NAPA Auto Spares Franchise Business Plan

Executive Summary

NAPA Franchise is a business store that supplies automobile spare parts and auto lubricants in Saint Augustine, Florida. It covers close to 91% of the auto spare parts in the continent. The company shipments combine incorporate Florida made auto parts and lubricants with foreign parts conducting re-packaging and product labeling. The auto parts and auto lubricants sales an overall of $ 600,000 million in Saint Augustine, Florida and the entire North America. In these marketplaces, most of the automobile spare part stores were started in 1970s. Coming up with auto spare part stores that focus on current cars and machinery produced for the last 10 years has challenged many industries.

The company has established a widespread linkage of with their customers in the entire region. Thomas Gallagher, the manager of NAPA stores has an extended work experience of Vehicle Maintenance having served in the military for over 34 years under the vehicle maintenance unit inSaint Augustine, Florida. During his tenureThomas Gallagher, was involved in thorough vehicle maintenance in the military. It is within this duration that he realized the increasing demand of auto spare parts and auto lubricants.


NAPA Franchise has the following objectives:

  • To achieve satisfying revenue returns within the first year of operation.
  • To rise to an advanced customer base of around 100 taxi companies in the operation region.
  • To steadily increase sales in the second year of operation.


NAPA auto spares are dedicated to providing of the auto spares products and lubricants that integrate the quality of the products with the pricing value. The company wishes to develop a fruitful partnership with our clients, suppliers, employees and respect the objectives and interests of each stakeholder. We look forward to constantly supply what the customers are shopping for and constantly review the demands of the marketplace. Improving on the product availability to the market will guarantee our success in the market that is steered by customer demands. Furthermore, the company intends to be the top auto parts and lubricants provider of choice within the operation region.

Keys to success

  • Be an active member of the auto spares and auto lubricants industry.
  • Promptly deliver our products to the customers.
  • Working with the customers on basis of interactions on personal level.
  • Attractive store design to the customers, and has efficient and fast operations.
  • Employee training for the best auto spare parts store services in the region.

Company Ownership

NAPA Franchise is a limited liability company owned by Thomas Gallagher and a silent partner whose name has been withheld.The start-up expenses for N.A.PA franchise are primarily focused on repackaging equipment and inventory analysis. Thomas Gallagher intentionally invested in the company while the additional silent partner invested the additional funds. 

Company/ Organization Start- up Summary

NAPA automobiles are a business that stores automobile parts, auto lubricants, and heavy duty truck services. NAPA operates in 62 different distribution centers with 6,000 stores with approximately 14, 000 auto repair facilities and more than 400, 000 inventory parts daily. The company serves automotive companies in Saint Augustine, Florida, Canada, Mexico and other parts of North America.

The company is organized into a limited liability partnership company. NAPA Franchise operates under an estimate of 9,000 square foot facility in Saint Augustine, Florida. It is strategically located near Florida transportation hub that s crucial for the company’s markets. NAPA intends to control costs and facilitate rapid economic access to the potential markets for the company.

Company Locations and Facilities

NAPA Franchise will be located at Main Street of Saint Augustine, Florida. The location will enable us good access for the customers willing to seek our products and services. This location is advantageous due to the existence of the taxi firms in the region. We target the taxi firms to be out potential customers to our immediate vicinity. By locating within the proximity of Saint Augustine, Florida, we intend to enjoy a wide customer base. The popularity of the business owner in the military workshops will also strengthen our role in the hub for most potential customers.

The Facility

The company intends to lease a 3, 000 of new square feet of the newly constructed 9, 000 square feet building. With time, as needs may dictate, our facility may be expanded to further 2,500 square feet. NAPA Franchise will also be sharing the facility with another company involved in taxi operations in the region. The business of the taxi firms has in the recent past attracted many other local automobile firms. In the light of this, NAPA intends to meet more customers because of our strategic association with them.

The location will contain the auto spares and lubricants warehouse, office space and a garage for all kinds of automobiles. The location also has an ample parking for the customers who intends to favor our products and services.

