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PRINTEMPS DU MONDE

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Confidentiality Agreement The undersigned reader acknowledges that the information provided by Printemps du Monde, LLC in this business plan is unique to this enterprise and is confidential; therefore, the reader agrees not to disclose any information contained herein or in verbal discussions without the express written permission of Printemps du Monde, LLC or its principals. It is acknowledged by the reader that information to be furnished in this business plan is in all respects confidential in nature, other than the information that is in the public domain, and that any disclosure or use by the reader may cause serious harm or damage to Printemps du Monde, LLC or its entities. Reader acknowledges this information as sensitive and agrees to handle all information contained in this document in a strictly confidential manner. This Business Plan is not an offer, which can only be made by an approved Private Placement Memorandum. Participatory interest will only be to Accredited Investors. This Document includes forwardlooking statements. All statements, other than statements of historical fact within this Business Plan, including statements regarding Printemps du Monde, LLC for its subsidiaries strategies, plans, objectives and expectations, are all forwardlooking statements. Although Printemps du Monde, LLC believes that the expectations reflected in such forwardlooking statements are reasonable at this time, it can give no assurance that such expectations will prove to have been correct. Certain important factors that could cause actual results to differ materially from expectations are set forth herein. Any subsequent written and oral forwardlooking statements attributable to Printemps du Monde, LLC or persons acting on its behalf are expressly qualified in this regard. Upon request, this document is to be immediately returned to Printemps du Monde, LLC. __________________________________ __________________________
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Table of Contents
Executive Summary ................................................................................................................. 1 Introduction ................................................................................................................................ 1 Business Highlights ...................................................................................................................... 2 Business Model ........................................................................................................................... 3 Services & Products..................................................................................................................... 3 Growth Strategy .......................................................................................................................... 4 Financial Projections ................................................................................................................... 4 Capital Requirements .................................................................................................................. 5 Business Summary ................................................................................................................... 6 Company Profile .......................................................................................................................... 6 Historical Background ............................................................................................................. 6 Legal Structure & Ownership .................................................................................................. 7 Location & Facilities ................................................................................................................ 7 Intellectual Property ............................................................................................................... 7 Mission Statement .................................................................................................................. 8 Core Corporate Objectives .......................................................................................................... 8 Business Objectives ................................................................................................................. 8 Financial Objectives ................................................................................................................ 9 Marketing Objectives .............................................................................................................. 9 Critical Success Factors ............................................................................................................. 10 Business Concept and Need ................................................................................................... 11 Market Need ............................................................................................................................. 11 Products and Services ............................................................................................................... 11 Sourcing..................................................................................................................................... 13 Processing ................................................................................................................................. 14 The Market ............................................................................................................................ 16 Industry Overview ..................................................................................................................... 16 Market Trends ........................................................................................................................... 19 Target Market ........................................................................................................................... 21 Market Size................................................................................................................................ 22 Competitive Environment ......................................................................................................... 22 Competitive Advantage............................................................................................................. 26 Growth Strategy .................................................................................................................... 28 Strategic Initiatives .................................................................................................................... 28 Value Proposition ...................................................................................................................... 28 Marketing Strategy ................................................................................................................... 29 Distribution Strategy ............................................................................................................. 29 Online Marketing Strategy ................................................................................................... 30 Public Relations Strategy ...................................................................................................... 30 Pricing Strategy & Positioning .............................................................................................. 30 Management & Personnel ..................................................................................................... 32

Management ............................................................................................................................. 32 Management Profiles ........................................................................................................... 32 Personnel Plan........................................................................................................................... 33 Management Support ............................................................................................................... 34 Advisory Team ...................................................................................................................... 34 Representation...................................................................................................................... 35 Risk Factors ........................................................................................................................... 36 Meeting Growth Projections ..................................................................................................... 36 Management of Growth ........................................................................................................... 36 Market Acceptance ................................................................................................................... 37 Economic and Resource Availability Downturns....................................................................... 37 Financial Plan......................................................................................................................... 38 Income & Expense Statements ................................................................................................. 38 Cash Flow Statement ................................................................................................................ 39 Balance Sheet ............................................................................................................................ 40 Uses of Proceeds.................................................................................................................... 41 Uses of Proceeds.................................................................................................................... 41 Funding & Expenses .................................................................................................................. 41 Capital Expenses........................................................................................................................ 41 Working Capital ......................................................................................................................... 41 Appendices ............................................................................................................................ 42

PRINTEMPS DU MONDE
Executive Summary
Introduction

Business Plan

Printemps du Monde, LLC (the Company or Printemps du Monde) is a new entrant to the organic textile technology and green product market, with two innovative, ecologically and socially conscious product collections premiering in the womens green apparel segment. Printemps du Monde designs, manufactures, and wholesales designer apparel and accessories for women under the Repose and Fte labels, applying its cuttingedge green approach to technologicallyinnovative and enabled certified organic and reclaimed/recycled fabrics and production processes to the highend womens apparel segment. As a verticallyintegrated business, Printemps du Monde leverages its wellestablished Swiss supply chain and production facility to create its unique, comfortable, and fashionable design collections. Printemps du Monde targets buyers from specialty boutiques and stores seeking to include the increasingly popular fashions, and green, as well as mainstream, consumers directly, seeking selfexpression of their personal style through highend apparel. In support of its US market launch introducing its fall 2008 collections, Printemps du Monde has adopted marketing and longterm growth strategies to differentiate effectively from competitors in the market niche and establish a strong lifestyle brand among consumers. Maximizing the knowledge resources and expertise of management to strengthen competitive advantage, the Company will continue to achieve a strong market position and top of mind presence with buyers and consumers. With a number of existing retail clients and secured distribution contracts, Printemps du Monde will continue to execute operations and marketing strategies to expand the business by applying its technology in other markets such as home furnishings and personal care, increase revenues, and create new opportunities for growth. Over the course of the five years of operations presented in this business plan, Printemps du Monde will grow its revenues to approximate $18 million to realize net profits over $2 million. Utilizing the proposed equity financing to expand operations and support significant marketing campaigns to build a substantial international presence, the Company will grow sales incrementally. Projected revenues generated will not only sustain operations but also allow for considerable growth and expansion of production, enabling the business to increase its product collection, expand its product offering as a lifestyle brand, and stimulate sizeable market reach. Printemps du Monde will continually reinvest profits for growth and develop new opportunities in targeted niche industries globally. The Company is seeking $500,000 in capital to launch in the United States; grow operations; increase the organic textile product line and production; secure buyer arrangements; and implement aggressive product placement, public relations, and ongoing strategic marketing initiatives.

