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Channel K – Solution for Future Karaoke Media Consumption

Objective

To provide karaoke entertainment to home users and karaoke operators at a lower maintenance cost and increases customer satisfaction.
To support country’s anti-piracy measures and combat karaoke piracy market.
To catapult Malaysian music industry into an advanced and safe technology era.
To increase revenue collection for PPM (Public Performance Malaysia) and RECORD LABELS.
The project is called Channel K. We are looking at RM5mil investment to cover the development, advances, operation, sales and marketing for 4 Years with an achievable RM145mil returns in revenue in the 4 Year.

Today’s music market is reign by syndicates and piracy. We believe with an introduction of our product in the market, we will able to reduce piracy and increase collection for the music industry, at least not the music business overall but the karaoke format.

Channel K is definitely a winning project because its concept for being the 1st in the world. The will be no more physical product ie CD, VCD & DVD in the next few years to come. It is the new era of digital music world. On the up side, we are the market leader because we will have the exclusivity for 4 years (1 year development & 3 years commercial exploitation) from PPM and record labels.

Malaysian consumption for karaoke content is rather high. There are more than 1 million households in Malaysia have karaoke set at home. Once the system is ready, we could even introduce and bring it to other countries like Singapore, Indonesia, Thailand, Philippines, Taiwan, Hong Kong, China etc.

I am the founder of the product. All this while, I have been dealing with PPM, service provider, developer etc via xxx Sdn Bhd which is my company. xxx Group are established to market the products I created. I am willing to allocate 30% ordinary share to the investor into the subsidiary, xxx Sdn Bhd but first, investor will get to recoup the full RM5mil investment from our profit before the split.

Currently, we are developing the hardware and finalizing our agreement with PPM and all the record labels. On schedule, the system will be ready for UAT by March 2012 and ready to market by June 2012.

The project risk is minimal because of exclusivity and the good system. The only risk is execution risk to get this project launch on time. For this, we will work hard and smart to make sure we go to market on time with great product.

World Peace Rally

The World Peace Rally is the biggest traveling Trade, Industry, Tourism and Commerce exhibition in history. The word “Peace” is an acronym for “Promoting Europe Asia Commercial Enterprise” and Malaysia is the host and organiser for 34 other participating countries.

1. Objectives
1.1. To produce the biggest traveling exhibition in history, promoting Malaysian companies and government services throughout Asia and Europe;
1.2. To administer and oversee the most number of peace and community welfare projects ever conducted by a single event in history;
1.3. To create peripheral activities of maximum interest to international mass media, including sporting events, live entertainment, travel documentaries and demonstrations of ethnic cuisine, arts, crafts and culture;
1.4. To obtain the widest possible international audience following the entire journey, so as to offer participating advertisers, exhibitors and sponsors, the best value for money international marketing opportunities in history;
1.5. To create a world record for the biggest fund raising by a single event in history and to disburse those funds, without deduction, for the benefit of disadvantaged women and children throughout all countries en route;
1.6. To create a franchise system representative of every country en route, requiring each Franchisee to coordinate pre-designed activities within their national borders.

2. The Traveling Exhibitions.
2.1. The company has designed totally unique mobile exhibitions capable of catering for up to 500 exhibitors per vehicle, utilizing the most modern multi-media technology available;
2.2. The company has relations with commercial interests in most countries en route who will be invited to join the convoy with similarly designed vehicles from their country, following the Malaysian convoy to our final destination;
2.3. From these mobile exhibition vehicles supported by a number of static exhibitions in each city, the company expects incalculable multi-lateral trade to occur between all countries and their exhibitors. For Malaysia alone, we have estimated over US$10 billion in additional Government and corporate revenue resulting from the event;
2.4. The company will register world-wide intellectual property over the entire concept and all other aspects of the event so as to provide a 20 year protection over the concept and its mechanical implementation;
2.5. In consideration of our “PEACE” theme franchisees will be instructed to co-host and share their exhibition facilities with neighbouring countries, so as to provide greater diversity of national companies and all other aspects of the event including cuisine and travel documentaries;
2.6. This strategy is recommended primarily for improving political relations with neighbouring countries in the name of Peace, international co-operation and the development of multi-lateral trade;
2.7. Via our unique designs and marketing strategies, approximately 1,000 Malaysian companies and Government Departments representing Malaysian tourism, trade, industry and commerce, will be exhibiting their products and services to a conservatively estimated 1.4 million live visitors and a world-wide television audience exceeding 3 billion people;
2.8. Never in history has such a massive multi-national, multi-lateral trade exhibition ever been held with such a wide international audience.