Company Products

NAPA Franchise will sell the auto spares and auto lubricants to the potential customers in the region. Our services will also include automobile maintenance and offering advice to our customers on the issues of mechanical automobile problems or concerns. Additionally, we intend to offer educational services to the interested parties in focus of assisting the government reduce unemployment rates in the countryNAPA. Franchise’ products include the following: Transmission parts, engine spare parts, electrical spares and other automobile services.

Product Description

NAPA Franchise will assist the customers in auto spares and auto lubricants selection best for their automobiles. The quality of the selected products will not only meet but also exceed our customer expectations without compromising the prices. NAPA staff will be there to counsel and assist the customers in whatever the problem is, for a speedy solution.

We will ensure a quick access to the major services of the company. Furthermore, we intend to bring on board a private labeling that will be marketed under our performance name only. In most cases, private labeling will allow usincrease our profit margins because the cost of procurement of these items is lower. Even though NAPA targets an entry level market, the mix of our products will be efficient in meeting the demands of the customers. Our aim for stocking the products demands of the customers will superbly save our clients’ money and time. We also intend to open from 8:00 AM to 6:00 PM from Monday all through to Saturday.

The company’s management team experienced that most of the customers’ preference is low. Therefore, our belief is to offer products that meet the demands of the customers with fair and affordable prices. The products are estimated to enable safety and performance of the customers. The products will be of high quality that is precise to today’s level of automobile requirements.

Market Analysis Summary

The industry auto part sales are $ 600,000 in the industry in Saint Augustine, Florida. In these marketplaces, most of the automobiles were developed in 1970s. Keeping inventory of these autos has been a problematic process as most stores focus on the cars manufactured in the previous 15 years.

Traditionally, the old cars are the major source of spare parts once they develop problems beyond repair.According to (Taylor, et al 2100), the major impediment that prevents the company from accessing the entire market is due to scares number of auto parts manufacturing industries in Saint Augustine, Florida. The manufacturing costs are high in the region and this has also elevated the prices of the auto spares. A majority of the autos aim at high class customers. However, the customers of the older auto models are struggling to access the spare parts since the manufacturing companies has reduced the production of the old auto spares.

NAPA franchise sells the products to the customers who are retailer auto stores in the region and abroad. The company, however, intends to per suing a bigger market network in the near future. The potential customers in the region are the mini auto companies who then sell the products to the final consumers (Taylor, et al 2100). NAPA franchise established an all-encompassing network of different business entities and sells directly to them without a long channel of distribution.

Market Segmentation

NAPA exports intend to focus on different classes of customers. Among them include the following;

  • Auto spare retailer in the region
  • The taxi companies
  • Mini auto spare part store.

Additionally, the company allows and expects individual customers to buy directly from the company. This may adversely impact the company because it might lower the price sensitivity and the larger volume of order mean. Therefore, the retailers, mini auto stores and the taxi companies are the most attractive and preferred customers for NAPA.

Industry Analysis

Currently, the competitors are not much attracted into the market due to the nature of the business environment. Most of the auto spare parts franchises in the region are not putting much effort to satisfy the demands of their potential customers with the old model cars that require special auto spares. Instead, they are focused on supplying the customers with the new cars that are owned by wealthy people in the region.

NAPA, therefore, will utilize the mini auto store and the taxi shops as a distributing network for the products. This will be an excellent strategy to share the market with the potential competitors in the industry. This is because, the big buyers in the market has of late ignored such considerations in the market segmentation.

Targeted Market Segmentation Strategy

The company statistical research estimated that there are over 30, 000 autos in the region used by the taxi services alone. The number is, however, expected to grow in the next few years. Therefore, the firms that operate the taxi services are the major customers targeted by NAPA products. To begin with, the taxi firms represent the highest buying blocks in the company in the targeted potential countries. Furthermore, they have not established a complete channel for purchasing their taxi auto spares at the moment. NAPA, therefore, intends to become their potential supplier of the auto spares.

The taxi firms will reduce the cost of buying their auto spares if they buy from NAPA. Moreover, the company purchases high quality products and has outsourced a smooth channel for delivery. This strategy will make them completely satisfied with NAPA services.

NAPA has established that the informal networks created by the taxi firms are extensive, even though, they operate in independence and work in small companies. The taxi drivers usually take time waiting for fares at the bus terminuses, during this time, they chat with their customers, friends and colleagues over their autos spares and how they work. During this time, the company hopes to benefit from the recommendations by the word of mouth.

