1/4 Gallon
|
Interior Deodorant
|
21.00/Gal
|
5.25
|
3 Gallons
|
Wash Soap
|
12.50/Gal
|
37.50
|
1 Each
|
Chamois
|
20.00/each
|
20.00
|
2 Gallons
|
Mineral Spirits
|
5.00/Gal
|
10.00
|
1/4 Package
|
Razor Blades
|
12.00/each
|
3.00
|
1 Case
|
Paper Towels
|
18.00/Case
|
18.00
|
5 Each
|
Wax Applicator
|
2.00/each
|
10.00
|
1/2 Roll
|
Polishing (Cheese) Cloth
|
30.00/Roll
|
15.00
|
6 Each
|
Touch up Paint
|
4.00/each
|
24.00
|
TOTAL
|
|
|
357.50
|
Class "B" Licensing Requirements
This list includes the necessary steps to take when acquiring a Class
"B" Dealers License.
Class "B" Licensing Requirements
Original Application
Assumed Name and/or Corporate Filing
Fingerprint Cards
Sketch or Photo of Business Location
Zoning Approval
Sheriff or Police Signature
Repair Facility or Service Agreement
Sales Tax License
Secretary of State Branch Designation
Fleet Insurance
2 Dealer Plates (Minimum)
$10,000 Vehicle Dealer Surety Bond
Number of Vehicles Available per Household
This chart shows the number of vehicles per housing unit in Alpena County.
We only need 2.4% of this market to reach our first-year gross profit
goal.
Source:
United States 1990 Census (April 1, 1990) summary tape file 3A.
Tables compiled by the Alpena County Planning Department for Alpena
County Planning Department for Alpena County municipalities.
Townships
|
Occupied Housing Units
|
None
|
One
|
Two
|
Three or More
|
Source: United States 1990 Census (April 1, 1990) summary tape
file 3A. Tables compiled by the Alpena County Planning Department
for Alpena County Planning Department for Alpena County
municipalities.
|
Ashland
|
245
|
8
|
89
|
99
|
49
|
Botten
|
544
|
24
|
158
|
248
|
114
|
Cathro
|
199
|
0
|
40
|
92
|
67
|
Grass Island
|
244
|
25
|
73
|
107
|
39
|
Herron
|
316
|
20
|
140
|
112
|
44
|
Hubbard Lake
|
763
|
40
|
241
|
333
|
149
|
Lachine
|
2,896
|
492
|
1,256
|
888
|
260
|
Leer
|
1,092
|
33
|
350
|
505
|
204
|
Long Rapids
|
449
|
43
|
162
|
172
|
72
|
Metz
|
108
|
2
|
43
|
31
|
32
|
Ossineke
|
470
|
34
|
166
|
198
|
72
|
Polaski
|
521
|
36
|
163
|
208
|
114
|
Posen
|
257
|
3
|
98
|
122
|
34
|
Presque Isle
|
200
|
7
|
63
|
91
|
39
|
Sprat
|
276
|
10
|
90
|
140
|
36
|
Alpena County
|
8,580
|
777
|
3,132
|
3,346
|
1,325
|
RESUMES AND PERSONALITY PROFILES
Resumes and personality profiles of Budget Cars's management team.
BEN HEATH
CAREER GOAL
To own and operate a successful used-car dealership that I can devote all
my energy and enthusiasm to.