3. Peace Initiatives
3.1. We will work directly with the United Nations and all major NGOs involved in promoting world peace via world-wide connections already in place and waiting;
3.2. Franchisees in each country will be invited to nominate specific peace initiatives of their choice subject to our endorsement and later, in conjunction with those NGOs;
3.3. The history of organizations involved in peace initiatives indicates a distinct preference for tangible structural monuments of various types. The company however, has the view that welfare projects and multi-lateral trade provide longer lasting and more effective benefits to peace in a region. The company is of the strong view that poverty and lack of education causes conflict and a peace monument costing as much as US$25,000 is of no benefit to the population;

4. Community Welfare
4.1. Preliminary discussions have occurred with similar and different NGOs regarding community welfare activities in over 300 cities and communities en route;
4.2. In order to obtain company endorsement and funding of a project, the franchisee and NGOs involved must demonstrate the ability of the project to provide long term sustainable improvements in living standards, education and health for the community involved;
4.3. Each franchisee will be responsible for nominating locations and the types of activities most beneficial to each community, in conjunction with their preferred NGO, and subject to the company’s approval;
4.4. In many cases, these activities cannot be funded and concluded during our journey. They may either be pre-arranged or conducted after our departure.
4.5. In any case, documentaries will be produced of the initiatives for future world-wide distribution.
4.6. Payment for the costs of community welfare and charity work will generally not be possible until after our event. However, details of all planned projects will be available for world-wide screening before and at the time of each national concert and telethon;
4.7. From funds raised during the telethons and concerts, allocations to selected NGOs will be made on the basis of previously recommended projects and is expected to average more than US$100,000 per project or US$10 million per country.
4.8. Projects which benefit the most number of people and disadvantaged women and children will be given priority.

5. Mass Media
5.1. The Company is guaranteed the largest television, radio and press coverage in Malaysia’s history.
5.2. Via its network with the world’s largest and most respected sports and adventure television production house, and with two of the world’s biggest networks of government and private media groups, the Company can guarantee potential audiences exceeding 3.5 billion people in over 60 countries around the world.
5.3. With its intention to produce over 89 documentaries of our journey, the Company offers sponsors and corporate participants, an historically high advertising avenue;
5.4. Taking into account the number of minutes of world-wide broadcasting with the constant exposure of all major participants, the costs of corporate and government participation is less than 1% of the cost incurred in conventional international advertising and marketing and more than 10 times as effective;
5.5. We are advised verbally that each documentary of no less than 24 minutes will be televised world-wide.

6. Fund Raising
6.1. In 1985, before the advent of modern internet and telecommunications, “Live Aid” raised US$284 million from telethons and concerts in four (4) locations. Our target is far in excess of that figure;
6.2. During our journey and concentrating on our final destination, we will be operating concerts and telethons in every country en route. These telethons have been meticulously planned to maximize audience participation and resulting fund raising;
6.3. Our connections have also indicated that these telethons will be broadcast world-wide although because of the number of countries involved and the time differences, they may be edited into one or two days of broadcasting;
6.4. Preliminary discussions and negotiations have already begun to obtain guidance from some of the world’s most successful fund raising organizations and individuals. Names cannot at this stage, be made public;
6.5. Concerts will involve a selection of contemporary and cultural performances, designed to maximize television ratings and audience participation. Mostly, entrance fees will be minimal with an expectation of minimal fees paid to performing artists where necessary;

7. The Future
7.1. The first event traverses 34 countries in a westerly direction from Malaysia to England;
7.2. Future journeys will occur every 2 or 3 years taking different routes covering most countries on the planet and taking to the sea and air;
7.3. The World Expos began in 1851 and continue triennially to this day. The World Peace Rally will supplement or replace those events;
7.4. World-wide intellectual property registrations will prevent similar competitive events for up to 20 years.

8. The Founders
8.1. A small group of people have invested over 4 years in developing the concept to this point –
Mr. xxx – an Australian citizen, retired chartered accountant, international marketing consultant, living in Malaysia since 1995, world travel, full time;
Mdm xxx – restaurateur, world travel, part time;
Mr. xxx – businessman, business development consultant; world travel, casual;
Mr xxx – businessman, import export operator, world travel, casual;
Pn. xxx – retired professional architect, casual.
Mr xxx – IT specialist, businessman, CAD consultant and trainer, world travel, casual.