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PRINTEMPS DU MONDE
Business Highlights

Business Plan

Strong Management Team: Founder Lily Debiteur is one of the only green marketplace innovators to be educated, trained, networked, and employed in the environmental science field. Her credentials allow her to have unprecedented access to industryleading raw materials providers, textile development labs, cutting edge manufacturing efforts, and professional industry support services. In addition, Debiteur has strong and substantial complimentary experience leading branding efforts in the apparel and personal care marketplaces, including NIKE and LOral. Innovative Model. Printemps du Monde is a wholly integrated model to leverage proven technology collaboration, consumer networking, and traditional wholesaleretail models within the specific, targeted niche market. Printemps du Monde is a solid, profitable product design venture with tremendous growth potential as a lifestyle brand in the highend retail apparel segment. At the same time, Printemps du Monde incorporates its core altruistic goals to ensure consumers and marketplace participants are buying products that have releDebiteur in their lifestyle and their own socially conscious commitments. Strong Need Driven by Market Dynamics: The global market for green and ecologically conscious products continues to grow and build momentum as it has evolved from a limited trend to a wellrounded market with a definable and growing consumer base. Consumers whose purchase decisions are driven primarily by their lifestyle and values are categorized as LOHAS (Lifestyles of Health and Sustainability) customers and they have created a $230 billion market segment that transcends all facets of consumer purchases. According to the LOHAS Journal, which measures the green marketplace, 19 percent of U.S. consumers buy goods with an eye on their sustainability and environmental impact. Green products generate about $227 billion in sales, and that could reach $1 trillion annually within 12 years, the journal estimates. Aggressive Marketing. Management will implement proactive and creative marketing strategies to promote the socially conscious philosophy of the brand and products. In a phased approach to brand building, Printemps du Monde will first execute a pull strategy to introduce the brand in the US market through costeffective public relations, product samples, consumer and trade education about green couture, viral marketing, and other directtoconsumer programs. Once the initial brand presence is well established, the proactive marketing strategy will adopt a push approach to continue the existing campaigns targeting consumers as well as the trade, complimented with customer loyalty and collaborative communication programs to build a deeper affinity directly with the end customer. Financial Performance: While projections are preliminary at this stage of financial planning, the Company currently projects that, through its wholesale distribution strategy to department stores and specialty boutiques, sales will grow from nearly $2.5 million in the second year to exceed $18 million by the fifth year of operations projected in this business plan.

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PRINTEMPS DU MONDE

Business Plan

Business Model
The management team of Printemps du Monde, LLC has developed a business model to maximize the full potential of the organic textile technology concepts and applications through businesstobusiness and directtoconsumer sales, while increasing its international and U.S. distribution. Printemps du Monde, LLC combines a product and service model for generating revenue through dual customer markets (consumers and retailers/distributors), leveraging its certified organic fibers, and expanding the national presence through increased retail penetration. The Company has crafted a systematic approach to minimizing overhead and nonessential organizational development in the early years of operation to create a dynamic business and maximize financial, human, and intellectual resources. Employing effective strategies for business growth, Printemps du Monde, LLC will deliver high quality products while minimizing burn rate to effectively and efficiently utilize capital and implement marketing campaigns key to the Companys success. Ultimately, the appeal of the venture lies in the widespread application of organic textile technologies in innumerable, lucrative industries and the matchless product and service offering that the Company has developed to introduce its environmentallyconscious and progressive technology to the global marketplace.

Services & Products


Printemps du Monde is a multidimensional organic and green textile technology design firm launching two designer ecofashion labels, focused on highend casual lines in ecofriendly, yet luxurious fabrics, for yearround appeal. Under the Printemps du Monde brand, the Company will launch the Repose line in fall 2008 with the first collections under the labeled focused on the loungewear and innerwear markets. Expansion of the label will introduce sleepwear to the line in 2010 and extend to application of organic textile innovation in the home furnishings marketplace by 2011. The Fte is the highend apparel line for dresscasual wear that brings solid couture and European fashion to the Printemps du Monde brand. The label incorporates daywear and evening wear in the contemporarycasual to designer segment and is complimented by a full collection of accessories. The Printemps du Monde lines use soft, natural yarns, including organic cashmere, cashmere silk blends, organic cotton, and recycled cashmere and silk to satisfy the unique style and luxury comfort needs of the highend, trendy apparel female consumer.

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PRINTEMPS DU MONDE
Growth Strategy

Business Plan

The longterm growth strategy involves several approaches. The first level of expansion will include the introduction of new apparel lines to the overall Repose and Fte collections. This includes growing the homewear Repose line to include sleepwear and home furnishings within three years. In the nearterm, the Fete will continue to introduce new seasonal collections for fall and Spring each year, produced in organic cotton, silk, and cashmere; innovative technology enhanced organic fibers; and other ecofriendly materials. The Company has also planned the future launch of Printemps du Mondebranded line of personal care products for its longterm growth. Additionally, all opportunities to utilize emergent environmentallyconscious manufacturing processes and ecofriendly materials in new styles and designs will be monitored and maximized. Management plans to leverage profits and cash from the existing business to fund longterm growth efforts. Additionally, opportunities to utilize emergent environmentally conscious manufacturing processes and natural and organic materials in new products will be monitored and maximized.

Financial Projections
The projected financial position of the Company indicates the combination of revenue streams and additional private investment will enable continued product development for a line of green brands, expanded production and marketing efforts, and sustainable operations. The Company anticipates a steady growth with a stable net income, which will be reinvested for growth and overall business development. Based on sales projections and anticipated expenses once the first phase of programs in this business plan are fully launched, management projects Printemps du Monde will realize modest profits within three years, with continued growth in future years as projected in this plan. The following illustration represents projected sales and profits over five years of operations.

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PR RINTEM MPS DU D MO ONDE E


FiveYear Financial Highlights

Busin ness Plan n

$1 18,000,000 $1 16,000,000 $1 14,000,000 $1 12,000,000 $1 10,000,000 $ $8,000,000 $ $6,000,000 $ $4,000,000 $ $2,000,000 $0 $2,000,000 $ 2008
Net Sales

2009
Gross Profit t

2010
Operating Expenses

2011
E Earnings

201 12

ital Requir rements Capi


c ca apital require ements for full f scale US launch total l $500,000. A substantia al The companys invest tment rests in marketin ng efforts an nd bolstering g sales initia atives with key k personne el additi ions and trade events. In subsequent s y years, the rev venues genera ated will supp port continue ed marke eting growth h and repay y the capital financing through t the proposed re eimbursemen nt struct ture (see Cash h Flow Statem ment). The requested r fin nancing provides a sustain nable cash balance b to su upport busine ess operation ns until specific s profit tability and re evenue bench hmarks are attained. The majority of funding f will be b applie ed to rampup operatin ng efforts, market m buildin ng activities, , and recrui iting essential perso onnel to the organization. o

Confid dential

PRINTEMPS DU MONDE
Business Summary

Business Plan

The concept for Printemps du Monde, LLC was founded by Lily Debiteur in 2005 for the research and development, manufacture, and wholesale and online retail of a unique, upscale line of products that leverage proprietary innovations in organic textiles technology, targeting the female consumer with its initial labels for the apparel and accessories markets, and utilizing the finest quality organic and recycled fibers. Over the course of the past three years, Printemps du Monde, the flagship brand effort of DeVanx, GmBH, has conducted extensive research and development into all facets of the business, from cultivating relationships with bestpractices firms in the supply chains to defining the final product mix and product labels based on comprehensive consumer market research and testing. Printemps du Monde is currently available in Europe, Japan, and the Midwestern United States, and is positioned for its nationwide launch across America in the fall of 2008.

