ZANGIO DESIGNS
Business Plan
Alanna Howell
COMM 447 (01)
|0
DecemberPage
5, 2014
Executive Summary
Zangiō Designs is a women’s clothing, jewellery, shoes, and accessories retail store based in
Saskatoon, Saskatchewan and Accra, Ghana, West Africa which caters to fashion-conscious and
socially-conscious women. Every piece we sell has been produced by women and men in Ghana
who, out of choice or necessity, produce fashionable clothing, jewellery, shoes, and accessories
to earn a livelihood to support their families in the harsh economic climate that is Ghana.
Located in the heart of the downtown shopping district in Saskatoon, servicing an online store,
and holding promotional events such as fashion shows and chocolate tasting nights fosters a
sense of community while sharing the stories of inspiring entrepreneurs working in a
developing country. Although Zangio is a risky business due to its critical variables, analysis of
the financials demonstrates that the company is feasible, and thus this venture will be pursued.
Zangio has significant potential to be a successful business, and we hope to open a clothing
store in order to help women, in Saskatoon and in Ghana, “awaken to possibility”!
Table of Contents
1
2
Introduction to Zangiō Designs ............................................................................................... 1
1.1
What’s in a Name? ........................................................................................................... 1
1.2
Value Proposition ............................................................................................................. 1
1.3
Goals and Objectives ........................................................................................................ 2
1.4
Key Success Factors .......................................................................................................... 2
Operations Plan ....................................................................................................................... 3
2.1
Legal Structure ................................................................................................................. 3
2.1.1
Steps in Forming a Corporation ................................................................................ 4
2.2
Organization Structure ..................................................................................................... 4
2.3
Site Plan ............................................................................................................................ 5
2.4
Building and Floor Plans ................................................................................................... 7
2.5
Flow of Organization ........................................................................................................ 7
2.6
Quality Control Program .................................................................................................. 9
2.7
Organizational Tasks ........................................................................................................ 9
2.7.1
Operating Hours ........................................................................................................ 9
2.7.2
Daily Tasks ................................................................................................................. 9
2.7.3
Weekly Tasks ........................................................................................................... 11
2.7.4
Monthly Tasks ......................................................................................................... 12
2.7.5
Yearly Tasks ............................................................................................................. 12
2.8
Supply Analysis ............................................................................................................... 13
2.8.1
Suppliers.................................................................................................................. 13
2.8.2
Service Suppliers ..................................................................................................... 14
2.9
Capital Budget ................................................................................................................ 14
2.10 Cost of Sales ................................................................................................................... 15
2.11 Operating Expenses........................................................................................................ 16
2.12 Working Capital Planning ............................................................................................... 16
2.12.1 Cash ......................................................................................................................... 16
2.12.2 Inventory ................................................................................................................. 16
2.12.3 Accounts Receivable ............................................................................................... 17
2.12.4 Accounts Payable .................................................................................................... 17
2.12.5 Capacity Limits ........................................................................................................ 17
2.12.6 Licensing Limitations ............................................................................................... 17
3
4
Human Resources Plan ......................................................................................................... 17
3.1
Required Staff................................................................................................................. 17
3.2
Job Descriptions ............................................................................................................. 18
3.2.1
Managing Director in Saskatoon ............................................................................. 18
3.2.2
Full-Time Sales Associate in Saskatoon .................................................................. 19
3.2.3
Operations Manager in Ghana................................................................................ 19
3.3
Recruitment.................................................................................................................... 20
3.4
Human Resources Strategy ............................................................................................ 20
3.5
Shareholder Agreement ................................................................................................. 21
3.6
Management Team ........................................................................................................ 21
3.7
Human Resources Expenses ........................................................................................... 23
Strategic Marketing Considerations ..................................................................................... 23
4.1
Industry Overview and Market Analysis ........................................................................ 23
4.1.1
Global Women’s Clothing Industry ......................................................................... 23
4.1.2
Saskatoon, Saskatchewan ....................................................................................... 23
4.2
SWOT Analysis ................................................................................................................ 24
4.2.1
Strengths ................................................................................................................. 24
4.2.2
Weaknesses ............................................................................................................ 24
4.2.3
Opportunities .......................................................................................................... 24
4.2.4
Threats .................................................................................................................... 25
4.3
Competitive Analysis ...................................................................................................... 25
4.4
The Marketing Mix ......................................................................................................... 27
4.4.1
Product .................................................................................................................... 27
4.4.2
Price ........................................................................................................................ 27
4.4.3
Place ........................................................................................................................ 28
4.4.4
Promotion ............................................................................................................... 29
4.5
Customer Value Proposition .......................................................................................... 31
4.6
Marketing Expenses ....................................................................................................... 32
5
Financial Plan ........................................................................................................................ 33
5.1
Financial Breakdown ...................................................................................................... 33
5.2
Risk Analysis ................................................................................................................... 33
5.2.1
Critical Variables ..................................................................................................... 33
5.2.2
Profitability and Cash Flows .................................................................................... 34
5.2.3
Break-Even Analysis ................................................................................................ 34
5.2.4
Sensitivity Analysis .................................................................................................. 35
5.2.5
Average Owner Compensation ............................................................................... 36
6
Summary ............................................................................................................................... 36
7
References ............................................................................................................................ 37
8
Appendix A: Financials .......................................................................................................... 37
Table of Figures
Figure 1: Organization chart for Zangio Designs............................................................................. 5
Figure 2: Proposed location for Zangio Designs store in downtown Saskatoon ............................ 6
Figure 3:Zangio Designs Retail Store Floor Plan ............................................................................. 7
Figure 4: Operational Flow Diagram for Zangio Designs ................................................................ 8
Figure 5: Competitor map for Zangio Designs in Saskatoon ........................................................ 26
Figure 6: Interior view of the proposed Zangio Retail location: ................................................... 28
Figure 7: Exterior view of the proposed Zangio retail location .................................................... 28
Figure 8: Zangio-printed re-useable shopping bag ....................................................................... 30
Figure 9: Graph of the Net Income Breakeven as Dependent on Number of Customers Per Day
....................................................................................................................................................... 35
Figure 10: Owner's Compensation by Year................................................................................... 36
List of Tables
Table 1: Capital Budget for Zangio Designs’ Year 1 Operations ................................................... 15
Table 2: Projected Sales, Cost of Sales, and Gross Profit.............................................................. 15
Table 3: Zangio Designs Competitor Analysis Table ..................................................................... 26
Table 4: Marketing Budget for Zangio Designs ............................................................................. 32
Table 5: Chart showing business profitability for the first five years of operations .................... 34
Table 6: Year 5 Owner Compensation as related to Number of Customers Per Day in Year 1 .... 35
1 Introduction to Zangiō Designs
Zangiō Designs is a women’s clothing, jewellery, shoes, and accessories retail store based in
Saskatoon, Saskatchewan and Accra, Ghana, West Africa which caters to fashion-conscious and
socially-conscious women. Every piece we sell has been produced by women and men in Ghana
who, out of choice or necessity, produce fashionable clothing, jewellery, shoes, and accessories
to earn a livelihood to support their families in the harsh economic climate that is Ghana. We
believe in trade, not aid. Instead of sending shoes to Africa, we believe in buying the shoes,
clothing, jewellery, and accessories that Africans already produce, and showing them off to the
world with pride.
1.1 What’s in a Name?
Zangiō is a modified spelling of the word “zangwio” from the Kasem language, which is a
language spoken in the Upper East region of Ghana. Literally translated, “zangwio” means
“Wake up from your dream”. We have modified this into the tagline for Zangiō Designs, which
is “Awaken to Possibility”. We believe in showing the world what is possible when we stand in
solidarity with those around the world who simply need a way to let their talents shine.
1.2 Value Proposition
For women in Saskatoon and around the world who seek high-quality, uniquely beautiful
fashion with a positive social impact, Zangiō offers a way to express individuality through
clothing choices while contributing to a world of more opportunity for dressmakers and artisans
in a developing country. The retail store will be located in the central downtown shopping
district of Saskatoon, directly across from the Midtown Plaza shopping centre. In addition, an
online store will allow individuals all over the world to purchase from Zangiō. Zangiō will stand
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apart from all of the other clothing retailers in downtown Saskatoon, because the clothing we
sell is made is high quality, made out of brightly-coloured Ghana kente fabric that is unavailable
anywhere else in Saskatchewan. For once, women will not need to feel guilty about their
clothing or accessories purchase. By purchasing from Zangiō, they can eliminate the negative
social consequences associated with purchasing factory-made clothes. By wearing pieces from
Zangiō, women are making a bold statement that they believe in breaking the current cycle of
fast, cheap, unethical fashion.
1.3 Goals and Objectives
It is important to us that both our customers in Saskatoon (and around the world through our
online store) receive brilliant service. Equally important to us is the experience that our
partners in Ghana - our dressmakers, tailors, and artisans – have in working with us. There are
five key objectives which Zangiō is committed to fulfilling:

Ensure that customer experience is impeccable

Offer products at prices which are reasonable for both consumers and those that
produced them

Offer unique products which are fashionable in Canada but unavailable anywhere else

Provide a unique store atmosphere that focuses on the people and stories behind the
clothing, shoes, and accessories that we sell

Promote and partner with groups in the community who are also working for change
towards the world of more opportunity that we believe in

Create substantial economic development in the Ghanaian communities which we
partner with
1.4 Key Success Factors
There are four critical success factors which we must use to meet our goals and obectives:

Strong coaching relationships, based on trust and shared values, between managers and
staff, both in Canada and in Ghana

Developing strong, mutually-beneficial relationships with talented designers, tailors,
dressmakers, and artisans in Ghana

Continually researching and procuring fashionable pieces which will be in high demand
in Saskatoon and online

Attracting a large and loyal customer-base, and ensuring that every customer is
delighted with the service at Zangiō
2 Operations Plan
2.1 Legal Structure
Zangiō Designs will be an incorporated company. Alanna Howell will be the sole shareholder at
startup, and will 100% of the voting shares. There are several key reasons for choosing to form
Zangiō Designs as a corporation rather than as a sole proprietorship:

The liability of the shareholder, and subsequent additional shareholders, is limited

The ownership of shares is easily transferable

The company will enjoy greater access to capital as a corporation

The company will qualify for the preferential small business tax rate in Saskatchewan,
which may provide a slight tax advantage

Incorporating allows for the company to hold title into real property and enter into
contracts.

Continuity of existence of the company is promoted, given that ownership of shares is
easily transferable
(Information Services Corporation 2014)
2.1.1 Steps in Forming a Corporation
There are numerous steps which must be completed in order for Zangiō Designs to become an
incorporated company:

First, a name search must be conducted. After the search is complete, the name of the
corporation (Zangio Designs) can be reserved

With the name search results and reservation number, the forms required to
incorporate may be completed online

The completed incorporation document can be submitted to Information Services
Corporation either by mail, in-person, or online

By online incorporation fee of $215 will then be paid
(Information Services Corporation 2014)

Once the forms have been submitted online and the fee paid, Zangio Designs will
immediately after receive a business number from the Canada Revenue Agency. This
business number will be used for payroll deductions, corporate taxes, and GST;