9. Financials
9.1. Exhaustive research has been conducted on revenue and expenditure and budgets and cash flow projections up to the completion of the first event scheduled for September 2013, indicate the following –
9.2. Total budgeted capital expenditure – RM5 million;
Total budgeted operating expenditure – RM35 million
Total budgeted recoverable expenditure – RM30 million
Total budgeted revenues – RM500 million
9.3. A 4 month and a 2 year Action Plan indicate revenues to exceed costs within 4 to 12 months of commencement.
9.4. For an investor with access to specific government authorities, an equity up to 51% is available.
9.5. Funding required from the investor may vary between RM500,000 and RM5 million as supported by Cash Flow Forecasts, with equity adjusted by negotiation.
9.6. With a 5+ times annual RoI, we expect the investor to remain for the long term, but buy-outs can be negotiated.
9.7. Once intellectual properties are registered, we foresee no risks. No competition exists. Costs of advertising and exhibiting are less than 1% of alternate advertising costs and incapable of being duplicated without breaching intellectual rights.
9.8. Incalculable returns exist from a future world-wide public float.

Liquid Detergent Vending Machine

Introduction

This proposal entails in the Design & Development, Testing & Commissioning, Manufacture & Fabrication of The Liquid Detergent Vending Machine for its subsequent commercialisation with the concept for the consumer, entrepreneur, commercial & industrial as well as for social and environmental benefits.

The Marketing & Promotional Pitch

What problems can we solve and what solutions can we provide? We can provide solutions for problem faced by the:-

1. General Customers & Consumers,
2. Aspiring Entrepreneurs,
3. Manufacturing & Industrialist Sector,
4. Environment & Society….., ALL in one GO….!

The Value Proposition of the LDVM concept

1. Our Unique Selling Proposition,
2. True Value-for-Money to consumer,
3. Customer Option to blend products at no further cost to them,
4. The ‘Wow-Factor’.

EXECUTIVE SUMMARY

1. Project Title: The Liquid Detergent Vending Machine (LDVM) –

2. Project Objective: To design, fabricate & test the prototype model of the Liquid Detergent Vending Machine. The ultimate objective is to introduce this technologically innovative LDVM into the market place for commercialisation purposes.

3. Project Description: The Project entails in the Design & Development of the LDVM for its subsequent Commercialisation for Consumer, Entrepreneur, Commercial & Industrial as well as for Social & Environmental benefits.

4. Methodology: The design, fabrication & testing of the Detergent Blending Vessel System that is to be fully incorporated with other working components of the LDVM, all to be housed into a design exterior form.

5. Project Milestone: For the design & development stage of the Liquid Detergent Vending Machine, it is envisage that a period of not exceeding six (6) months is required to realise the final prototype model of the LDVM.

6. Technical Risk: Hardly any technical risk is envisage considering the simplicity or the LDVM concept with regard to its specifications, the design criteria & innovative technology involved, particularly involving the key component of the machine – i.e. The Blending Vessel System.

7. Technology Benchmarking: It can be considered that the LDVM conc pt have somewhat set a benchmark in terms of technological innovation to dispense ‘unfinished’ liquid detergent via the vending machine format, that is unprecedented.

8. Market Size & Demand: Everyone are potential customers for the end-products to be dispensed via the LDVM business model format. The market size locally & globally is humungous. There is a great need for this business concept considering the multiple benefits the LDVM technology have to offer to all, including for benefits to the environment pollution control.

9. Market & Financial Risks: A minimal commercialisation risk is expected to occur considering the absence of any competitor in this business concept. The financial returns even during the commercialisation stage can be self-funding thereby eliminating any financial risk to further proceed onto the progress stages.

10. Product Competitiveness: Having the potential to set a precedent in the technologically innovative LDVM business concept, thus competition (other than the current conventional retail outlets) is apparently absent, with the market left totally for the taking.

11. Potential Revenue Generated: As far-fetched as it may appear, a conservative financial projection to the tune of exceeding RM 200,000,000/= as potential revenue can be generated within less five (5) years after the initial commercialisation stage, and with only a fraction of the said potential revenue is required to finance at the commercialisation stage.