Company Profile
PRINTEMPS DU MONDE is the seminal brand effort of DeVanx, GmBH, and is currently sold in Japan, Australia, Brazil, Germany, Switzerland, Austria and the U.S. (Midwestern). Printemps du Monde, LLC is a multidimensional environmentallyconscious and technologically innovative designer of products targeting the ecominded female consumer. The first applications of Printemps du Mondes design focus on the womens highend apparel and accessories markets. The Company has enjoyed numerous successes in its recent operations, increasing nationwide and global distribution through modest product introductions and direct toconsumer sales. Printemps du Monde, LLC is a solid design, manufacturing, and distribution venture with tremendous growth potential as a lifestyle brand in the green and organic product retail segment.

Historical Background Since its inception in January of 2005, Printemps du Monde has actively been building its organization and brand, from initial research and development to its current stages in preparation for the planned fall 2008 US launch. Due diligence in defining the Printemps du Monde brand and its associated labels and product groups of Repose and Fete has addressed the missioncritical functions to position Printemps du Monde in a firsttomarket leadership position in its innovative organic textile technology category. Following research and development into the specific organic textiles and their application in the apparel, accessories, home furnishings, and personal care markets, Printemps du Monde began conducting initial product tests in Switzerland, Germany, and Austria in August of 2005, with focus groups, trade show participations, and consumer research. Beginning in 2006, the Company began developing its supply chain

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PRINTEMPS DU MONDE

Business Plan

and sustained product innovation efforts in R&D with product redesign and multiple sample trials in the marketplace. Product tests were expanded to outlets in the Midwestern United States and Japan by mid2006 while resources for raw material sourcing, manufacturing, production, and shipping and distribution were continually tested against rigorous quality control measures. With funding in place to support marketing efforts, staffing needs, and production capacity, PRINTEMPS DU MONDE is on target to launch nationally across America in the fall of 2008.

Legal Structure & Ownership Printemps du Monde will be incorporated and registered in the United States as a limited liability company. The principals of Printemps du Monde, LLC are Lily Debiteur, President and Chief Executive Officer, and Gabrielle Argent, Finance Manager. Ms. Debiteur is majority shareholder of the Company. Combined with the planned management and operations team, the principals bring additional skills and background advantageous to the business that will be presented in the Organization Summary section. Supported by a stellar group of seasoned industry and business advisors, the management team executes the product development, administrative operations, and sales functions of the business, and has devised a thriving business model, poised for tremendous sales success.

Location & Facilities Printemps du Monde, LLC will conduct launch business activity from its main USbased administrative offices in Chicago, IL. Satellite offices for sales functions will be located on both the East and West Coasts, ultimately. The main design and manufacturing facilities of Printemps du Monde are located in Basel, Switzerland, which is not only a major manufacturing, cargo shipping, and transportation hub in Europe, but is also deeply committed to energy conservation, at the forefront of a national vision to reduce energy consumption in Switzerland by 50% by 2050. Printemps du Monde will also utilize confidential manufacturing facilities in Italy and France.

Intellectual Property

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PRINTEMPS DU MONDE

Business Plan

All intellectual property rights to the Printemps du Monde brand name, trademarks, and products are owned by DeVanx GmBH, the green product design and development firm located in Basel, Switzerland and under an 80%/20% distribution ownership between Printemps du Monde principals Lily Debiteur and Gabrielle Argent (respectively). Under a licensing arrangement, DeVanx GmBH will release the existing product design rights to Printemps du Monde.

Mission Statement The mission statement of Printemps du Monde, LLC is concise articulation of the Companys purpose and underlying philosophy: We are committed to building a stylish, credible, and sustainable green company by offering innovative organic product choice in a range of global consumer markets. Printemps du Monde seeks fair and accountable profit while raising consciousness about global environmental responsibility and maintaining a high aesthetic of sophistication and quality throughout its product lines. Customer service is key to our success and a cornerstone of our brand identity. Printemps du Monde understands that our core consumers care as much as we do about environmental consciousness and that we have a responsibility to them and those ideals. We are profoundly connected to our consumers, listening to and creating a dialog with them to ensure product releDebiteur, satisfaction, and customization. Aiming for a fair balance between our channel partners, creativity, distinctiveness, quality, and gotomarket pricing, our corporate structure as a green enterprise is focused on true value exchanges. We believe that all of channel participants from raw material suppliers to our endconsumer and beyond are a vital extension of our green identity and their efforts are supports accordingly.

Core Corporate Objectives


Printemps du Monde, has identified the following sets of objectives as key to its success: Business Objectives Drive and dominate growth in the green industry through application of organic textile technology in multiple highend consumer product segments (apparel, accessory, and home furnishings initially).

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PRINTEMPS DU MONDE

Business Plan

Through Internet and conventional marketing methods, Printemps du Monde will become a significant participant within the high growth ecofashion and ecolifestyle segments. Develop a strong base of satisfied customers to build sustained demand and drive revenue growth in line with projections. Create popular labels and improve the product category to promote continued growth through line extensions and consistent product development. Effectively track and monitor inventory turns to ensure product offering, marketing efforts, and overall presentation remains responsive to end consumers interests and preferences. Build a sustainable financial foundation and explore possible additional opportunities for business expansion and growth.

Financial Objectives Secure equity financing to support continued research and development of more products and fund significant investment in marketing, advertising, and promotions. Deliver substantial return on investment within five years. Effectively employ costcontainment and control measures to ensure consistent operating income. Establish internal controls to ensure inventories, finances, and personnel are effectively managed and optimally utilized. Implement core strategic milestones for business growth and development. Marketing Objectives Establish brand presence in highend environmentallyconscious technologically innovative consumer product category. Promote differentiating factors of price, product quality, delivery, and consumers and wholesale customer relationships through creative Internet, catalog, direct marketing, and other external programs including direct dialog with consumers. Maintain product variety and price competitiveness. Promote differentiating factors of unique experience, convenience, and quality of complete offering.

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PRINTEMPS DU MONDE
Critical Success Factors

Business Plan

Both the shortterm and longrange success of Printemps du Monde, LLC rest in the ability of the Company to satisfy the needs of the market, while remaining on the cutting edge of luxury hair and skin care products and merchandising, as well as fluctuating customer preferences and interests. Fundamentally, success lies in the following elements: Optimization of the Companys highly motivated and multitalented team, and its unique products and manufacturing adDebiteurments on a growing concept within the personal care product industry. Favorable negotiation of vendor terms and development of key alliances with buyers and industry specialists to achieve a high profile product distribution and sustain top of mind positioning with key customers. Rapid and cost effective capture of market share and optimization of existing client base to develop new business opportunities. Accelerated and varied product extensions and concurrent marketing activities that build on the baseline suite and facilitate brand growth. Multipronged marketing approach that includes both trade and highprofile promotions, product placements, and consumer advertising. Uncompromising commitment to the quality of the end product through excellent natural botanical ingredients, superior production processes, and attractive packaging design for sustained growth results. Commitment to reinvesting profits for further growth through sound financial practices, effective sales and marketing programs, dedication to increasing value to the customer and guaranteeing satisfaction, and efficient business management.

