|Current Status||Revenue Generating, Pre-Profit|
|Amount Invested||1.3 million USD|
|Funding Required||1,000,000 usd|
|Description||Established 1982 (Greencare)|
CoreMaster 12 released 1984 to many accolades
Several machines developed through to 1990
Sold into many famous sites including:
Pebble Beach Golf Club
The White House
St Andrews Golf Club
Wimbledon Lawn Tennis Club
Royal Sydney Golf Club
10,000 models sold from 1984 to 2011
|Business Opportunity||Of 32,000 golf courses globally;|
Core target market
9,000 A & B (comp level) US Golf and country clubs
Compete for members on the basis of:
Facilities & especially golf turf quality
Turf solutions ubiquitous & undifferentiated – lack of innovation
CoremasterTM delivers Innovation
3 in one functionality = Avg: 38% lower capital cost, clear and roll (see App 2)
Acclaimed & proven superior turf surface (see App 1)
Solves the lack of competitive advantage on Turf
Sets a new standard in turf excellence and cost
$1.4 million dollars already invested by current management
|Revenue / Business Model||Life Cycle = big & mature but growing|
Golf globally is a $70Bil a year industry (Forbes)
Golf Equipment sales rise after GFC 2008 to 14 – 0.3%; 2014 +1.8% (Cision Research)
Little innovation R&D; approx: 5% of rev; slow threat emergence if any
Coremaster applying some of capital raised to ‘new’ walk behind model = >5%
Very targeted advertising, low intensity; < 10% of sales rev
Coremaster budget Yr 1 -12.5% reducing to 3.4% in Yr 5
Very high – 4 firms own 100% of the turf grooming industry
Patents and targeted marketing very important
Average firm size
Very large – Toro $2.6Bil total rev; Jacobson $2.8 Bil all turf care
Will compete on strong Brand, history and innovation
|Management Team||Key personnel|
Andrew Moss – CEO/COO
Andrew has been with the business in all of its various forms for over four years, he lead the establishing of the Thai plant and has been a driving force in the business establishing relationships with global trading partners.
Ake Sampong – Production Director ( Thailand )
Ake comes to CoreMaster Thailand with over thirty years engineering experience, he has been responsible for the development of the relationships with many of the part manufactures in Thailand and is in charge of the parts engineering team.
Steven Johnson – Manufacturing USA
Steven has been involved with the golf industry for over twenty years and has worked for Smithco Humboldt industries for all of this time. Steven has worked in R&D, manufacturing, sales and management.
Paul Viviers –Accounting & Administration
Paul is an accountant with over thirty five years experience. He has run and managed several businesses and has a very practical and open work ethos. Paul comes to CoreMaster not only as an accountant but as a shareholder
Doug Haselwood –Technical Director (Australia)
Doug is one of the few people that can make a CoreMaster by hand, having an intimate knowledge of all processes and procedures involved in the development of the Xtreme range and is excited to be involved with the walk behind model.
|Company Background||CoreMaster Pty Ltd is the owner of the assets and intellectual property developed by Greencare Industries and CoreMaster International.|
Greencare Industries was a global leader in turf aeration with over 10,000 units (CoreMaster 12) sold worldwide, 80% being into the US market.
CoreMaster Pty Ltd has invested in the development of the next generation of turf aeration machines which has resulted in quantum improvements in now market ready machines.Ownership & Corporate Structure
CoreMaster Pty Ltd
CoreMaster is an Australian registered company
|Funding Milestone||Since acquisition of the intellectual property, significant steps have been taken in development of the product, manufacturing capability and distribution, including:|
• 2013 established relationship with Positron Engineering, Thailand
• 2013 sold machines to Ridgewood Golf Club in Texas and Broadmoor Golf Club in Seattle
• 2014 production of the first CoreMaster Xtreme in Thailand
• 2014 CoreMaster starts internal manufacture of own parts
• 2014 established CoreMaster Thailand LTD
• 2014 sold five CoreMaster 12 models to Toyo green in Japan
• 2014 sold first Thai manufactured CoreMaster Xtreme to Malaysia
• 2014 moved into purpose built factory in Thailand
• 2015 entered into a distribution agreement with Luber Brothers Texas Care to supply the CoreMaster Xtreme for 2016
• 2016 entered into a manufacturing agreement with Smithco Humboldt industries to manufacture in the USA
|% Equity Allocation||40 %|
|Expected ROI||EXPEXTED RATE OF RETURN IS 150% OVER 5 YEARS|
|Risks and Mitigation||John Deere|
Are three of CoreMasters major competitors
John Deere is a manufacturer based in the USA. They produce a range of globally recognised equipment for agriculture and turf grass industries. They also have a large marketing and R&D budget however John Deere turf aeration products have not changed in twenty years and don’t seem to be committed to turf aeration products as they focus more on the heavy agricultural machinery business.
Toro are similar to John Deere but only specialise in the sports turf industry and do not manufacture large machinery as John Deere do. Their weaknesses can be seen as they do not innovate, and seemingly rest on their reputation as a market leader of their turf aeration products such as the Toro 648. Additionally, the cost of the spare parts for their products is uncharacteristically high potentially due to their dominance in the market.
Redexim have very strong brand recognition of Vertidrain, which is iconic in the industry. They too are based in the USA. The general market consensus is that their machines are heavy, unwealdy and more time consuming on maintenance which also cause damage to turf surfaces due to the old technology utilised in their aerators.
CoreMaster believe that people will move from the above competitors to our machines because of the quality and depth of aeration that our machines produce which is the best in the market place. It is the quietest and most stable machine on the market as well as extremely user and mechanic friendly. Our maintence cycles are now, with the new CoreMaster Xtreme, spaced at six month intervals.
Once the CoreMaster Xtreme enters full production and starts to be sold to golf courses, the company does not expect our competitors to react in a negative manner as the CoreMaster Xtreme is quite revolutionary. Our competitors will at first adapt the ‘wait and see’ approach to see how the industry reacts to this technology.
As the machine gathers momentum, people will start to take notice and will have an adverse effect on the current competitors. If competitors start to lose sales they will have to either compete on price i.e. lower their prices or try to develop a similar machine
Our competitive advantages are:
• This is the first new aerator design in 30 years with new patented coring technology
• Utilising aircraft grade aluminium and carbon fibre transmission systems to reduce flying mass and vibration resulting in a stable and quiet machine.
• The CoreMaster Xtreme range cores twice as deep as any other coring machine on the market achieving a perfectly vertical hole up to 9” (210mm) deep.
• Our new design is 70% faster than the original CoreMaster 12 and a person can complete a tine changeover in 2 minutes.
|Exit Strategies||we are looking at a five year time frame to excit|
|Company Name||Coremaster pty ltd|
|Business Address||6 Irrubelle rd Newport NSW Australia|
|Contact Person||Andrew Moss|