WORK EXPERIENCE
Pine Country Ford, August 1986 - October 1990/July 1996 - Present (Sales
Manager / Consultant)
*Create and maintain a diverse customer base *Conduct telephone interviews
with potential customers *Maintain a thorough knowledge of all current
inventory *Determine which inventory is marketable and contact buyers that
may be interested *Persuade buyers into a oneon-one meeting *Recognize and
satisfy customers' wants and needs *Assist customers in determining
which vehicle and financing terms best fit their needs *Be the connecting
link between the buyer and dealer while settling on a price which
satisfies all parties involved
Alpena Ford Mercury, January 1991-June 1996 (Sales Consultant / Sales
Manager)
*Oversee all sales operations to include showroom, display lot, and
reconditioning shop *Appraise trade-in vehicles and offer a fair price
that will encourage a sale and create a marketable trade-in *Order new
vehicles from factory for retail and dealership inventory *Create a
positive, enthusiastic atmosphere for the subordinate sales consultants
that will promote increasing sales and high moral *Devise and carry out
marketing plans to include advertising & promotions that will
ensure growth and sales *Recognize customer needs and limitations through
brief descriptions provided by sales consultants *Request and accept
dealer trades that will satisfy a multitude of parties involved *Interact
with the public on a constant daily basis in a positive, friendly, honest
manner *Create and maintain a consistent marketable lot that will
stimulate sales and growth through consumer tracking, market trends, and
analyzing area economic status
United States Marines, March 1982 - July 1986 (Medical Administration
Specialist)
*Decipher doctor-prepared patient charts and type them for future
reference *Monitor, maintain, file, and organize patient records to ensure
quality care *Operate all office equipment to include multi-line
telephone, computer, printer, copy machine, facsimile machine
EDUCATIONAL BACKGROUND
University of Miami, Miami, Florida - December 1989, Used Vehicle
Management
Ford Division Increasing Sales through Prospecting Course - April 1987
Ford Division Compact and Full-Size Light Truck Selling Course - March
1987
Ford Division National Walk Around Course (First place in competition) -
February 1987
Roger Bolt Advance Sales Course - October 1986
Roger Bolt Professional Sales Course - November 1986
Alpena Community College, Alpena, Michigan - September 1981-June 1982,
Business Management
*Psychology *Public Speaking
Central High School, New York, New York - September 1981-June 1982
*Algebra *Geometry *Accounting *English *Government *Economics *History
*Social Studies
SPECIAL QUALIFICATIONS
*Ford Division Legend Leaders 300/500 Leadership Recognition Award 1995
*Top 10% Customer Satisfaction Diplomat Society Honors 1991, 1992, 1993,
and 1994 *Ford Division Recognition for being the Top Salesperson for
Alpena Ford 1990, 1991, 1992, 1993, promoted to Sales Manager in 1994
*Ford Division Recognition for being the Top Salesperson for Pine Country
Ford 1986, 1987, promoted to Sales Manager in 1988 and in 1989 won Ford
Division Professional Sales Managers Award, Top 10%
OUTSIDE INTERESTS
*Sunday School Teaching *Camping *Horseback Riding *Participating in
outdoor activities with family *Gardening *Handy work around the house
REFERENCES AVAILABLE UPON REQUEST
Summary of Predictive Index Results
Name: Ben Heath
Survey Date: June 12, 1996
Report Date: June 24, 1996
Ben is an engaging, stimulating communicator, poised and capable of
projecting enthusiasm and warmth, and of motivating other people.
He has a strong sense of urgency, initiative, and competitive drive to get
things done, with emphasis on working with people in the process. He
understands people well and uses that understanding effectively in
influencing and persuading others to act.
Impatient for results, and particularly impatient with details and
routines, Ben is a confident and venturesome "doer" and
decision-maker who will delegate details and can also delegate
responsibility and authority when necessary. Ben is a self-starter who is
skillful at training and developing others. He applies pressure for
results, but in doing so, his style is more "selling" than
"telling."
At ease and self-assured with groups or in making new contacts, Ben is
gregarious and extroverted, has an invigorating impact on people, and is
always "selling" in a general sense. He learns and reacts
quickly and works at a faster-than-average pace. Able to adapt quickly to
change and variety in his work, he will become impatient and less
effective if required to work primarily with repetitive routines and
details.
In general terms, Ben is an ambitious and driving person who is motivated
by opportunity for advancement to levels of responsibility where he can
use his skills as team builder, motivator, and mover.
MANAGEMENT STRATEGIES
To maximize his effectiveness, productivity, and job satisfaction,
consider providing Ben with the following:
-
Opportunities for involvement and interaction with people
-
Some independence and flexibility in his activities
-
Freedom from repetitive routine and details in work which provide
variety and change of pace
-
Opportunities to learn and advance at a fairly fast pace
-
Recognition and reward for communications and leadership skills
demonstrated
-
Social and status recognition as rewards for achievement.
Prepared by: John Harper
Copyright
©
1994 by Profiles, Inc. All rights reserved.
PETER JAMES
OCCUPATIONAL GOAL
Seeking employment with a professional establishment that provides a
challenging stimulating work atmosphere to individuals who demonstrate a
positive self-starting attitude.
WORK EXPERIENCE
-
Alpena Ford Mercury, 1/17/95-Present Employer (Automotive Appearance
Enhancement Technician) *Clean and detail engine compartments. *Strip
excess finishes and imperfections with low RPM power wheel. *Repair
minor scratches and discolorations of surface paints. *Rustproof over
spray removal. *Paint Protection application. *Apply new finishes.