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PRINTEMPS DU MONDE
Business Concept and Need
Market Need

Business Plan

Increasing numbers of mainstream consumers, and therefore retailers, are changing their buying behaviors from synthetic, manmade products to more organic and ecominded products in all facets. The nonprofit Organic Exchange predicts that sales of organic cotton fiber will reach $226 million by 2009, up from about $19 million in 2004, as consumers actively seek to lessen and offset their personal environmental impact by buying clothes made of recycled materials and sustainably harvested, homegrown fibers. A growing number of apparel makers and retailers are adding ecofriendly fashion to their product lineups, and also taking bold steps to implement business practices that alleviate harmful consequences to the environment. The increased consumer awareness and receptivity to ecofashion are reflected in NPD Group research. In a 2001 survey, 6 percent of respondents said they were interested in purchasing apparel, footwear and accessories that are ecologically friendly. In 2007, that figure had tripled to 18 percent. Danny Seo, author of the Simply Green lifestyle book series and a leading authority on ecostyle, sees a wholesale shift occurring on the cultural landscape. "Green is no longer a trend," he noted. "A trend is an Ugg boot. But we've seen green reach a tipping point in automobiles, home products, food and personal care. Fashion is the last to tip, because it's one of the most complicated."

Products and Services


Printemps du Monde is a multidimensional design firm launching two designer ecofashion labels, focused on highend casual lines in ecofriendly, yet luxurious fabrics, for yearround appeal. The Printemps du Monde lines use soft, natural yarns, including organic cashmere, cashmeresilk blends, organic cotton, and recycled cashmere and silk to satisfy the unique style and luxury comfort needs of the highend, trendy apparel female consumer. Repose is the label representing the homewear group of loungewear, sleepwear, and innerwear apparel from Printemps du Monde. The first collections available in the Repose line will be the loungewear and innerwear for the fall 2008 US launch. The innerwear or lingerie collection includes tees, tanks, tankinis, bras, camisoles, and panties. Loungewear from Repose will include tees, hoodies, crop pants, and lounge sets. Within two years, Repose will expand to incorporate sleepwear (nightgowns, pajamas, robes, etc.), with bed linens, pillows, rugs and other home furnishings to follow the subsequent year.

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PRINTEMPS DU MONDE

Business Plan

Fte is the highend contemporary casual apparel line blending solid couture with social and environmental consciousness. The form flattering shapes for dresses, shirts and blouses, pants, skirts, shorts, jackets, and coats fit any body type and are just as appealing as professional or casual day wear, as they are alluring for evening wear. The line is complimented by a full collection of accessories including jewelry, handbags, belts, and scarves. Applying its organic textile technology, Printemps du Monde manufactures and wholesales its unique lines of readytowear designer fashions for women. The Repose and Fete lines will be effectively differentiated in the marketplace on multiple dimensions including design, quality, perceived value, and certified organic materials that incorporate nanotechnology, photovoltaic textiles, and processing methods to create garments and products of the highest aesthetic without compromising quality or environmental commitment.

Technology
MILKOFIL

Description
An innovative yarn derived from 100% organic milk

Features
Fiber made f rom casein the main milk protein Blendable with organic cotton. Enviro - Bio Processing, Resource Repurposing & Waste Reduction Elasticity combined with non synthetic touch Extended Wear Enviro Both Organic & Recycled + Earth Friendly Processing Responsive to weather pattern shif ts Extended Wear Need Reduction - one jacket f or multiple applications Enviro Enhanced Organic Base

Benefits
1. Skin softening through transferred amino acids 2. Casein fiber: - enhanced blood circulation - antibacterial agent - negative ions - skin breathability - absorbs humidity

Competitive Advantage
A. Unique response to the Sleepwear Market growth trend B. Partial Exclusivity: LILIMONDE & Loudermilk C. Full Exclusivity: Customized Fiber Blends A. Industry Leading & Proprietary f or the US Market B. Future Exclusivity: Cutomized Fiber Blends C. PR Powerf ul Green message A. Co-development with major textile player C. Exclusitivity in North American Market C. Brand Building w/Organic innovation A. Industry shaping & leading B. World-wide exclusive ownership of process, fabic & construction C. Brand Building Innovation

FLEX-GROW

100% Organic cotton and recycled elastomer cores

1. Comf ort wear 2. Sof t to the touch 3. absorbs humidity 4. Blend of Organic & technology to f ull ef f ect

NANO TECH

Smart Jackets constructed from Organic fibers and Nano Technology

1. Multi Purpose & Functionalty 2. Comf ort 3. Protection 4. Blend of Organic & technology to f ull ef f ect 1. Reduction of engery bill 2. High asthetic 3. Blending of Organic & Tech to unique ef f ect

PHOTOSYNTH A sun reactive window treatment TEXTILES that mimics


photosynthesis

Fiber next generation combination of tech, recycled & organic Ground Breaking Construction Extrended Use Enviro alternative natural energy sourcing & strorage

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PRINTEMPS DU MONDE
Sourcing

Business Plan

Through its base of design and production operations in Basel, Switzerland, Printemps du Monde is at the center of the global organic textile industry. In addition to utilizing proprietary textiles exclusive to Printemps du Monde and unavailable to potential competitors in the North and South American market, the Company works with a vast network of topquality suppliers who source their raw materials from internationally certified organic suppliers who also have Swiss operations. At this time, 94% of Printemps du Mondes products are manufactured from certified organic materials including: Mongolian Organic Cashmere South African & Indian Organic Cotton Chinese Organic Silk Swiss, French, Italian, and Canadian Reclaimed Textiles, Metal & Fabrication Materials

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PRINTEMPS DU MONDE
Processing

Business Plan

In all aspects of its green operation, Printemps du Monde adheres to its solid environmental corporate philosophy and strengthens its competitive advantage as a premiere provider applying the technological and design advantages afforded by organic textiles to the fashion industry, initially, while exploring new synergies to harness its trade in other productive, growing markets.

Processing

Description

Benefits

Competitive Advantage
A. Backable No Green Washing claim B. Strong innovative position C. Industry leader D. Brand message reinf orcement A. Industry Leading organic Dye procesing. B. Industry exclusive Organic Print processing. B. Maximized ability to custimize f iber blends C. PR Multi-f aceted messages.