12. Commercial Strategy: The initial target market shall be the segmentation of consumers dwelling in high-rise buildings cum high-density areas A considerable promotional budget shall be set aside to invoke awareness and response of consumers as to the benefits to be enjoyed, as well as to the authorities and general public as to the contribution of this LDVM concept in combating environmental pollution.

Other Notes:

1. We have already registered for Patent & Intellectual Property Rights for this Technology Innovative Invention at the Kuala Lumpur Patent Office or MyIPO. Thus, no Technology Acquisition whatsoever is required to pursue into this business venture.

2. The investment risk is minimal since the goodwill-value of our Intellectual Property Rights is priceless, should any exit strategy is considered.

Vertical Axis Wind Turbine

Amount Invested : RM 230,000

Amount Required : 2-3 Million

Knowledge / Experience Required:

Proposed Investor’s Role: part-time; as mentor; as consultant

Industry: Green

Project Stage: seed, start-up

More Information:

Our inspiration to do Vertical Axis Wind Turbine(VAWT) came from lack of electricity in my village BARIO, Sarawak. It is a good investment as government has been spending loads of money to supply diesel subsidy to rural school generator till now which sometime failed to arrive to desinated location. There is 700 rural school in Sarawak and number will be growing.(not forgetting rural village, army post, clinic, resident office, etc.) Meaning to say consumption of diesel will continue to increase. We wish to reduce government burden by suggesting to them to use our VAWT. In long term, it will not only save their money, but the amount saved could be channel to school infrastructure or books. We have confident in our product as we hand made, researched and surveyed ourselves. We even have potential customer from standalone temple, Sabah\’s island, rural swiftlet and latest, we managed to contact Cambodia and Brunei interested party. We actually complete 5 rnd in 2 month before the final prototype. Currently awaits Ministry of Science Technology Innovation approval of first project grant. However, the grant do not cover transport, salary, rental etc. Only cost of raw material. We hope to have a long term solution for our energy shortage in the future lets say if we install the VAWT on highway(north south), seaside(can buffer strong freak wind), palm plantation, roof top(for singapore HDB). Europe is already having electric car. PROTON is expecting to came out with their first electric car in 2013. Are we(Malaysia) fully prepared yet? We are confident of our product as we studied the efficiency during our trial and error process. Our world is getting sicker every second. We tend to forget that we are at the world mercy. Green Energy is the future.

Contact Information

Crosby Teng Mee Lian ( crosby.teng@yahoo.com)

Postal Address : 25-06, Block A,Sri Akasia Apartment, Taman Tampoi Indah 2,
State : Johor Bahru
Post Code : 81300
Country : Malaysia

Mobile: 016-7758095

New Business Model for Nutraceutical Industry

Executive Summary:

The nutraceutical industry, including herbal products in Malaysia is worth in excess of RM 2 billion. Most of the nutraceutical products are currently being marketed through either retail or network marketing channels. However, the retail model is fraught with intense competition, constant price war and reducing profit margin to both the distributors, wholesalers and retailers themselves.

Network marketing channel, on the other hand, suffers from exorbitant pricing due to multiple level of downline over-riding. Online sales of nutraceutical products in this region, is unfortunately, still immature and slow. A new business model that avert all the problems associated with the current conventional models is seriously needed for long-term success and sustainability. In addition, the new business model will provide 5 key advantages to both the consumers and business owner:

Key Advantage No.1 : Tremendous Savings & Convenience to Customers (products are sold at 40-50% lower than retail price)
Key Advantage No.2 : Greater Profit Margin for Business Owners (at least additional 10-20% more than existing competitors)
Key Advantage No.3 : Low Operational Cost
Key Advantage No.4 : Powerful Marketing Strategies for Massive Consumer Conversion
Key Advantage No.5 : Avert all Problems and Challenges Associated with Current Conventional Models (Competition Becomes Irrelevant)

Pink Taxi – Cab For and By Women

An Business Opportunity for “Pink taxi” is not exactly a taxi but a hybrid between public transport and private car ownership. It is a members-only “private hire” driven by women for women only. Also seniors and handicap passengers. “Pink Taxi” existed in both western places like UK, Russia, Japan, also more conservative places like Iran, Dubai and Turkey. So the need for women to travel safely is universal

Business Opportunity”Pink tax” is not exactly a taxi but a hybrid between public transport and private car ownership. It is a members-only “private hire” driven by women for women only. Also seniors and handicap passengers. This idea is not brand new and various forms of “Pink Taxi” existed in both western places like UK, Russia, Japan, also more conservative places like Iran, Dubai and Turkey. So the need for women to travel safely is universal.

