ЦИРКОН

Online store with a pick-up point and delivery organization. Minimal involvement of human resources, warehouse and office space.
We offer our clients about 1.5 million headings for trucks, construction and road equipment, trailers, light commercial vehicles, and cars.

In August 2020, despite the difficult situation in the country, I decided to leave the post of head of department in a large company to organize my own company and an online store selling spare parts for trucks.

The presence of small savings made it possible to start a business project:
1. An Internet platform was purchased, dozens of improvements were made;
2. Dozens of contracts for the supply of spare parts have been concluded with the largest distributors and dealers, having received the most favorable prices and terms of delivery;
3. Offers were placed on several marketplaces for the sale of spare parts, which made it possible to obtain a constant stream of new customers;
4. Contracts have been concluded with several large buyers;
5. Rented premises (office + point of issue of orders);
6. Prepared all the infrastructure (telephony, server rental for the site and 1C Trade Management and 1C Accounting of the enterprise, equipment for office work);
7. An online checkout has been issued and connected, accepting payments on the site, as well as payment at the point of issue of orders, payment to the current account from wholesale buyers;
8. An agreement has been concluded with an outsourced accountant;
9. Advertising campaigns were launched in search engines, which also brought significant traffic of visitors to the site;
10. Made various manipulations to promote our site for low-frequency and medium-frequency requests. In the next two or three months, we expect an increase in traffic due to search engine optimization and an increase in positions in the results of Yandex and Google;
11. Accreditation at most commercial and state trading platforms has been completed, this is a new, additional stage of development, but the direction is currently "frozen";

The ecosystem and infrastructure have been built, the business has been launched, the first 5 months have passed.

Organizations and private owners of road transport and special equipment.
The market is practically bottomless.

Difficulties in implementation:
As I said above, everything was organized from scratch, and practically without money.
I was told: "Everyone can do it with money, but try it without money"
I tried it, and I think it worked out for me, but at the moment I ran into a cash gap.

The company's profit at the start does not always cover the costs, and this inevitably leads to ruin, and therefore a decision was made to attract funds from the population at 10, 15, 20, 25% per annum

Large hypermarkets selling spare parts, federal suppliers. They compete only by the availability of goods. The price of these suppliers is significantly higher than the prices offered by us.

Our undeniable advantage is the wholesale price for a retail client.

We do not need to spend on an uncountable number of personnel, on the lease of huge warehouse complexes, and that is why we are competitive in the market of spare parts in terms of price and quality.

The main sources of sales are:
1. Constantly growing traffic to the site
2. Marketplaces selling spare parts
3. Regular customers

Costs today are about 250,000 rubles
1. Salary
2. Rent payments
3. Maintenance of infrastructure
4. Taxes


Forecast:
Q1 2021 - revenue growth to 5 million per month
Q2 2021 - revenue growth to 8 million per month
Q3 2021 - revenue growth to 12 million per month
Q4 2021 - revenue growth to 20 million per month

The main sources of sales are:
1. Constantly growing traffic to the site
2. Marketplaces selling spare parts
3. Regular customers
4. Commercial and government procurement at various trading platforms.
5. Working with large wholesale buyers with deferred payment

1. Closing the cash gap
2. Strengthening site positions and increasing traffic (search engine promotion)
3. Conclusion of sales and purchase agreements with clients with deferred payment
4. Participation in tenders, auctions, and commercial purchases on trading floors with a deferred payment of up to 60 days (the requirement of most large companies is a deferred payment)
5. Placing an advance payment with suppliers to obtain additional discount preferences.
6. Attracting additional staff to process applications
7. Additional advertising campaigns in the media
8. Expansion of the office and point of issue

We consider investments according to the following model:

Investment for 3 years, return of the investment body after 3 years.
Optionally, either an annual dividend payment or reinvestment.

$ 10,000 - 10% per annum
10,000 - 30,000 $ - 15% per annum
$ 30,000 - $ 100,000 - 20% per annum
from $ 100,000 to $ 200,000 - 25% per annum

Almost complete absence of risks. The only exception is force majeure.

The business is well established, and investments are needed to expand sales and customer base, to work with deferred payment.

No

No