Organic BIOTech Raw Material Production

The natural biological growth process is enhanced through innovative techorganic practices

1. Higher Yield 2. High Quality 3. Low Impact 5. No waste products 6. No chemical usage

Oraganic Textile Processing

Sustainable Desizing, Bleaching, Dyeing, Finishing and Printing operations of f abric and yarn including enhanced eco f riendly machines

1. Greener vertical processing 2. Reduction of Carbon Footprint 3. Innovation 4. Strong blend of Organic & technology with room to grow

Organic & Sustainable Product Manufacturing

Smaller production f acilities with controled organic & sustainable practices

1. Reduction in Carbon Footprint 2. Access to high levels of expertise 3. Substantially higher quality 4. Human f actor at a premiem

A. No China-esque mass production and explotation B. True green company C. Brand Building w/Organic integrity A. Strong Green Sharing B. Brand sharing: Our brand is your brand

Recycled Products, Pacakaging & Shipping Materials

Recyle/recyclable f ocus including the use of recyled materials and the encouragement recycling (e.g., National product drop recycle centers)

1. Reduction in Carbon Footpring 2. Sustainable mindsetting 3. Community involvement 4. Innovation

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PRINTEMPS DU MONDE
The Market
Industry Overview
As growing numbers of consumers shop with a conscience, the rise of ethical consumerism is driving the rapid growth in sales of organic, local, humane, Fair Trade, and eco friendly goods.

Business Plan

"All the retailers are rushing to organic. You can't afford not to. It appeals to the two biggest markets: youth and the baby boomers," said Marshal Cohen, chief retail analyst at NPD Group, a Port Washington, New York, research firm. "It's cool to care today. Five years ago, it was selfindulgence. Now it's selfindulgence with concern."

Boosted by the burgeoning $15 billion market for organic food, green products are more popular than ever among consumers in all gender, racial and age categories. The correlation to the organic food market provides some insights into the emerging trends for other natural and organic product markets. Nonfood organic items, such as clothing and sheets, are the second fastestgrowing category of all organic products, with sales jumping to $160 million in 2005 from $85 million in 2003, according to the most recent figures from the Organic Trade Association. Besides using organic cotton, merchants are rolling out garments made from soy, corn, and bamboo. Organic fibers, including cotton, come from farms that use soil without pesticides and chemical fertilizers, and meet all U.S. Department of Agriculture regulations for organic farming, said Holly Givens of the Organic Trade Association. Consumers whose purchase decisions are driven primarily by their lifestyle and values are categorized as LOHAS (Lifestyles of Health and Sustainability) customers. By 2005, 63 million Americansor 30 percent of the adult populationwere part of the LOHAS market, according to the Natural Marketing Institute, a market research firm specializing in defining the LOHAS customer and quantifying this $230 billion segment. The LOHAS market is comprised of five sectors: (1) Sustainable Economy (green buildings, renewable energy, socially responsible investing); (2) Healthy Living (natural and organic food, nutritional supplements and personal care); (3) Alternative Healthcare (wellness, complementary and alternative care [e.g., homeopathy]); (4) Personal Development (mind, body, spirit products and services from CDs to seminars) and (5) Ecological Lifestyles (ecological or recycled products, ecotourism and travel). The sustainable economy sector represents a $76.5 billion market; alternative medicine, a $31 billion market in the United States. The healthy lifestyle segment accounts for a US market size of $30 billion, and the personal development sector reportedly posts sales of more than $10 billion annually. The ecological lifestyles component, alone, is attributed nearly $82 billion of the total LOHAS market. Freelance writer Brian Holland, in his article for Southface Journal, in 2004, offered a poignant description of the LOHAS consumer, its market, and the impact of the industry overall.

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PRINTEMPS DU MONDE

Business Plan

A new breed of shopper is walking the streets and the strip malls of America. You probably work with them, or even sleep under the same roof with them, but you may not know of their habits at the store. They are poised to transform the way companies do business. They should be considered armed with both cash and a conscience and they may be dangerous to companies that don't recognize them. This character is known in the marketing world as the LOHAS consumer. The LOHAS consumer leads a "Lifestyle of Health and Sustainability," and their buying choices reflect this lifestyle. The defining characteristic of this set of people is their preference for products that are better for the environment, society and personal health. The LOHAS marketplace includes a range of products, from basic consumer goods like organic foods and natural cleaning products, to pricey services like ecotourism expeditions and even socially responsible investments. No matter the product, LOHAS consumers base their buying choices on their social and environmental values. The field of marketing is replete with classifications for different subsets of people, or in marketing lingo, "market segments," but usually these categories are based on demographic characteristics such as age, race or income. The drawback of this sort of profiling is that demographic generalizations are often not very accurate. Moreover, offensive stereotypes can arise in market segmentation, as in one notorious classification system identifying groups like the wealthy "blueblood estates" or the povertystricken "downtown, Dixiestyle" consumers. The LOHAS consumer segment is different. It is based not on background and circumstance, but instead on the consumer's expressed belief that the values of health and sustainability should guide market behavior. The LOHAS market transcends age, race, gender and other traditional categorizations. Representing over 68 million people, or onethird of the American population, the LOHAS consumer segment is large and growing larger. According to the Natural Marketing Institute, which conducted the 2003 survey that produced these numbers, the LOHAS group expanded its ranks by 7 percent over 2002. That is an increase of approximately 4 million LOHAS consumers in just one year. It is the kind of increase that businesses notice. In 2003, LOHAS consumers spent nearly $230 billion on goods and services that improve health, social conditions and the environment. Beyond Boycotts The idea of conscious consumption is not a new one. The recognition that consumers have tremendous collective power to effect change has been a fundamental component of the environmental movement for decades. One significant shift occurring now is that consumer sentiment is reaching a tipping point, and business is responding. Another shift is the proactive nature of the LOHAS market. The movement is not about boycotting the worst of the pack, the flagrant polluters and exploiters of the global economy, as in the consumer movements of the past. Instead, it seeks to reward companies that are developing a new model for corporate responsibility. Understandably, many businesses

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want a piece of the expanding LOHAS market, and some are reforming their business practices to begin meeting the demands of the conscious consumer. For a business wanting to get in on the action, the question is: what do these LOHAS consumers hold so dear, that they are willing to even pay a premium to attain? In Search of Sustainability "Health and sustainability" are the hallmarks of LOHAS, and they are interrelated but distinct concerns. The LOHAS consumer values personal health and development, a fairly straightforward concept that businesses are effectively addressing. The LOHAS consumer's desire for a sustainable product is more difficult to understand and satisfy. Sustainability was originally conceived in the 1970s by ecologists seeking to better understand the world's environmental predicament, and only recently has the term "sustainability" become part of the popular lexicon. The definition of sustainability varies widely depending on who is using the word, but perhaps the most credible definition came from the Brundtland Commission's report Our Common Future, which popularized sustainability in the late 1980s. Sustainable development "meets the needs of the present generation without compromising the ability of future generations to meet their needs." Clearly this definition goes beyond a strict environmental formulation. The LOHAS consumer wants to see a fundamental change in the way society operates. Bound up in this conception of sustainability is not only environmental protection, but the question of human needs, of economy and equity. The LOHAS consumer views sustainability as a holistic concept, encompassing environmental, social and economic concerns and their interactions in a whole system. Businesses that seek to operate sustainably and enter the $230 billion LOHAS marketplace must expand the horizon of their traditional concerns. The most innovative businesses are going beyond the typical financial bottom line to address the "triple bottom line" of economy, environment and society. The triple bottom line acknowledges costs that were not traditionally included in the balance books, such as employee health, water pollution or impact on local communities. While in the past firms were held accountable solely by economicallymotivated shareholders, the sustainable firm is now encouraging the participation of all stakeholders, including employees, consumers and community members, to ensure that the triple bottom line is being adequately addressed. These strides in the search for sustainability are welcomed by LOHAS consumers. In a 2002 survey of consumers, the Natural Marketing Institute found that LOHAS consumers are often willing to pay a twenty percent premium for more sustainable products. The LOHAS market is increasingly lucrative, and businesses may take advantage of "new merchandising mixes, the chance to increase basket and sale size, differentiation in the