Competition and Patterns of Buying

The market has got no extreme competition at the moment. NAPA, therefore, intends to remain the favorable auto spares franchise in the market. The company strives to protect the customers’ rights by offering them with products of high quality with reasonable pricing. The channel of delivery has also been smoothened to facilitate quick delivery of the auto spares to the customers.

Strategy and Implementation Summary

NAPA Franchise will offer all the customers a discount of 15% for those who will purchase goods worth $ 1, 000 and above. There will also be three sales persons based in Saint Augustine, Florida and other marketplaces. The company emphasis on the establishment of a strong bond with the area taxi firms in the near future.

Thomas Gallagher has established contacts for export in the other continents and Saint Augustine, Florida. This will develop a horizontal export channel for the auto spares easy for NAPA. In these marketplaces, the company found that much advertisement is done by word of mouth and hand-shakes more than the formal advertisement mechanisms. Thomas’ wide range of contacts and experience in the industry of auto spare stores will be highly invaluable in the business environment.

Competitive Edge

Currently, the products that NAPA is selling target the older car owners while the trend in the whole world is new model autos. Therefore, the demands for the goods are falling in the domestic market. For this reason, Thomas will get an edge to negotiate favorable pricing on the NAPA products that will be sold. NAPA Franchise will also order the goods in bulk which will in turn increase the negotiation leverage.

Moreover, NAPA has a deeper competitive edge since the company is can supply the product packages that completely satisfies the customer. When the taxi firms purchase goods directly from NAPA franchise, they will be issued with high quality products without compromising the prices. In the recent past, the owners of the cars had to spend their valuable time shopping for the auto spares (Blanchard, et al 1992). This was as a result of poorly organized channels of delivery.  For this reason, their autos would be non-functional for a lengthy period of time.  Sadly, this caused them big losses in terms of revenue returns.

Main Competitors

  1. Advanced Auto

The above competitors are targeted towards marketing professionalism. They differently carry product mixtures to the market. Our research shows that they offer high prices with a nonexistent entry level market. We found that the customers suffer problems of substandard automobile spares and lubricants with exploitative prices. Their knowledge and experience in auto spares and auto lubricant products and services are also outweighed by our 34 years of vehicle maintenance experience. In the recent past, the customers only used this company for price because they were inadequate local product suppliers. Furthermore, their auto spares are limited to specific vehicles and because of the name, most clients hardly notice this short come. Also, their location is described as poor and not easily accessible.

  1. Auto Zone

This competitor is a late model auto spares and auto lubricant products sales in the market. Fundamentally, their inventory stock can be used on limited variety of vehicles. They are located in an out of way location that is never strategic and hard to trace. This makes the customer suffer trying to reach their services. They of late use black and white fliers as their marketing tool and we intend to roll out a catalog with four different colors.


The table and chart below shows the important milestones that the company has made. It also indicates the dates and the managers in charge of every department. The millstones section reflects on the implementation emphasis as per the plans.The milestones made include; facility set up, inventory set up and marketing campaign all done at a cost of $135,000.

Marketing Strategy

The company will kick off between the months of May to July, the sales persons in the representing every region will deliver the company presentations to the taxi firms and other customers in the region. NAPA franchise will offer 15% discount on all purchases above $ 1,000.

Management Summary

  1. Thomas Gallagher-President

Thomas Gallagher, the owner of NAPA franchise will manage the business. He has 34 years of experience in vehicle maintenance in the military in Florida, so has a vast experience in its regional culture. Furthermore, he possesses contacts of auto businesses and individuals that one can only be achieved with many years of work experience. Thomas has exceptional skills of management. Previously, he managed ten people and there was a positive deviation in sale every year by at least 10%.

  1. Molly Edwards- Corporate Secretary

            Molly will be responsible for maintaining of NAPA records and communicate directly with the accountants and the business auditors. Furthermore, she will be in-charge of the Information System alongside performing all the publishing for the company. Molly will also double up and assist in sale, customer service, shipping and receiving of goods. Apart from her regular duties, she will also conduct marketing of the products in the internet from her office. She is anticipated to work for a minimum of 20 hours in a week.