Meanwhile, in the Malaysian contex, there are a few real issues:
1. poor public transport network
2. relatively expensive to own a car with many hidden costs;
3. crime happening to women, whether taking public transport or driving own car (eg. being attacked in car parks)
4. growing congestion, loss of productive hours all add to stress of women’s lives

Benefits of “Pink Taxi”:
1. Enable women to 1. travel safely, 2. conveniently and 3. comfortably.
2. create much needed work opportunities for women;
3. Reduce congestion in city/ greener to environment;
4. Reduce opportunities for crimes against women;
5. Increase the quality of life and productivity of women;

“Taxi” may be a politically sensitive industry, so “Pink” is working around the system. However, I will also be meeting some relevant authorities to seek their blessings.

Why is transport industry a good business despite the general gloom and doom scenario?
Poor management and execution are the main reasons. Otherwise, transport companies can be profitable as the need remains constant – unlike technology which can be made redundant overnight.
Meanwhile, efficiently run companies, from airlines to ships to taxi, can make good profits. A shining example is the Comfort Delgro group in Singapore which manages more than 1,000 taxis in Singapore alone. They are so successful that they had bought taxi companies in UK (listed on stock exchange) and now begins to buy up taxi companies across Chinese cities.

While that is how high a successful taxi company can get, Pink taxi is motivated more by social ROI (safety of women) and seek to be profitable and sustainable, not just “break-even”. The success of “Pink” will depend very much on management and gaining the rapport and support of female population in Klang Valley. Of 8mil residents in Klang Valley, half of them being female and we are only targeting 1% of the females, i.e. 40,000 potential members.

Solution For Everyone

Introduction

Date Founded: 9/2/2011
No. of Employees: 2
Total Funding Required: RM100,000 for 35% of company shares
Investor’s Knowledge & Experience Required: strategy
Proposed Investor’s Involvement: part-time; as consultant; non-executive director
Business Development Stage: early expansion; start-up
Industry: internet; (Business services)

Brief Description:

Solution For Everyone is a management services and membership program company that is registered with the Companies Commission of Malaysia (SSM) under the registration of Solution For Everyone (MA0155697-H).we intend to create a largest business alliances network in Malaysia and other countries in Asia. We will be also introducing our exclusive Solution Card to all local individual consumers and tourists in the market to form a largest membership program in Malaysia and in Asia. We aim to promote our website to be the most popular commercial portal in Malaysia and Asia by offering lucrative compensation plan to all our Solution For Everyone members.

Our Mission:

Provide a platform where people can come to find and discover anything value,discounts and service they might want.A solution for everyone can save money and making money also…

Solution For Everyone is a management services and membership program company that is registered with the Companies Commission of Malaysia (SSM) under the registration of Solution For Everyone (MA0155697-H).

We intend to create a largest business alliances network in Malaysia and other countries in Asia. We will be also introducing our exclusive Solution Card to all local individual consumers and tourists in the market to form a largest membership program in Malaysia and in Asia.

We aim to promote our website to be the most popular e-merchant & membership program in Malaysia and Asia by offering lucrative compensation plan to all our Solution For Everyone members.

Mission

National inflation, soaring prices, the money has been devalued,income are no enough to pay the cost of living, many people in the face of life challenges. As a company, our core mission is to hope that through our products and compensation plan to help and change everyone’s life, so that everyone can live better.

Service Description

Provide a platform where people can come to find and discover anything value,discounts and service they might want.A solution for everyone can save money and making money online & offline.

Status

-Facebook and Twitter marketing – Q1/2011 In progress
-Online advertisement (Google, Yahoo,Facebook etc) – Q1/2011 In progress
-Media advertisement (Business and environment caring magazine) Q2/2011 Funding required
-International venture funding Q2/2011 Connection required

Management Team

The Management team are Hannah Yek,Vincent,and Kenny Yap whose combined experience brings management services, high levels of customer service, and over 5 years in Management services and sales marketing.

At this time we are seeking receivables financing to fund this startup.