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natural products channel, and potential for increased incremental sales opportunities," according to Frank Lampe, editor of the LOHAS Journal. The first, and most difficult, step for a company to begin harnessing the LOHAS market is to implement changes that result in a more sustainable operation. The next step is letting LOHAS consumers know about those changes through targeted marketing campaigns. In a recent article, Lampe advises companies on marketing strategies to reach the LOHAS consumer. He emphasizes quality and authenticity, the antitheses of the outgoing mass production model, and encourages companies to highlight social and environmental responsibility. And importantly, Lampe recommends, recognize that the LOHAS consumer is averse to consumerism and materialism and is generally suspicious of flashy corporate marketing. This is salient warning at a time when consumers are becoming more savvy at identifying greenwash. "Greenwash" is a term for environmentallythemed marketing of products and companies that are in fact contributing to environmental degradation. It results when companies skip the first step into the LOHAS marketplace becoming a more sustainable operation and instead start with the second step the marketing of sustainability. Examples of greenwash abound in a number of industries and documentation of misleading environmental marketing is widely available. No fingers will be pointed here, but suffice it to say, greenwashing is a common practice that threatens the capacity of the LOHAS marketplace to deliver better environmental performance. When conventional companies claim to be more sustainable, LOHAS consumers become less certain that their buying habits will really make a difference, and the innovative firms pursuing sustainability are robbed of their due distinction. The uncertainty surrounding greenwash can be partially alleviated by strict verification standards, which are already found in several industries. Sustainability certifications are a way to verify that companies are backing their words with action. The best of these standards provide clear, objective, and consensusbased guidelines that are administered by an independent organization. Certifications are in place for sustainable agriculture and forestry, for sustainable homes and workplaces, and for "Fair Trade" companies that use, but don't abuse, the global economy. In conclusion, competitive businesses should be aware: the LOHAS market is growing fast, and participation will require systemic changes in business practices. LOHAS consumers won't settle for low prices they want to change the world.

Market Trends
Consumer awareness, fostered through the organic foods movement and other health and environmental concerns, is creating a heightened sensitivity to all dimensions of ethical production. Companies that can create transparent, consistent and substantive sustainability

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and social responsibility initiatives are best positioned to capture the LOHAS consumer as well as build loyalty among the varying shades of green and mainstream consumers. According The NPD Group, Inc., leading provider of consumer and retail information, 2007 dollar volume sales in the U.S. apparel market were $195.6 billion, up 3% over the prior year. In womens apparel, most notable are sales of dresses. In particular, womens apparel reached $103 billion in 2007. Although the overall womens segment grew only 1%, specific categories grew substantially, including unprecedented 44% growth in the dress category. According to a recent press release from the NPD Group, current activity in the womens apparel segment is driven by consumer preference for style and comfort combined. Women updated their wardrobes and showed a propensity towards style and comfort. Accessories provided a great way for women to update their look. Women also pampered themselves with cozy pajamas and robes and other selfcare products that went beyond apparel, said NPD chief industry analyst, Marshal Cohen. Big investments were made in the womens jean sector. In 2005, womens jeans were $7.6 billion, up nearly 10 percent in sales. Womens premium jeans (jeans priced over $100) accounted for 18 percent of denim sales in U.S. department stores, up from 12 percent in 2004. Women needed something to wear with their jeans and so, they shelled out over $10 billion on tshirts, posting a 10 percent spurt last year. Last year was a clear indication of where the consumer is heading for 2006. Todays consumer enjoys splurging on higherend products now and then, but their quest for value still remains, said Cohen.

As a sub sector of the apparel market, lingerie or innerwear is a $9.6 billion industry in the United States annually, with the highest consumption of fashionable, tasteful lingerie reported among women in committed relationships, as well as by single women, either never married, or recently divorced. According to the NPD Groups report Innerwear as Outerwear, 54% of teen girls between the ages of 13 and 19, and over 42% of women, aged 20 and older, indicate purchases of pajamas/lounging pants in the past year. While the majority of women were such purchases as intended sleepwear, a rising trend to wear pajamas and other loungewear as part of normal attire in which 33% of teen girls and 29% of women age 18 to 24 participate.

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While about 85% of retail sales of organic fiber products are credited to apparel, according to the Organic Trade Association and Organic Exchange, dollar volume in the home textiles segment have shown yeartoyear doubledigit increases, and trade groups foresee continuing strong growth at least through 2010. An increasingly diverse product mix in ecofriendly home textiles should serve to heighten awareness and distribution.

Target Market
Though direct sales are made to wholesale buyers, the style, manufacture, and the end consumer of its products dictates market considerations that the Company must address. For Printemps du Monde, the most practical segmentation of the market is based solely on buying patterns. Retail Buyers: Buyers identify and purchase product lines based on personal care product industry projections and current trends of popularity. Buyers attempt to characterize the product interests and key selling points of the shared target consumer in making purchase decisions. The individual buyer may represent one or several channels including specialty department stores, etailers, and luxury catalog companies. Consumers: The traditional organic consumers are usually those who purchase organic products as part of their beliefs and lifestyle. As the niche market expands, other consumer segments are drawn to the value of natural and organic products, including aging baby boomers, university students, and others who perceive organic products as an ethical or chic alternative to conventional goods. Individuals who purchase organic and natural products are not that different from populations on the whole, transecting all demographics.

DARK GREEN (+/- 5%) - They are highly invested in green living
and spend most of their time and money concerned with sustainable living. They only purchase green apparel & home f urnishings. They are not concerned with the aesthetic rather the content.

MEDIUM GREEN (+/- 20%) They are f ocused on hearth and


home and are early innovators in the green movement. They are less likely to buy green apparel & home f urnishings that do not have contemporary style.

GREEN (+/- 40%) - They have emerged f rom their work haze with a
passion to reconnect with the outside world. They are hungry f or green inf ormation and green products. They are not likely to buy green apparel & home f urnishings that do not have contemporary style.

LIGHT GREEN (+/- 35%) They are accustomed to living at a high level of luxury and are laggards to the green. Highly brand conscious they will not compromise style, f ashion & quality. This customer is more likely to purchase green by way of it being a hot trend.

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PRINTEMPS DU MONDE

Business Plan

Through its online retail and wholesale distribution strategy, Printemps du Monde, is not limited to the geographic territory surrounding its USbase of operations. Similarly, the ultimate consumer represents a crosssection of populations, and is not limited to the United States. The Company can further its international awareness, leveraging its sourcing and manufacturing base in Western Europe, through its marketing strategies and web presence to develop affinity and loyalty, not only with the wholesale trade but also with the crucial consumer segment.