Zangiō Designs must submit a tax return annually, and an accountant will be hired to
assist with this task
2.2 Organization Structure
At start-up, Zangio Designs will have one managing director and one full time employee
working in the retail store in Saskatoon, and one full-time operations manager working in
Ghana. Zangiō will also have a Board of Directors, which will consist of the founder (Alanna
Howell), a fashion industry expert, a lawyer, and a social enterprise consultant. The fashion
industry expert will ensure that Zangiō is on track to fulfilling its goal of providing uniquely
fashionable pieces to consumers around the world. The lawyer will provide advice on how to
operate effectively as a company with operations in both Canada and in Ghana. The social
enterprise consultant will help to ensure that Zangiō is fulfilling its mission to create an avenue
for substantial and sustainable improvements in the livelihoods of the people and communities
we partner with in Ghana. The Board of Directors will function to provide an outsiders’
perspective on the strategy and operations of Zangiō, to help ensure that the CEO keeps a
balanced perspective regarding the opportunities that Zangiō is seeking.
As is shown in Figure 1, Zangio will only hire one full-time employee in Ghana. Zangiō will
interact with tailors, dressmakers, and artisans in Ghana on a contract basis, and the full-time
operations manager in Ghana will facilitate those relationships.
Board of Directors
(Founder, fashion industry expert, lawyer, social
enterprise consultant)
Managing
Director
Full-Time Sales
Associate
In-Ghana
Operations
Manager
(Contract)
Jewellery
artisans
(Contract)
Shoes Makers
(Contract)
Designers
(Contract)
Tailors and
Dressmakers
Figure 1: Organization chart for Zangio Designs
2.3 Site Plan
The retail location for Zangio Designs in Saskatoon will be across the street from the Midtown
Plaza, in the central business district near the corner of 21 st Avenue and 21st street east. This
will allow Zangio to attract some of the customers who happen across the Zangiō store while
browsing in other shops.
Figure 2: Proposed location for Zangio Designs store in downtown Saskatoon
2.4 Building and Floor Plans
Figure 3:Zangio Designs Retail Store Floor Plan
2.5 Flow of Organization
As may be seen in Figure 4 below, production of the goods offered by Zangio begins with the
designs developed by designers in Ghana whom Zangio has developed working relationships
with. The designers each have tailors and dressmakers who work alongside them to produce
the pieces for sale in the Zangio store. The operations manager in Ghana is in charge of
travelling throughout Ghana looking for promising artisans who have developed their own style
of Ghanaian jewellery, shoes, or other accessories. Once the Ghanaian operations manager
identifies a promising artisan, a purchases of goods will be made from the Ghanaian artisans
and designers, and the items will be shipped to the Saskatoon retail store location.
At the Saskatoon location, the goods will be prepared for sale, and all goods available for sale in
the store will be advertised in the online store as well. The purpose of this strategy is to create
the maximum product flow possible, by showcasing all of the latest offerings by Zangio both
online as well as in the store. If an order is received online, a store employee who is available
will package up the item and take it to the Saskatoon post office for shipping. The profits which
are generated from sales will then be re-invested in developing the clothing line and operations
in Ghana further. This approach is chosen, rather than directly giving money to communities for
development projects, because it promotes long-term, sustainable trade relationships, rather
than a short-term influx of resources to a community.
Figure 4: Operational Flow Diagram for Zangio Designs
2.6 Quality Control Program
Due to the international nature of the shipping of goods from Ghana to Saskatoon, there is
significant risk that the goods could become damaged while en-route from Ghana to Saskatoon.
A quality control program will be implemented which involves inspecting each box of inventory
carefully the moment is arrived. A quick box inspection will take place upon delivery, which
consists of checking boxes for tears or water damage. This must be completed before the store
manager signs off on the shipment, in order to improve the chances of receiving
reimbursement from the shipper for the cost of the damages to the merchandise.
Quality control must also take place in Ghana, before the goods are shipped to Canada. It will
be the responsibility of the operations manager in Ghana to inspect all of the goods and ensure
that they are in good condition before they are shipped to Canada. Effective communication
must also take place between the operations manager and the designers, tailors, dressmakers,
and artisans about what levels of quality that Zangiō expects in the items the company
purchases.
2.7 Organizational Tasks
2.7.1 Operating Hours
The operating hours for the Zangiō store in Saskatoon are as follows:
Monday & Tuesday:
10 am to 6 pm
Wednesday, Thursday, & Friday:
10 am to 9 pm
Saturday:
10 am to 6 pm
Sunday & Holidays
11 am to 5 pm
2.7.2 Daily Tasks
The Managing Director will most often be the first person to arrive at the Saskatoon retail store
in the morning. On the days that the Managing Director is not available to come in to the store,
the full-time employee will arrive early to perform the daily tasks associated with maintaining
the store. The Managing Director or full-time employee must arrive at least one hour prior to
opening, in order to ensure that the following tasks can be completed:

Turn on the lights in the store, and turn on the audio system

Straighten and tidy the clothing, jewellery, and shoes displays

Clean all of the mirrors located throughout the store

Tidy the fitting rooms

Open the QuickBooks accounting system

Sweep and mop the store floor, if necessary

Count the money in the cash drawer

Take the money from the previous day from the cash drawer and deposit it at the bank
(this must be completed by the Managing Director at least once per week, in order to
minimize sources of error)
The Managing Director and full-time employee will take lunch breaks at 12 pm and 1 pm,
respectively, such that there is always at least one person managing the store. Whenever
possible, the Managing Director will focus on tasks such as marketing, ordering of merchandise,
and accounting.
All staff working for Zangio will be trained in how to properly close the store at the end of the
work day. Generally, the Managing Director or full-time employee will perform the end-of-day
store closing. Closing duties include:

Turning off the audio system

Waiting for customers to vacate the store

Closing and locking the doors

Putting away all of the merchandise and tidying all areas in the store

Balance the cash in the cash register

Write out the cash deposit for the staff member who will open the next morning

Turning off the lights

Activating the security alarm system

Taking out the garbage as the staff vacates the store to go home
When shipments arrive at the store, the only person who can sign for them is the Managing
Director. However, all Zangio employees will be trained in how to inspect shipments to ensure
quality control. Other daily tasks which all staff are expected to perform include:

Greeting every customer who enters the store

Assisting customers with finding a lovely outfit, and accessorizing the outfit with
handmade jewellery from Ghana

Carrying items of clothing to change rooms while the customers continue to browse the
store