We have firm commitments to be the most popular e-merchant & membership program in Malaysia and Asia, and already have 40 local e-merchant join us as our e-merchant. Our plan is to launch our website on 18/4/2011.

The Market

Malaysia’s population is approximately 28,310,000. SolutionForEveryone target to capture 40% of Malaysia market. Target to have 10,000,000 members in 2014. In 2011, 100,000 members are expected, on average Silver member (RM245) to calculate:

-100,000 X RM245 =RM24,500,000
-Comission payout around 60%=RM14,700,000
-Gross profit=RM9,800,000

If less than 100,000 members in 2011 reached only 10% = 10,000 members:

-10,000 X RM245 =RM2,450,000
-Comission payout around 60%=RM1,470,000
-Gross profit=RM980,000

 

The success of this project is now 99% rely on the marketing and promotional execution. So there is need of an investment of RM 100,000 to enhance our website and to promote this opportunity.

Newly established retail fabric store seek RM300K

Executive Summary

Deco RED is a start-up retail store offering home decorator fabrics and complementary home accessories and resources. This destination store offers the advantages of providing fabrics specifically designed for home decorator use in fabric widths of 54 inches and greater. The customers purchase fabrics with the concept of custom “cut” orders. Customers see, touch, feel, and take the fabric to their home as they work through with their purchasing decision.

Deco RED offers quality products for home decorating featuring first quality decorator fabrics, related drapery hardware and pillow forms, as well as home accessories and select antiques to complement the home’s interior. The store is also a resource for the “do-it-yourself” concept through hosting associated classes that focus on the use of fabric such as color matching classes and sewing classes for the purpose to educate the customers to understand more on our products. And for the “make-it-yourself” customer who is able to take advantage of the craftspeople that will use their fabrication and upholstery services based on the fabric purchase of the customer. The intent of the store is to be considered the premier choice for these products and services within our market and beyond.

Deco RED is planning to locate in Tesco Hypermarket area of Penang, Malaysia catering low to middle class consumers who look beyond for the quality home decorator fabrics and Fabric Chain Store for those expressions of individual personality and style. In additional to the offering of unparallel services, quality, value will complement to the customer experience. In Year Two, Deco RED will develop its online presence at www.decoredstore.com. In Year Three, Deco RED will move to e-commerce, shipping directly to its web customers. The Web will be an extension of the store concept.

Growth plans for Deco RED include an expectation of quite comfortable total revenue Year One.
Year Two will develop services and marketing plans, in addition to the web presence, so that a 30% growth rate is realized. Year Three expectations of further growth with development of e-commerce and continued awareness by the consumers are set at approximately 20%. It is feeling that these expectations are realistic and attainable.

Elwin Cheah and Kenny Oon , bring a combined 15 years of experience to this venture with expertise that crosses marketing, purchasing, forecasting, operations and direct import sourcing. Elwin have a 85% share of the business while Kenny owning a 15% share of the business. Funding is needed for asset purchased and start-up costs to make Deco RED a reality.

Company Summary

Privately owned and operated by Elwin Cheah and Kenny Oon. Deco RED is a newly established retail store offering quality products for home decorating featuring first quality decorator fabrics, related drapery hardware and pillow forms to consumers wanting to create a personalized home environment.

Located in Tesco Hypermarket area of Penang, Malaysia. Deco RED will cater to lower- and middle- class consumers who look beyond the fabric retail stores for quality decorator fabrics and home accessories.

After having established a successful and growth-oriented business, we look to expand our business to e-commerce during third year of operation. This additional business channel will allow us to reach a broader customer base as well as expand the level of customer service and personalized services we are able to offer the consumer.

SLIM (Sustainable Living Incorporated Malaysia)

Total Funding Required: RM300,000
Investor’s Knowledge & Experience Required: finance; production
Proposed Investor’s Involvement: as mentor
Business Development Stage: seed, start-up
Industry: energy / natural resources, real estate; manufacturing, others (Environmental)

Brief Description:

The proposal entitled Sustainable Building Solutions through Prefab modular homes. Taking the focus of Government in promoting Green Technology and sustainability, my proposal basically incorporate latest technology to building homes, facilities with very low negative impact to the environment in a life cycle context.

The plan is to build a prototype through a residential home & later replicate the model on modular homes request from Langkawi.