Market Size
Printemps du Monde, LLC will attract customers in both the consumer and business segments of its target markets. Buyers in the business segment represent the retail clothing industry as well as specialty stores with multiple merchandise lines. Additionally, buyers may also represent catalog and other nonstore channel retailers, such as ecommerce retailers. The US retail clothing industry includes about 40,000 companies that operate 90,000 stores with combined annual revenue of $130 billion. The industry is heavily concentrated with the 50 largest companies operating 30,000 stores and account for 65 percent of industry revenue. Most companies operate a single store. An average store has $2 million in annual revenue. Some 400,000 specialty retail stores operate in the US, with combined annual sales of about $350 billion. The market consists of shoes and clothing ($125 billion); electronics and appliances ($85 billion); jewelry ($25 billion); sporting goods ($25 billion); books ($15 billion); toys, music, luggage, and pet supplies. The typical specialty retailer operates a single store, with annual revenue under $1 million.

Competitive Environment
The competitive landscape for designers, wholesalers, and manufacturers of apparel in the designer category is vast and intensely fragmented. However, hip, highend apparel made of unique, environmentallyfriendly fabrics and processes create a smaller niche with more specific direct competition. Although Printemps du Monde, with its Fte and Repose labels, initially competes for share of womens wardrobes, it has fewer direct competitors operating in the specific niche of organic materials, technologicallyenabled textiles, and brand positioning. Independent designers and manufacturers specializing in the designer wear category comprise the most significant competitive element for Printemps du Monde. Many of these firms also utilize outsourced manufacturing to reduce costs and maintain price competitiveness with their designs. With similar business models, green designers focus on building awareness among buyers and consumers, while targeting buyers from boutiques and other channels to achieve widespread distribution and high volume sales.

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Printemps du Monde

The following is a list of core competitors, with information from corporate and other financial profiling web sites: Gaiam Gaiam, Inc., together with its subsidiaries, operates as a lifestyle media company in the United States, Canada, Japan, and the United Kingdom. The company engages in developing, producing, and licensing information and programs to customers focusing on personal development, wellness, spirituality, ecological lifestyles, media, and conscious community markets. It also develops children's programs, as well as develops and markets music and audio CDs, and publishes printed content. Gaiam primarily serves national retailers, corporate accounts, and the media markets. It also conducts direct to consumer business through catalogs, Internet, retailers, direct response television, electronic downloads, broadband, subscription systems, and communities, as well as international licensing. The company was founded in 1988 and is headquartered in Broomfield, Colorado. Originally a catalogonly business, Gaiam now has products in retail channels globally in Target Stores, Borders Books, and Whole Foods Market, and is growing a strong e commerce sales channel as well. Gaiam catalogs include: Harmony (environmentally friendly home and lifestyle products), Living Arts (fitness, wellness and personal

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development), Real Goods (solar living products), and Explorations (consciousness and spirituality related media). Loomstate Launched in New York City in 2004 by designer Rogan Gregory and Scott Hahn, Loomstate was founded as a casual brand dedicated to creating demand for certified organic cotton using socially and environmentally responsible methods of production. Loomstate Men's and Women's collections are inspired by the roots of classic American casual style born of the positivity and activism of youth subcultures over the past 40 years. Beginning with the design process in its New York studio, Loomstate directly manages all stages of manufacturing, from the fabric mills, to the cut & sew facilities and finally the laundries to ensure all partners are participating in responsible manufacturing processes. Loomstate works with factories representing the "Gold Standard" or model of excellence of responsible production methods. All Loomstate factory partners are required to adhere to a code of conduct and Terms of Engagement in our company manufacturing agreement. These factories must use the highest environmental and labor standards, controlling factory pollution, and enforcing fair labor as the cornerstone of the effort. Loomstate is fully committed to organic farming, which is a form of agriculture which avoids or largely excludes the use of synthetic fertilizers and pesticides, plant growth regulators, and livestock feed additives. Organic cultivation requires managing and preserving the sensitive ecosystem as opposed to stripping the land of its resources as conventional farming does. Loomstate uses 100% certified organic cotton from various regions of the world such as Turkey, Peru, Africa, India and the USA. Toggery by Kate DArcy With her Toggery collection, 26yearold designer Kate D'Arcy melds sleek vintage inspired silhouettes with a relaxed versatility that makes her pieces look novel yet timeless. Made from 100 percent organic cotton and bamboo fibers, Toggery comes with flat, bold colors that provide subdued, unfussy backdrops for moreintricate accessories or experiments in layering. Pricing ranges from $30 to $100. Toggery uses organic cotton and sustainable dyes, with all fabric made, dyed and sewn in the state of Pennsylvania. Edun EDUN Apparel Ltd is he Dublin, Irelandbased company founded by rock star and humanitarian Bono and his wife, Ali Hewson, in 2005 to help increase trade and sustainable employment in developing countries and create a business model that others could use. Rogan Gregory of Loomstate is a cofounder of EDUN.
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EDUN labels itself as a "socially conscious clothing company" which exists to assist in increasing employment and trade for developing regions, especially SubSaharan Africa. The Edun label is the company's highend collection of men's and women's clothing sold in stores such as Nordstrom and Barneys New York. The clothing is made in developing countries from organic materials grown in those countries. The edun Live subbrand consists of a line of blank cotton Tshirts manufactured in Africa from materials grown there and is aimed at a wider market through higher volume, businessto business sales. Additionally, the company supports edun Live on Campus, a pilot program started at Miami University in Oxford, Ohio. The business model is still being refined, but it consists of the sale by a studentrun organization of blank edun Live Tshirts that can be screenprinted with custom designs for sale to campus organizations and other groups. Frei Frei is a Chicagobased ecofriendly line from designer Annie Novotny. Frei uses sustainable fabrics (hemp and bamboo woven into wool), vegetablebased dyes, and recycled materials. The garment tags are made with old office paper. Ecoganik Ecoganik is a California based fashion designer manufacturer and is an active member of the Organic Trade Association, the OTA Fiber Council Committee and Coop America Business Network. The organic fibers used for Ecoganik are free of harmful pesticides and chemicals. The ecofriendly natural and recycled fabrics used for the line include organic cotton, tencel, hemp, organic indigo denim, silk, organic wool, and ecofleece. The colored organic fabric is finished with low impact dyes which are free of metal and mordant substances. Such dyeing process protects the earth from wastage of water and electricity, and eliminates toxic discharge runoff into the waste stream during the dyeing process. Ciel Ciel, a carbon neutral UKbased fashion company, is a womens wear label of designer Sarah Ratty that unites intelligent ecodesign with socially conscious production methods. Ciel use a wide range of supersoft certified organic cottons from Turkey along with finest quality Peruvian organic and color grown cotton for the lingerie line. The tshirt range is also in organic cotton and bamboo and printed using phthalate free prints. The woven separates are produced in a variety of bamboo and hemp or silk blends along with oekotex 100% certified fabrics, recycled postmanufactured textile industrial waste and utilizing 100% azofree dyes.