Providing customers with helpful suggestions and insights

Sharing stories with customers about the origins of various items

Tidying the store, and cashing up sales
The Managing Director will be in charge of training employees, ensuring that all activities are
running smoothly, and ensuring that proper protocols and work methods are being adhered to.
The full-time and part-time employees will share the task of answering the phone, as well as
managing the company website, Facebook, and Twitter page. On the days that the Managing
Director is away from the store, the full-time employee will assume responsibility for the daily
operations of the store.
2.7.3 Weekly Tasks
Tasks which will occur on a weekly basis include ordering and receiving shipments of stock,
performing counts of the inventory in the store, and taking the deposit to the bank. Goals will
be created each week for both weekly sales and customer turnover, but in addition, goals for
how Zangio can improve in its mission to help the community in Saskatoon and in Ghana will
also be created. Goals will be broken down into their hourly equivalents, and then reviewed at
the end of the week to see how well the team performed throughout the week. Rewards and
incentives for high-performing staff will be created to encourage high achievement.
Given the importance of maintaining a strong connection with the operations in Ghana, there
will be a weekly Skype call with the operations manager in Ghana to discuss current challenges
and opportunities, as well as to plan for the upcoming week. Occasionally, other staff members
in addition to the Managing Director will take part in the weekly Skype call, to encourage unity
among the team.
2.7.4 Monthly Tasks
Each month, store promotions and the large printed stories and pictures of the dressmakers,
tailors, and artisans who are producing the clothing in Ghana will be updated and displayed
around the store.
2.7.5 Yearly Tasks
At the end of each fiscal year, the Managing Director will be in charging of completing and
analyzing the yearly annual reports to determine the company’s performance over the past
year and to forecast the future performance of the company. Each year at this time, a
competitive analysis will be undertaken to determine whether or not price changes are
necessary. A new strategy for reaching customers more effectively through marketing will be
developed for the upcoming year.
2.8 Supply Analysis
Shipments of new merchandise from Ghana will typically arrive every three weeks. It will be
necessary to closely monitor the shipments and rate of sales, to ensure that inventory
purchases match customer demand. Shipping will be one major variable which must be
monitored closely, since the product must travel so far from Ghana to Saskatoon. The
Managing Director should constantly be evaluating various methods of shipping product to the
store from Ghana, in order to minimize costs and also minimize the amount of time that the
inventory spends in transit from Ghana to Saskatoon. Re-useable bamboo shopping bags with
the Zangio logo printed on them will be provided to customers with each purchase. These bags
will be ordered from Reuseablebags.ca which is based out of Kitchener, ON. Each bag will cost
$2.50 each when 2000 or more are ordered at a time (Reuseablebags.ca 2014). Stationary
supplies will be purchased locally, since the requirements for stationary will be minimal with
the small-staffed Saskatoon store.
2.8.1 Suppliers
Zangio will purchase clothing, shoes, and accessories from tailors, dressmakers, and artisans in
Ghana, many of which are not currently well-known or do not have a business name that they
operate under.
One particular jewellery company that Zangio intends to partner with to sell their product in
our Saskatoon store and online is Beads of Hope Ghana.
Beads of Hope was started by Ms. Nafisa Adams, who used beading as a way to raise money to
put herself through university. Upon her graduation, Nafisa decided to create her own NGO
which trains impoverished and vulnerable women and girls from her home community in the
village of Paga in the Upper East region of Ghana to make jewellery. The beaders are paid a fair
wage for their creations, and they are therefore able to help themselves out of poverty, and off
the streets, to become economically independent (Ama Amina Gifts from Ghana 2014).
It is entrepreneurs like Nafisa Adams who Zangio Designs intends to support by showcasing
their talents and ingenuity to the world.
2.8.2 Service Suppliers
The staff of Zangio Designs will include:

1 Managing Director based in Saskatoon;

1 Full-Time Sales Associate in Saskatoon;

1 Operations Manager in Ghana
These staff numbers are for the first year, and they will increase according to the number of
sales measured over the year as well as the customer base. Occasionally, other services will
need to be outsourced including plumbing, electrical, and technical computer expertise.
2.9 Capital Budget
For the most part, the capital costs associated with starting Zangio Designs are made up of
traditional retail fixtures, such as display cases and mannequins. Due to the fact that I will be
updating an existing store front which still contains many fixtures from a previous clothing
store, the total leasehold improvement costs will only be $1200. The addition of furniture, a
jewellery case, mannequins, clothing racks, a stereo system, and a Point of Sale system make
up the remainder of the capital costs.
Table 1: Capital Budget for Zangio Designs’ Year 1 Operations
Refer to Appendix A for a more detailed cost breakdown of capital costs.
2.10 Cost of Sales
Belle estimates that we can sell 20 dresses per day at an average of $100 per dress. Normally, the
industry standard gross profit is 55% and we expect to achieve this. As you can see in Figure 2.10,
by year 5, providing our sales figures are accurate, we have projected gross profit to be $488,026.
Zangio estimates that we can serve 14 customers per day in the first year, at an average
purchase of $60 per customer. We expect to achieve a Gross Profit Margin on clothing of 60%.
Clothing will make up 60% of our sales. For shoes, we expect to achieve a Gross Profit Margin of
45%, and shoes will make up 10% of our sales. For accessories, we expect to achieve a Gross
Profit Margin of 30%, and accessories will make up 50% of our sales. Providing our sales figures
are accurate, we have a projected Gross Profit of $167,832 in Year 1. These results are
summarized in Table 2 below:
Table 2: Projected Sales, Cost of Sales, and Gross Profit
For the year ended
2015
2016
2017
2018
2019
Sales
302,400
387,450
456,707
491,531
529,010
COGS
134,568
172,415
203,234
218,731
235,409
167,832
215,035
253,472
272,799
293,600
Gross Profit
Sales Estimate Calculation:
$60/customer x 14 customers per day = $840 per day
$840 per day x 360 days/year = $302,400
Gross Profit Margin on clothing (60%) = 60%, Shoes (10%)= 45%, and Accessories (30%) = 50%
Refer to Appendix A for a more detailed breakdown of Cost of Sales
2.11 Operating Expenses
The total operating expenses for Zangio Designs in Year 1 are $195,272. The majority of these
expenses are fixed costs. Since the fixed costs are so high, the company is at risk if the actual
sales are not high enough to cover the fixed costs. However, the largest cost in the operating
expenses is wages and benefits, which includes a salary for the Managing Director of $45,000
per year. If the actual sales are not enough to cover the fixed costs, the Managing Director
would take a reduction in salary.
Refer to Appendix A for a more detailed look at Operating Expenses.
2.12 Working Capital Planning
2.12.1 Cash
At start-up, there is adequate cash to ensure that there is a cash surplus after initial inventories,
pre-paid expenses and capital items (such as furniture, fixtures, etc.) have been purchased.
Once the business is generating profits, dividends will not be paid out until a profit after all
expenses of at least $20,000 has been generated, which is not projected to occur until Year 5.
This provides a slight buffer to help handle unexpected expenses.
2.12.2 Inventory
Approximately every 3 weeks, or more or less depending on the extent of sales at each given
time, the Managing Director will order inventory from Ghana. Inventory orders will include
clothing (such as dresses, blouses, skirts, jackets, etc.), jewellery, and shoes which have been
made in Ghana. Normally, we will want to have 300 dresses, shirts, and coats, 100 pairs of
shoes, 300 pieces of jewellery, and 20 bags available for sale in the store. We will perform
inventory counts on a bi-weekly basis.
2.12.3 Accounts Receivable
Since all sales within the Saskatoon store will be paid for by cash or credit card, Zangio Designs
does not anticipate having any accounts receivable.
2.12.4 Accounts Payable
Zangio Designs will run an accounts payable system, and we will enter invoices into the system
as we receive them. Invoices will be paid within 20 days, since that is a reasonable time frame
in which to pay the producers of the merchandise in Ghana, while still affording Zangio some
time to sell the merchandise before payment is due.
2.12.5 Capacity Limits
We will be leasing a 550 square foot store front. Regarding inventory, the capacity will be
approximately 300 clothing items (dresses, skirts, blouses, jackets), 100 pairs of shoes, 300
pieces of jewellery, and 20 bags. We will be aiming to have our inventory at very close to this
capacity, in order to keep a buffer of inventory on hand in case a shipment from Ghana is
delayed. The capacity limit for customers in the store is 40. This is an important detail to note
when planning the various promotional events that Zangio will hold throughout the year.
2.12.6 Licensing Limitations
Zangio Designs will be required to possess a business license, which can be obtained from
Saskatoon’s City Hall.
3 Human Resources Plan
3.1 Required Staff
Zangio will require a team of committed staff members who are emotionally invested in the
business and the social cause of Zangio. The critical roles which must be filled within Zangio are:

Managing Director in Saskatoon

Full-Time Sales Associate in Saskatoon

Operations Manager in Ghana
3.2 Job Descriptions
3.2.1 Managing Director in Saskatoon
The Managing Director located in Saskatoon will be in charge of overseeing the entire
operations of Zangio Designs. The Managing Director will oversee the work of the full-time sales
associate in the Saskatoon retail location, as well as act as the main point of contact for the
Operations Manager located in Ghana. Duties of the Managing Director will include:

Managing the online store, and updating the website with new inventory when it
becomes available

Communicating with the Operations Manager in Ghana to guide the sourcing of fashion
pieces

Leading the development of marketing and promotion strategies in Saskatoon and
online

Communicating with accountants and lawyers which are hired as consultants for the
business
Key Competencies Required:

Knowledge of the Ghanaian business environment

Experience living in rural areas of Ghana

A passion for systemic human development

An optimistic, problem-solving attitude

Ability to effectively manage others and build a high-functioning team

Business acumen, specifically related to accounting and finances

Ability to design and maintain the online retail store
3.2.2 Full-Time Sales Associate in Saskatoon
The Full-Time Sales Associate located in Saskatoon will serve as the main person in charge of
interacting with customers and ensuring their every need is met while they are in the store.
They will be responsible for ensuring that the store is tidy throughout the day, and that all
available inventory is on display.
Key Competencies Required:

A warm, friendly attitude

Experience in a retail/customer service setting

A strong work ethic

Willingness to give and receive constructive feedback

Alignment with the social mission of Zangio Designs

An eye for fashion, and a desire to help make others look their best
3.2.3 Operations Manager in Ghana
The Operations Manager in Ghana is, ideally, someone who has extensive experience in the
Ghana fashion industry and, along with that, many contacts with designers, tailors,
dressmakers, and jewellery artisans. The Operations Manager in Ghana will be in charge of
travelling throughout Ghana to source the most fashionable clothing designs and accessories to
ship back to Canada to sell in the Saskatoon store. They will be responsible for dispersing
payments to the individuals and groups that Zangio Designs buys clothing and accessories from,
and for maintaining effective working relationships with each individual and group that Zangio
chooses to partner with.
Key Competencies Required:

Experience in the Ghana fashion industry

Ability to speak several local Ghanaian languages, especially Twi

Ability to communicate effectively in English, both speaking and writing

Business acumen, specifically related to accounting and human resources
3.3 Recruitment
As Zangio Designs is a social venture, it is important to create a team composed of both
individuals with an acute fashion sense as well as individuals with a desire to create systemic
change in developing economies.
First, the opportunities available with Zangio will be brought to the attention of friends and
family members who possess the types of skill sets that Zangio is looking for. This will take the
form of writing personalized emails to the individuals whom I know could add value to the
business, either as full-time employee or as a member of the Board of Directors.
Next, the job opportunities will be posted on the Engineers Without Borders internal website.
Given the entrepreneurial mindset of the majority of Engineers Without Borders’ members,
there is a strong likelihood of recruiting from this group someone with a strong work ethic and
a pragmatic social conscience.
Finally, we will recruit graduates from Canadian fashion schools. For a recent graduate from a
fashion school, Zangio can provide a chance for them to showcase their creativity and skill as a
specialist within a small start-up fashion company.
3.4 Human Resources Strategy
The human resources strategy that we will use at Zangio is one that fosters a sense of trust and
community among employees. New recruits to the team will be chosen based on evidence that
they value personal growth and learning, and all employees of Zangio will work to support each
other in their goals to become continually more skilled in their position.
Employees working in the Saskatoon retail store will be encouraged to wear clothing from
Zangio while they are on their shift. This shows a commitment to the Zangio brand, and serves
as a positive form of internal promotion of the values of Zangio. To facilitate employees
wearing Zangio clothing and accessories while at work, all employees will be given a 40%
discount on all merchandise available within the store. In addition, there will be a 15% family
and friends discount which employees may extend to their personal networks. This will help to
create a sense of personal pride in the company that is visible to their friends and family.
All employees will be encouraged to set personal goals that will help them to perform better in
their work. Quarterly retreats will be held where employees can check in with each other about
their goals, and work together to come up with ways to improve the company. Rewards will be
given to employees who suggest improvements to the way aspects of the business are run. In
this way, Zangio can be responsive to changing market factors, and can gain competitive
advantage by allowing employees to fully invest themselves in their work.
3.5 Shareholder Agreement
Zangio Designs will be an incorporated company, with 100% of the shares owned by Alanna
Howell. Over time, the shares may be split up between additional shareholders, as members of
the company assume greater responsibility and desire to become an owner of the business.
3.6 Management Team
The Management Team will consist of a few key individuals:
Alanna Howell, Member of the Board of Directors, Owner, and Managing Director

Alanna Howell has several months of experience working in Ghana, West Africa with
women’s groups and farming groups. While she was in Ghana, she developed a network
of dressmakers and jewellery makers who she found were struggling to make ends meet
in Ghana despite their impressive talent in producing fashion pieces. Alanna will be
graduating with a B. Sc in Biological Engineering with options in Engineering
Entrepreneurship and Professional Communication. Through planning large public
events through Engineers Without Borders, she has had the opportunity to utilize the
skills she has gained through the marketing classes that she has taken.
Alima Zangwio – Dressmaker in Ghana, and Operations Manager in Ghana

Alima Zangwio has over 7 years of experience in the Ghana fashion industry as a
designer and dressmaker. She studied dressmaking in Accra, Ghana under the direction
of well-respected teachers. Alima has sewn Ghanaian clothing styles for another fashion
company in the United States, and she is keen to help bring Ghanaian clothing to the
wider North American market
Combined, their extensive experience in fashion and keen business approach to systemic
change will allow them to build Zangio to a successful business.
Fashion Industry Expert – Member of the Board of Directors