*Perform interior cleaning and minor repair. *Apply dye to carpets and
upholstery. *Operate industrial debris extractor. *Apply after market
and OEM accessories.
-
American Waste Systems, 1/14/94-11/9/94 (Route Coordinator) *Maintain
continuity of 10 collection routes by filling in and training new
drivers for routes with short callings. *Organize route changes for
maximum efficiency and make changes in computer automated route sheets.
*Complete route audits and analysis.
-
Jackson's Disposal Service Inc., 1/6/91-1/13/94 (Collection Route
Driver) *Operate manual and automatic transmission heavy trucks *Operate
Clark Pneumatic Forklift. *Operate industrial recycling equipment such
as cardboard baler, paper shredder, and glass crusher. *Operate FCC
licensed two-way radios. *Operate front end loaders.
-
Holiday Inn of Alpena, 7/11/90-10/12/90 (Night Auditor) *Investigate
cashier discrepancies *Credit card collection. *Complete computer
automated audits. *Computer interfacing. *Accounts Payable/Receivable.
*Word processing. *Facsimile sending & receiving *Modem
communication. *Automated telephone switchboard operation.
-
United States Marines, 8/9/84-2/23/90 (Food Service Shift Leader,
4/1/89-2/20/90) (Shift Supervisor 3/10/88-4/1/89) (Night Auditor
1/1/86-3/10/88) (Desk Clerk 10/15/84-1/1/86) *Operate Wang Mainframe
Computer. *Operate NCR cash register. *Utilize manual and computerized
telephone switchboards. *Prepare City Ledger Accounts. *Accounts
Payable/Receivable. *Bank deposits. *Assign Duties. *Prepare schedules.
*Train personnel on computer. *Complete employee performance reports.
*Meal preparation and stock ordering. *Calculate amount of food required
for each day's consumption.
EDUCATIONAL BACKGROUND
-
ASB Leadership School, June 7, 1989-July 6, 1989 *People/Resource
Management
-
Alpena Community College, August 28, 1988-June 1, 1989 *Mathematics
*Music
-
Community College of the Marines, October 15, 1984-February 23, 1990
*Hotel/Restaurant Management
-
Alpena High School, September 1, 1982-June 1, 1984 [Diploma 3.5 GPA]
*Accounting *Algebra *Art *Geometry *English *Drafting *Physics
SPECIAL QUALIFICATIONS
*Own and operate Acer 7100 personal computer with Microsoft Windows/Works
& MS DOS. Also Installed Drivers for a Canon BJC 4000 Ink Jet
Printer that is used with this computer. *Clean driving record with a
commercial Class B endorsement. *Own & operate various Multi-Track
sound recorders and mixers. *Perform extensive automobile repair &
Car Stereo installations.
OUTSIDE INTERESTS
*Playing Guitar *Sound Recording *Operating my personal computer
*Electronics *Automobiles *Home remodeling
REFERENCES AVAILABLE UPON REQUEST
Summary of Predictive Index Results
Name: Peter
James Survey Date: September 11, 1996
Report Date: September 11, 1996
Peter is an intense, results-oriented, self-starter, whose drive and sense
of urgency are tempered and disciplined by his concern for the accuracy
and quality of his work. His approach to anything he does, or is
responsible for, will be carefully thought-out, based on thorough analysis
and detailed knowledge of all pertinent facts.
Strongly technically oriented, he has confidence in his professional
knowledge and ability to get things done quickly and correctly. With
experience, he will develop a high level of expertise in his work and will
be very aware of mistakes made either by himself or anybody doing work
under his supervision. Peter takes his work and responsibilities very
seriously and expects others to do the same.
In social matters, Peter is reserved and private, with little interest in
small talk. His interest and his energy will be focused primarily on his
work and, in general, he is more comfortable and open in the work
environment than he is in purely social situations. In expressing himself
in his work environment he is factual, direct, and authoritative.
Imaginative and venturesome, Peter is a creative person, capable of
developing new ideas, systems, plans, or technology, or of analyzing and
improving old ones. He relies primarily on his own knowledge and thinking,
with little reference to others, relying as much as possible
on himself alone to get things done. He will find it difficult to
delegate, feeling strongly that if he is to be sure that something is done
right, he must do it himself.