Potential Commercial Market: Government; Land owners; Housing Developers; Second home; Resort Homes ; Social Market; Rural Education Centre

This innovation is to provide solution to a sustainable development with affordable price. The ROI is within 2 to 5 years depending on the risk appetite to plough back in the expansion program

City Journey Planners Web Portals

Easy information for Public Transport Users
Great Advertising Options for Business

Executive Summary

The business (City Journey Planners) will provide public transport managers (Governments / Local Councils / private operators) and public transport users in cities throughout Asia with a fully integrated intra-city journey planning website portal at no or minimal cost to the managers, and also offer travel related businesses with an advertising platform with large numbers of traveler visitors.

Using existing platforms and technologies, but integrating them into a comprehensive public transport on-line journey planner, the City Journey Planner websites will be customised for each city. The public transport managers will be able to promote the City Journey Planner websites to users and potential users for ease of use of their systems to patrons. The opportunity to increase usage of the public transport systems is of great importance to public transport managers world-wide, so the service will be considered of great value to these managers.

The City Journey Planner websites will derive their primary revenues from on-site advertising of travel related and other sector companies, as the Planner websites will enable not only intra-city journey planning, but will also link, through paid advertisements, to other travel related services, such as flight, accommodation and tour bookings.

Each City Journey Planner website will have the capacity to generate a minimum of USD$350,000 in annual revenues and $250,000 in annual earnings. It is planned to have 2 City sites operational by end of year 1.

An initial seed investment of USD$150,000 is sought from investors with an exit strategy that sees buy out at 3 years with significant returns for investors.

Markets for the Product and Advertising

The market for City Journey Planner websites is very large and is comprised of any city with a significant public transport system. While targeted at Asian cities initially, the concept can be extended to any city in the world that does not yet have such a journey planner portal service, or is under-serviced by the portals currently available.

Revenue Streams

Subscription Payment by Operators
Depending on individual cases, there may be a subscription fee charged to operators for the service. This will be negotiated for each city with the relevant operators.

Advertisers

Advertisers to be targeted (which form the bulk of the revenue projections) will initially be businesses providing products and services related to travel, such as tours, accommodation, air flights, retail shopping venues & retailers and travel accessory retailers. These include travel agencies, hotels, tourist destinations and facilities, airlines, shopping malls, retailers.

Locations

Cities Targeted
Research has indicated that the following are just some of the Asian cities do not yet have an online integrated public transport Journey Planner service or have a service that can be improved – (the region had inbound visitor arrivals of some 200 million in 2009, with expected growth of 4% across the region):
. Kuala Lumpur (Malaysia) / Jakarta (Indonesia) / Taiwan (Taiwan) / Ho Chi Minh City (Vietnam) / Manila (Philippines) / Seoul (Korea) / Tokyo (Japan) / Hong Kong, Beijing, Shanghai, Macau (China)

End User Visitor Sectors Targeted

There are 2 sectors to the target market in Asian cities – 1) foreign and domestic visitors to cities and 2) local transport users. Currently, many (if not most) Asian cities have very basic, if any, public transport journey planning information that is useful to foreign or domestic (non-city dweller) visitors.

Foreign and Domestic Visitors

Many Asian cities have large numbers of both foreign travelers and domestic (non-city dwelling) visitors coming to the city every year. As an example in 2009, the Asia Pacific region attracted some 200M foreign visitors; this does not include intra-country domestic visitors to cities.

Many of these travelers would use local public transport systems if there were a convenient method of gaining the travel information they require. The City Journey Planner website portals will provide that ease of use, and thus will be attractive to many visitors who will use the service to plan their intra-city journeys.

This provides an opportunity for travel related companies (hotels, airlines, tour/ travel agencies, vehicle transport companies, travel accessory retailers, shopping centres / malls, etc) to promote their products and services on a portal that will have significant traffic.

Local Dweller Users

In any city, there are always local city dwellers who may have need to use the public transport system, but without accurate information, many choose to not use the system services. This again provides an opportunity for local companies to promote their products and services to their target market.

Projected Visitor Traffic and Revenues

Each city will be studied to determine probable website visitor numbers, and advertisers will be targeted and priced according to projected traffic numbers.

Based on expected minimum annual site visitor numbers of 1M (considered a very conservative figure) for any of the targeted city Journey Planner sites, it is anticipated that there will be sufficient advertising demand from travel related and other companies to generate minimum annual revenues of USD$350,000 from each site from year 2 of operation, with earnings of USD$250,000 for each site.