Since neither Alanna nor Alima have extensive experience in the Canadian fashion
industry, a fashion industry expert will be brought on to the Board of Directors. They will
provide advice to guide marketing campaigns, as well as suggest trends which Zangio
can capitalize on
Lawyer – Member of the Board of Directors

In order to help the company navigate the potentially complex processes associated
with operating in both Ghana and Canada, a lawyer will be hired on to the Board of
Directors. The lawyer will function to provide legal advice and advise the company when
developing due diligence policies for partnering with tailors, dressmakers, and artisans.
Social Enterprise Consultant – Member of the Board of Directors

As Zangio is, first and foremost, as social enterprise, a social enterprise consultant will
be hired on to the Board of Directors. The social enterprise consultant will assist with
aspects such as developing a social impact measurement protocol for Zangio, whereby
we can measure the impact we are having on the lives of people in the communities
where Zangio partners with local fashion designers and producers. This will assist Zangio
with marketing efforts, and will in addition allow us to improve the way we do business
such that we can have the greatest positive social impact.
3.7 Human Resources Expenses
Please refer to Appendix A for a detailed breakdown of human resources expenses for Zangio,
including salaries, wages, and employee benefits costs.
4 Strategic Marketing Considerations
4.1 Industry Overview and Market Analysis
4.1.1 Global Women’s Clothing Industry
According to an article by ReportLinker (2014), the global women’s clothing industry is expected
to exceed $621 billion in 2014, marking a 12% increase in five years. The largest share of the
market is captured by clothing retailers, which account for almost 65% of the market in terms
of value. Fashion is a major driver of the world womenswear market, with shoppers eager to
keep up with the latest trends. High consumer confidence and rising income levels also
contribute to the trend which sees consumers parting with their cash more easily (ReportLinker
2014).
During the economic recession, consumers made less purchases and retailers often find
themselves with a product surplus. To take advantage of rising consumer confidence and to
shift product stock, retailers are offering discounts, which encourages spending and helps to get
consumers back into stores and shopping (ReportLinker 2014).
4.1.2 Saskatoon, Saskatchewan
According to Statistics Canada, in 2011, the percentage of the population aged 65 and over in
Saskatoon was 12.1%, compared with a national percentage of 14.8%. The percentage of the
working age population (15 to 64) was 70%, and the percentage of children aged 0 to 14 was
17.9%. In 2011, there were 91,430 females aged 15-64 living in Saskatoon (Statistics Canada
2014). As Zangio is a women’s fashion retailer, a portion of the females aged 15-64 living in
Saskatoon fall within our target market.
4.2 SWOT Analysis
4.2.1 Strengths
As a start-up Ghana fashion retailer in Saskatoon, Zangio possesses the following strengths:

The clothing, shoes, and accessories offered by Zangio are unique within the Saskatoon
market, given that they are made from high quality African cloth

Zangio has a strong social mission which sets it apart from other clothing retailers in
Saskatoon, which are not associated with any social cause

The location of the store, which is right across from the Midtown Plaza and is
surrounded by other clothing stores, makes it convenient for consumers to access

Each clothing piece will only be available in a few select sizes, and each jewellery piece is
unique and handmade. This adds a sense of individuality to the shopping experience at
Zangio
4.2.2 Weaknesses
Zangio displays some weaknesses, which include:

Lack of manager experience in the retail clothing industry

No prior consumer knowledge of the Zangio brand

Consumers are conditioned to expect excellent selection at a low price. Zangio may not
always have the capacity to offer excellent selection

Clothing from Ghana tends to be made from cotton which does not easily stretch. This
makes it more difficult for consumers to fit each piece of clothing perfectly
4.2.3 Opportunities
There are several opportunities that Zangio can capitalize on. These include:

The rising consumer awareness about the detriments of “fast fashion”- that is, massproduced runway styles made from low-quality fabrics

The “minimalist movement”, whereby individuals choose to cut back on the amount of
purchases they make, and instead focus on buying quality pieces that will last a long
time

African fashion is gradually becoming more popular in Europe and in North American
markets
4.2.4 Threats
Threats to the success of Zangio include:

Possible difficulty in obtaining the minimum number of customers per day (14), which
are required in order to make the business feasible

Possibility of exorbitantly high shipping costs, which could greatly reduce the profit
margins on the merchandise sold