Management Team

Thomas and molly not only possess the success desires, but will also shop for professionals with wealth of knowledge and wide experience in auto spares and auto lubricants products and services. They both have 34 years of experience and 28 years of experience respectively in automobile maintenance industry.

Management Team Gaps

Our company depends on professionals from other fields of professions for some important management assistance. We are also short on human resource department , however, we plan to use our extensive network with associates in business for advice where possible.

Personnel Plan

The cornerstone of bringing qualified and competent personnel on board is to maximize our productivity and reduce the cost of labour. As the company grows, we intend to bring more personnel to meet the business expansion.

                                        Year 1                  Year 2                           Year 3

Thomas Gallagher


$16,800 $20,160 $24,192



Molly Jones
Salesperson (PT)
$8,000 $8,000
Salesperson (FT)
Total People 2 3 4
Total Payroll $26,400


Financial Plan

NAPA Franchise will capitalize on the high demand of auto spares in the locality.The main expenses are salaries and expenses. Depreciation of the assets will also increase as the company grows.The growth will be majorly financed by Department of Veterans Affairs, and outside sources, however, this will make us grow slowly.The owner of the business has no plans to use any profit outside the business affairs until the long term debts are met. The remains of the profits will be used to develop the financial base through additional inventory and acquisition.


Important Assumptions

  • We will not sell our products on credit
  • Our popularity will continue in Saint Augustine, Florida.
  • Monthly sales will be the general business indicators.

The following are the financial plans for NAPA Franchise.

Break-even Analysis

Break-even point is estimated from monthly costs of running the entity.The company will capitalize on the high demand of auto spares in the locality. The owners of the company provided sufficient capital for stat up when a loan is added. (Pal, et al 2010), asserts that, with professional management aimed at creating and growing a large base of customers, the company anticipates to doubling its net profit in a couple of years. The company intends to maintain a 60% of the gross margin, which when combined with operating expenses will give enough return to finance the company’s growth.

NAPA Franchise Break-even Analysis graph

1.      Projected Profit and Loss

The table below and charts shows the projected profit and loss for the subsequent three years.

Pro Forma Profit and Loss

Year 1

Year 2

Year 3



$ 710,000

$ 824,000

Direct Cost of Sales



$ 412,000

Total Costs of Sales

$293, 000

$ 355, 000

$ 412, 000

Gross Margin


$ 412, 000





Sales and Marketing and other Expenses



Net Profit



$ 61, 040

2.      Projected Cash Flow

The table and graph below shows the company’s projected cash flow for the three years.

Pro Forma Cash Flow

Year 1
Year 2
Year 3
Cash Sales
Cash from Receivables
Subtotal Cash Received


Expenditures Year 1
Year 2
Year 3
Cash Spending
$213,000 $232,000
Bill Payments
    Cash Balance


Projected Balance Sheet

Year 1
Year 2
Year 3
Total Assets
Liabilities and Capital
Year 1
Year 2 Year 3
Accounts Payable
Subtotal Current Liabilities
Long-term Liabilities
Total Liabilities
Retained Earnings
Total Capital

Work Cited

“Business Plan: 1998-2001.” (1998). Print.

Blanchard, Gerry. “A Business Approach to Emu.”European Trends. (1992): 53-60. Print.

Business Plan. Toronto: Queen’s Printer for Ontario, 2001. Print.

Forsyth, Patrick. Business Planning. Oxford: Capstone Pub, 2002. Internet resource.

Kimmel, Paul D, Jerry J. Weygandt, and Donald E. Kieso.Accounting: Tools for Business Decision Making. Hoboken, N.J: Wiley, 2011. Print.

Pal, Sujoy, and RajanishDass.”Pervasive Business Intelligence.” (2010). Print.

Taylor, Suzi, Carly Schrever, Peter Dolan, NedaRahmani, and Nicole Donegan.The Business Plan. Hamilton, NJ: Films for the Humanities and Sciences, 2010.

Walsh, Daniel M, Groningen C. Van, and Brian Craig. “Logistics Modelling: Improving Resource Management and Public Information Strategies in Florida.” Journal of Business Continuity & Emergency Planning. (2011). Print.

Young, Paul. Business Plan.ChandniChowk, Delhi: Global Media, 2007. Internet resource.

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