Competition & Challenges

Competition

There is already some competition in place in the form of Google Maps but this does not contain public transport specific information. The integration process planned for City Journey Planners includes utilising freely available Google information (via API web service plugin) as well as other paid platforms and services, to provide an enhanced service and user experience.

There may also be existing competition from the public transport managers themselves via their own websites, but in most cases, this is normally a stand alone information portal for the particular mode (bus, train, etc) rather than a service wide system. The information, even when provided, is not considered particularly user friendly nor comprehensive enough for a patron to easily plan their intra-city journeys with ease.

Although City Journey Planners will not be targeting cities where there is an existing integrated Journey Planner (as found for example in Australian cities such as Brisbane, Sydney and Melbourne) if we consider our product can enhance the services offered, and will also enable sufficient advertising revenue to be gained, we believe that existing competition is no barrier to our service being offered in competition.

Challenges

The primary challenges are competition (see above), access to public transport manager data and government / local authority approvals.
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While competition is not viewed as a block in any given market, priority will be given to those cities with no competition. The important aspect to dealing with competition is to provide a better, more user-friendly service and to continue to enhance the Journey Planner websites with innovative services, such as mobile phone applications etc.

Access to public transport data (schedules, fares, etc) may be an issue, but it is believed that most public transport managers will be agreeable to sharing their data provided a) there is no costs to them and b) there are confidentiality and security protections built into the service.

Government / local authority approvals, particularly exclusive rights to provide the service, will be sought, as these would provide a level of competition protection, but the services can be provided even without these approvals and exclusivity conditions.

Funds Being Sought and Utilisation of those Funds

Projected Company Valuation
The valuation of the company (post-funding) based on 2 city Journey Planner sites being established by end of year 1, is USD$4M ($250,000 annual earnings x 2 sites x 4 years earnings).

Pre-commitment from Advertisers
Prior to investment being finalised, there is to be research conducted to establish likely advertisers and gain pre-commitment from those advertisers to purchase of advertising space on the Journey Planner websites in two cities. This work is underway now.

Funds Being Sought
The funds being sought from investors are USD$150,000, which will gain the investors 25% equity in the company. Based on the projected post-investment valuation of USD$4M, this is an 85% discount on the projected value for a stake of this size.

Use of Funds
The promoters will receive USD$75,000 as payment for work and services performed in the establishment and ongoing management of the business. The remaining $75,000 will be utilised to as working capital to establish the first 2 City Journey Planner websites in two cities (currently planned to be Kuala Lumpur Malaysia and Jakarta Indonesia) and to market the advertising space opportunities available. The business will be self-funded from that point from advertising revenues.

Return on Investment and Investor Exit Strategy

Potential Exit Options
It is planned to explore potential synergy partners within the first 3 years of operation to locate trade sale and other exit options for investors. These partners may be travel related companies wishing to enhance their traffic numbers, advertising agencies looking to gain additional service platforms for their advertising clients or companies from other sectors who find the traffic and the platform of value to them.

Projected Returns
The investment of USD$150,000 will see dividends paid from year 3, with the intention at that time to retain 25% of earnings for future enhancements and expansion, while returning 75% of earnings to investors as dividends.

Also at year 3, investors may choose to utilise the entry of identified trade sale partners to exit with a projected payment of USD$1M for the 25% stake (based on projected value of $4M at that time) Alternatively, investors may opt to remain as longer term shareholders, should they see the future growth of the business as promising.

Management

The original idea for the service was outlined by the MKey team of Malaysian university students comprising Hariz Badrulhisham, Nurul Naimah Salim, Nurzatilani Ahmad Nadzri and Siti Diana Amirah Amir during the 2010 Malaysian YES Challenge.

The further development of this brief Business Plan overview was conducted by Dennis McMahon, owner of Green Business JV Trust, and the original MKey team, and the establishment of the business and ongoing management, will be performed by Dennis and the Mkey team, along with the use of appropriate internal staff and outsourced service providers to enable the company to operate effectively.

Dennis has 25 years of experience in business management and sales, ranging across Asia Pacific and including the environmental, health, distribution and business support sectors.

Currently, Dennis is consulting to several Malaysian companies to assist them in business restructuring, regional expansion and sales improvement.