Lack of demand for fashion pieces produced in Ghana, due to lack of consumer
knowledge of them
4.3 Competitive Analysis
The competitive market for Zangio consists of department stores, such as The Bay and Sears, as
well as many other women’s clothing stores in the Midtown Plaza such as Le Chateau, Bryan’s,
and Mexx. Across the street from the proposed location are well-established brands such as
American Apparel and Manhattan Casuals. A short several blocks away are White Dhalia House
of Fashion, and Tonic: A Shop for Women.
As shown in Figure 5 below, Zangio intends to differentiate itself from competitors by being
mid-to-high priced with a high level of prestige and quality, when compared with other clothing
store brands.
Figure 5: Competitor map for Zangio Designs in Saskatoon
The competition is further described in Table 3 below, by listing the general image of each
competitor with their location and price range. If Zangio Designs were to be added to the table,
its Description/Image would be “Bright, fitted, unique, and high-quality”, the location would be
“Across from the Midtown Plaza”, and the Price Range would be “$20-$200”.
Table 3: Zangio Designs Competitor Analysis Table
Name
Description/Image
Location
Price Range
White Dhalia
House of Fashion
Mainstream fashion,
brands such as Vera
Moda, Tribal, etc.
Glitzy jewellery
2nd Avenue Saskatoon
$15-$150
Tonic
Vintage-inspired
female fashion and
home decor
2nd Avenue Saskatoon
$20-$200
Manhattan
Casuals
High-priced trendy
clothing
Across from Midtown
Plaza
$250-$450
Mexx
Professional-looking
clothing
In the Midtown Plaza
$75-$200
American Apparel
Bright, simple, cheap
clothing
Across from the
Midtown Plaza
$15-$70
4.4 The Marketing Mix
4.4.1 Product
The clothing products which Zangio offers consist of dresses, blouses, skirts, shorts, jackets, and
professional wear. Handmade, one-of-a-kind jewellery will be on display for purchase in the
store. Zangwio also offers both fashionable and functional shoes which are made from Ghana
cloth and from specialty leathers. Zangio products have unique value because they are not
available anywhere else. All of the products have been specifically sourced for the market that
Zangio serves, with some products being specifically made for sale in the Zangio store. Due to
the high quality materials which all of the fashion pieces are made from, the clothing and
accessories are durable, and thus, they may be worn for many years and still look brilliant. The
tagline “Awaken to Possibility” will appear as part of the Zangio logo, and the Zangio logo will
be featured on the tags of all merchandise and promotional items.
4.4.2 Price
Zangio will use a pricing strategy that is competitive with the higher-end brands such as Mexx
and Le Chateau. The average price for a dress from Zangio will be $100, the average price for a
necklace will be $30, and the average price for a pair of shoes will be $60. Although we at
Zangio believe that we will attract customers with a higher disposable income, we do want to
remain competitive with the brands these consumers normally support. Corresponding with
the times of the year when sales are low, which will likely be February and September, Zangio
will have a sale that aims to bring customers into the store as well as clear out old inventory. At
these time, the prices will be reduced on some of the items in the store. In addition, Zangio will
participate in the downtown Saskatoon summer sidewalk sale, and in Boxing Day sales, since
these are days when there is exceptionally heavy consumer traffic downtown.
4.4.3 Place
The products offered by Zangio will be available both in the Saskatoon retail location, which will
be 135-21st Street East as shown in Figure 6 and Figure 7 below, as well online at the Zangio
online store.
Figure 6: Interior view of the proposed Zangio Retail location:
Figure 7: Exterior view of the proposed Zangio retail location
In order to make Zangio products more accessible to consumers outside of Saskatoon, an online
store will be set up. Here, consumers from all over the world can place an order for any product
which is currently in the store, and we will arrange for shipment of the item to the consumer.
4.4.4 Promotion
Promotion of Zangio will happen through multiple avenues throughout the year. These include
a grand opening fashion show, Fair Trade chocolate nights, a blog which showcases stories from
the tailors and artisans which produce the Zangio clothing in Ghana, re-useable shopping bags
provided to customers which will feature photos of the tailors and artisans in Ghana, promotion
in the USSU student handbook, and the use of social media.
4.4.4.1 Grand Opening Fashion Show
As part of the initial awareness blitz for Zangio Designs, we will organize a grand opening
fashion show, where people can attend in the evening during the summer to witness the styles
brought to Saskatoon by Zangio.
In addition to the fashion show that Zangio will organize, each Spring, the Saskatoon Fashion
and Design Festival (SFDF) puts together a multi-day compilation of fashion events. The goal of
the festival is to present the style, innovation, and design culture of Saskatoon and
Saskatchewan in order to develop and grow the local fashion community. On Sunday, June 5th,
2015, the festival will be hosting an outdoor marketplace, which will run for one day from
Saskatoon’s River Landing Amphitheatre (Saskatoon Fashion and Design Festival 2014). Zangio
will apply for a place as a vendor in the outdoor marketplace, as a means of gaining provincial
and national exposure when the focus of the community is on fashion. All members of the
Zangio team will actively seek out new connections with people in the Saskatchewan fashion
industry at the festival, in order to build the company network.
4.4.4.2 Fair Trade Chocolate Nights
As a way of enticing customers into the store, Zangio will host Fair Trade chocolate nights.
Partnering with Ten Thousand Villages and other Fairtrade Certified Saskatoon vendors, Zangio
will showcase its fairly traded fashion alongside the best of Fairtrade chocolate available.
Customers will have the chance to taste many varieties of Fairtrade certified chocolate while
the store is open for extended hours into the evening, such as on Thursday and Friday nights.
Customers can be free to enjoy the chocolate, while also having the opportunity to browse the
store.
4.4.4.3 Tailors and Artisans Blog
Part of the value of the Zangio brand is the emphasis on telling the story of the person who
made the fashion pieces that customers buy. In order to tell these stories in a widely-shareable
way, we will showcase the profiles of various tailors, dressmakers, and artisans in Ghana who
produce items for the store on the Zangio Tailors and Artisans Blog. The blog will serve as a way
of drawing in additional customers, since we will direct readers of the blog to the online store.
4.4.4.4 Re-useable shopping bags
As a way of providing customers with something “extra”, while allowing them to promote the
Zangio brand, we will give each of our customers a re-useable shopping bag to carry their
purchase in. The bags will include the Zangio logo, as well as pictures of the tailors and artisans
in Ghana who supply the Zangio store with merchandise. A picture of the re-useable shopping
bag concept may be seen in Figure 8 below.
Figure 8: Zangio-printed re-useable shopping bag
4.4.4.5 Promotion in the USSU Student Handbook
Given that the target market for Zangio includes young professional, socially-conscious women,
advertising in the USSU Student Handbook which is distributed at the beginning of each school
year at the University of Saskatchewan can serve as a way to promote the brand to university
students. Zangio can provide a coupon with the advertisement, such that interested students
can come in to the Zangio store and receive a 20% discount off of a piece of one-of-a-kind,
handmade jewellery. An online promotion code will also be included for a different promotion,
as a way of leading students to the Zangio online store.
4.4.4.6 Social Media
Zangio will have an active Facebook page, which we will regularly update with photos of newly
arrived clothing and accessories, as well as inspiring quotes and interesting articles. The goal of
our social media pages will be to create an ongoing conversation with our customers, so that
shopping at Zangio is an experience that extends into other parts of people’s daily lives, as well.
Zangwio will make use of the Twitter handle @ZangioDesigns and the hashtag
#AwakenToPossibility. With theses, customers can tweet feedback, inspiring messages and
uplifting articles to us and other followers.
4.5 Customer Value Proposition
The value proposition that Zangio offers to its customers is as follows:
“For women who seek high-quality, uniquely beautiful fashion with a positive social impact,
Zangio offers a way to express their individuality through the clothes they wear while
contributing to a more equitable world.”
4.6 Marketing Expenses
In order for Zangio to meet the five-year projected sales revenues, as well as to coverall all
expenses, the marketing plan is imperative to the success of Zangio Designs. The breakdown of
total marketing expenses are as follows in Table 4 below.
Table 4: Marketing Budget for Zangio Designs
Advertising
USSU Student Handbook
$3,000
Facebook
$1,000
Twitter
$0
Mailchimp
$600
Flyers
$1,000
Total Advertising
$5,600
Promotion and Development
Website
$3,500
Grand opening fashion show
$10,000
Signage
$3,400
Business Cards Design & Printing
$500
Reusable Shopping Bags
$7,000
Conferences & Trade Shows
$5,000
Total Promotion & Development
$31,000
Total Yearly Marketing Budget
$35,000
5 Financial Plan
5.1 Financial Breakdown
Please refer to Appendix A for a detailed breakdown of Zangio’s financials. The financials
consist of an income statement which includes operating expenses, retained earnings accounts
a balance sheet, and a cash flow statement. In addition, the following schedules are included:

Schedule 1: Economic Variables;

Schedule 2: Revenues;

Schedule 3: Cost of Goods Sold;

Schedule 4: Operating Expenses;

Schedule 5: Capital Budget;

Schedule 6: Financing Budget;

Schedule 7: Debt Amortization;

Schedule 8: CCA;

Schedule 9: Income Taxes; and

Schedule 10: Investment Analysis
5.2 Risk Analysis
5.2.1 Critical Variables
Zangio’s most critical variable is the number of customers per day that come into the store. The
company’s cash flow and profitability is extremely sensitive to the number of customers, and
also the average amount of dollars that customers spend per visit on Zangio products. This
critical variable is explained further in the break-even and sensitivity analyses below.
5.2.2 Profitability and Cash Flows
As is shown in Table 5 below, Zangio has a gross profit in Year 1 of $168,000, and a gross profit
in Year 2 of $294,000.
Table 5: Chart showing business profitability for the first five years of operations
For the year ended
2015
2016
2017
2018
2019
Sales
302,400
387,450
456,707
491,531
529,010
COGS
134,568
172,415
203,234
218,731
235,409
Gross Profit
167,832 215,035 253,472 272,799 293,600
Sales Estimate Calculation:
$60/customer x 14 customers per day = $840 per day
$840 per day x 360 days/year = $302,400
Gross Profit Margin on clothing (60%) = 60%, Shoes (10%)= 45%, and Accessories (30%) = 50%
5.2.3 Break-Even Analysis
In order to demonstrate how the critical variable (number of customers per day) actually affects
the profitability of Zangio, a break-even analysis was performed. The number of customers
needed per day in order to break even was calculated by using the Goal-Seek function in Excel
to set the net income in each year to zero. Figure 9 below is a graph which shows both the
break-even scenario and the base case scenario (14 customers per day in year 1). The y-axis
measures the number of customers per day, and the x-axis indicates the year of operations. By
comparing the two lines on the graph, it appears that if the base case was achieved in Year 1,
breakeven would occur in Year 1.
Net Income Breakeven
Number of Customers per
day
25
20
20
21
17
18
18
17
14
14
15
10
5
22
NPV = $73,470
Average 5 year Net Income =
18
Base Case
Cust/day
Breakeven
Cust/day
IRR = 66.5%
0
1
2
3
4
5
Year
Figure 9: Graph of the Net Income Breakeven as Dependent on Number of Customers Per Day
5.2.4 Sensitivity Analysis
A sensitivity analysis was also performed to determine how sensitive Zangio is to the critical
variable of number of customers per day. As is demonstrated in Table 6, the base case of 14
customers per day shows a reasonably generous Year 5 owner compensation of $67,436.
However, looking at the case of only two less customers per day (12), Zangio is in danger of not
being feasible. At 10 customers per day, Zangio is not feasible and would eventually file for
bankruptcy. As is demonstrated with sensitivity analysis, the number of customers per day is an
extremely critical variable in determining the profitability of this business.
Table 6: Year 5 Owner Compensation as related to Number of Customers Per Day in Year 1
Customers Per Day (Year 1)
Year 5 Owner Compensation
10
$22,076
Infeasible
12
$48,371
Possibly Feasible
14
$67,436
Feasible
16
$90,634
Good
18
$111,314
Excellent
5.2.5 Average Owner Compensation
It was realized that NPV and IRR were not appropriate measures of business feasibility, due to
the low amount of equity investment ($30,000) put into the business. Analyzing the average
owner’s compensation over five year period is a much more realistic way of evaluating the
feasibility of a small start-up business.
Owner's Compensation By Year
$80,000
$70,000
$60,000
$67,436.35
$50,000
$48,460.08
$40,000
$47,278.13
$46,125.00
$45,000.00
$30,000
$20,000
$10,000
$0
1
2
3
4
5
Yearly Owners' Compensation
Figure 10: Owner's Compensation by Year
The average owner’s compensation over the first five years of business operation was found to
be $50,860. Although Zangio is an extremely risky business due to the sensitivity of the critical
variable, after reviewing the result of average owner’s compensation, I have decided to pursue
this venture.
6 Summary
Zangiō Designs is a women’s clothing, jewellery, shoes, and accessories retail store based in
Saskatoon, Saskatchewan and Accra, Ghana, West Africa which caters to fashion-conscious and
socially-conscious women. Every piece we sell has been produced by women and men in Ghana
who, out of choice or necessity, produce fashionable clothing, jewellery, shoes, and accessories
to earn a livelihood to support their families in the harsh economic climate that is Ghana.
Located in the heart of the downtown shopping district in Saskatoon, servicing an online store,
and holding promotional events such as fashion shows and chocolate tasting nights fosters a
sense of community while sharing the stories of inspiring entrepreneurs working in a
developing country. Although Zangio is a risky business due to its critical variables, analysis of
the financials demonstrates that the company is feasible, and thus this venture will be pursued.
Zangio has significant potential to be a successful business, and we hope to open a clothing
store in order to help women, in Saskatoon and in Ghana, “awaken to possibility”!
References
Ama Amina Gifts from Ghana. 2014. Beads of Hope. Accessed December 5, 2014.
https://amaamina.wordpress.com/beads-of-hope/.
Information Services Corporation. 2014. Forming a Corporation.
https://www.isc.ca/corporateregistry/formingacorporation/pages/default.aspx.
ReportLinker. 2014. Women's Clothing Industry Market Research and Statistics. Accessed
December 5, 2014. http://www.reportlinker.com/ci02124/Women-s-Clothing.html.
Reuseablebags.ca. 2014. I Am Bamboo Bag. Accessed December 5, 2014.
http://www.reusablebags.ca/i_am_bamboo_bag.
Statistics Canada. 2014. Census metropolitan area of Saskatoon, Saskatchewan. March 17.
Accessed December 5, 2014. http://www12.statcan.gc.ca/censusrecensement/2011/as-sa/fogs-spg/Facts-cma-eng.cfm?LANG=Eng&GK=CMA&GC=725.
Appendix A: Financials