When, as a supervisor, it may be necessary for Peter to delegate details,
he will follow up very closely and will be quick to spot and correct
mistakes. His primary concern is to get things done right and quickly, and
in accomplishing that goal he will be demanding of himself and others.
While he may be perceived by other people as a rather aloof person, he
will earn their respect for his knowledge of his work and the soundness of
his decisions.
MANAGEMENT STRATEGIES
To maximize his effectiveness, productivity, and job satisfaction,
consider providing Peter with the following:
-
Opportunities to broaden the technical knowledge of his work with
learning experience in increasingly responsible positions
-
As much autonomy as possible in expressing his ideas and putting them
into action
-
Recognition for tangible results obtained, rather than for political or
selling skills
Prepared by: John Harper
Copyright
©
1994 by Profiles, Inc. All rights reserved.
MARGERIE HEATH
CAREER GOAL
To contribute the skills and abilities needed in the successful formation
and continued operation of a profitable business.
WORK EXPERIENCE
Henderson Real Estate, June 1996-Present - Smith Realty, May 1987-June
1989 [Receptionist/Sales Agent]
*Receive and route phone calls *Arrange and store of documents *Prepare
legal documents and business forms with word processor *Greet customers
*Build and maintain a customer base *Identify the needs of customer
requests *Present a list of available options *Conduct tours of properties
of their interests *Acting as Liaison between Seller and Buyer to reach a
result which is suitable to all parties
Hidden Valley Resort, June 1984-May 1996 - Duchess Inn, July 1987-January
1989 (Waitress/Hostess/Bartender/Supervision)
*Provide people a with warm, friendly atmosphere *Take orders and relay
them to the kitchen staff utilizing a data processor *Fulfill orders and
beverage requests in a quick and orderly manner *Monitor dining area and
recognizing patrons' needs *Prepare guest check on computer
*Process payment and provide correct change to guest *Recognize personnel
shortages and take necessary action *Delegate responsibilities to
co-workers *Train new personnel *Credit card collection *Prepare bank
deposits
EDUCATIONAL BACKGROUND
Michigan State University, September 1984-February 1987 *Business
Administration/Psychology
Northern High School, September 1980-June 1984 *Business *Accounting
*Algebra *Geometry *Pre-Calculus *English *Typing
SPECIAL QUALIFICATIONS
*Maintain a valid real estate license *Teach Sunday School Courses
*Full-time parent *Outgoing *6 year Cheerleader *Awarded for top monthly
sales October 1995 *Caring *Enthusiastic
OUTSIDE INTERESTS
*Camping *Riding bike *Participating in outdoor sports of all kinds
*Cooking *Playing cards *Gardening
REFERENCES AVAILABLE UPON REQUEST
Summary of Predictive Index Results
Name: Margerie Heath
Survey Date: July 10, 1996
Report Date: July 10, 1996
Margerie is a patient, stable, and cooperative person who will do her work
as instructed and will depend on management and professional training to
provide the necessary guidelines. She has the patience and tolerance
required for routine work and can be relied on to do such work
consistently and in a relaxed manner.
She will focus on the details of her work and will handle them with
somewhat better-than-average accuracy. In work involving repeated contact
with people, Margerie will be pleasant and agreeable, helpful and
cooperative. She derives satisfaction from being of service to others,
works comfortably under close supervision, and likes to feel part of a
secure team.
Fairly easygoing, Margerie works at a steady, relatively unhurried pace
and is comfortable doing the same things in the same way repeatedly. In
the event of change in her work and responsibility, she needs to be given
time to learn the new work thoroughly, which is best done with some
opportunity for practice. Once having learned, she retains well.
In social terms, Margerie is unassuming, friendly and pleasant in general
contact. She is a patient and willing listener, particularly with people
she knows well and with whom she feels at ease.
Dependably consistent and steady in her work habits, Margerie will need
close support and encouragement from supervision when she is required to
work under pressure or in changing conditions.
MANAGEMENT STRATEGIES
To maximize her effectiveness, productivity, and job satisfaction,
consider providing Margerie with the following:
-
Thorough, careful training in all detailed aspects and routines of her
job
-
Opportunity for repetitive practice doing what she has been trained to
do
-
A stable, familiar work environment and organization, with assurance of
security provided by helpful, supportive management
-
Expressions of recognition for long service, cooperation and work well
done
-
Assurances of stability, security, and continuity of relations with
familiar coworkers
Prepared by: John Harper
Copyright
©
1994 by Profiles, Inc. All rights reserved.
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