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Linda Loudermilk

Business Plan

Linda Loudermilk is the pioneer of stylish ecofriendly fashions and has been credited with the introduction of luxury ecofriendly clothing. Her collections are manufactured from 100% organic fabrics made from self sustaining and exotic plants like soya, sea cell, sasawashi and bamboo. Linda Loudermilks ecofriendly clothing line definitely reflects her companys endeavor through the EcoLuxury Stamp of Approval. This stamp has been specifically created by Loudermilk for the purpose of accreditation process that reviews the company in detail with regards to the product, manufacture, labor practices, energy usage and environmental impacts along with the luxury quotient and aesthetic design of the product. The companies manufacturing environment friendly fashion products can apply for this esteemed accreditation from the Linda Loudermilk Corporation. Linda has also made use of Eco Spun material that is made from the recycled plastic bottles and spun with organic cotton.

Competitive Advantage
Printemps du Monde is a comprehensive green design, technology development, and production firm, applying its innovative uses of exclusive organic textiles and batch dying processes to indemand markets. The Company has devised a market approach that positions Printemps du Monde above its direct competition to combine the lucrative sectors of textile technology and the LOHAS consumer lifestyle together. Leveraging its sustainable business practices and truly ecologicallyminded operating philosophy, Printemps du Monde is more than an apparel and accessory brand or a technology company but a true lifestyle company for the green consumer, reaching the vast audience of the coveted 30+ year old female consumer on an aggregate level with highquality of a high aesthetic that can be used in every aspect of daily living. Printemps du Monde emphasizes these core competencies: 9 First mover advantage in integrating couture quality design with ecofashion lifestyle sensibilities, keeping the product collections and future introductions relevant and on the pulse of European and green trends. 9 Leadership position in innovative ecofriendly processing technologies including using proprietary materials and organic batch dying methods that are exclusive to the Printemps du Monde brand and its labels. 9 Priority access to finest quality organic cotton, textiles, and other raw materials to consistently deliver at least 94% organic or recycled fibers in each and every product.

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9 Clearly defined market niche allowing for unambiguous understanding of product offering and a targeted marketing campaign. 9 Experienced management team includes expertise in environmental sciences, organic products, finance, technology development, and green consumer audiences. 9 Unparalleled commitment to the level of green production quality, dedication to human capital and workforce resources, and strict adherence to surpassing international and North American regulations for environmentally sound production process and exceptional working conditions.

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Growth Strategy
Strategic Initiatives

Business Plan

Printemps du Monde, LLC has clearly outlined the overarching, longterm goals to achieve significant financial growth and stability, to garner and fortify a viable share of market, and to gain topofmind presence and loyalty as a renowned, green product innovator in all industries in which it applies its textile technology, beginning with its US apparel and accessory market launch. The foremost goals are to: 9 Engage in active energy efficiency programs which minimize the use of non renewable fuels, including use of energyefficient facilities and shipping partners to reduce emissions. 9 Continually strive for a carbon neutral footprint. 9 Hold to product development and production procedures that maximize eco efficiency to ensure environmental certification adherence and market credibility. 9 Build a strong brand name with the consumer as a preferred brand providing unique, aestheticallyappealing, and trendsetting green products for consumers seeking highquality options that fit their lifestyle commitment. 9 Source products and services that are created by local suppliers to foster true fair trade opportunities and build accountability into partner relationships. 9 Operate with consistently socially and morally responsible employer practices to ensure personal accountability filters through employee ranks and results in predictable, conscientious business outcomes. 9 Develop and launch complimentary products and lines that extend the brand beyond the apparel and accessory market segment, with phased entry into the green home furnishings and personal care markets.

Value Proposition
Printemps du Monde will leverage its value proposition and competitive edge to establish a strong market presence as the foremost provider at the intersection where organic materials and green processes join with technological innovation. With its premiere application in the apparel and accessory sector, Printemps du Monde marries couture with ecofashion, combining beautifully fitted form with yearround function in environmentallyresponsible fabrics of unrivaled quality and design. By focusing on the quality of the design and textile technology manufacturing process to create versatile, trendy collections, and then approaching the market aggressively through multiple channels, the Company will execute its strategies to achieve market dominance and rapidly progress toward its longterm objectives.

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Marketing Strategy

Business Plan

Management is developing a multipronged approach to reach its target market through a combination of online and offline programs that will drive traffic to all retail channels. Management intends to commit to a substantial marketing and advertising budget as it transitions to a more fluid sales and distribution model, and to increase awareness through high profile product placement and public relations vehicles. The key strategies are highlighted below. Moderate to HighEnd Competitive Pricing Creative Participation in Green Living and EcoFashion Events Sales Representation to Reach Buyers and Showrooms Comprehensive Online Marketing Cooperative Promotions and Advertising with Key Partners (Ecotourism providers, Organic vintners, Hybrid automobile manufacturers) Guerilla Marketing Directed at Retail Buyers and Consumers Effective Public Relations, Including Editorial Coverage Direct Mail Marketing (Online and Print Catalogs, etc.) Consumer Loyalty Building Programs Look Book & Line Sheet Development Trade Industry Advertising Special Promotions Merchandising Material Client Satisfaction & Service Networking within Industry & Cultivation of Relationships with Key Promoters and Analysts

Distribution Strategy The product collection of Printemps du Monde is currently distributed by retailers in Ohio, Michigan, and Illinois. The current strategy seeks to expand nationwide in the United States through outside sales representation based on East and West Coasts to gain a continually increasing presence in specialty ecofashion boutiques, department stores, etailers, green and LOHAS consumeroriented catalog retailers, and other specialty retailers. Inhouse sales representatives will engage in Phase II of the marketing effort which targets the consumer audience once the retail presence is wellestablished. Additionally, Printemps du Monde is distributed internationally and will continue its expansion in the Pacific Rim and Western Europe.

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Online Marketing Strategy

Business Plan

The website at www.Printemps du Monde.com is primarily used as a tool to promote and sell the line to consumers, while functioning as a costeffective method of distributing information about the product line and enabling product ordering for consumers, as well as retailers. The site will also provide information about new and upcoming designs and product availability, providing images of the items within each new product introduction. As a publicly accessible domain, the web site features information relevant to the ultimate consumer, including store locations of retailers and size and fragrance specifications. Additionally, the site will future a blog and podcasts to keep consumers actively informed and participating in the brand and labels with each holiday season when Printemps du Monde invites its online audience of loyal customers to collaborate directly with the designers on new styles and product lines in an open, online dialogue. The marketing strategy for the website is uncomplicated. The site will be listed with all major, global search engines, social and environmental networking sites, and numerous industry directories expressly for organic and green products. The domain name will also be promoted through trade advertising, consumer advertising, and all label and corporate identity material. The integrated Internet marketing program will include payperclick advertising, site sponsorships, directory listings, and reciprocal links and cobranding opportunities with relevant web sites and channel partners. The programs will be reevaluated periodically to determine efficacy and potential need for repositioning. Public Relations Strategy Printemps du Monde, LLC will develop a highly successful relationship with the public relations firm that combines pull strategies using consumerdirected vehicles, as well as a push approach to reach the retail trade. Ultimately, the strategy to be executed by the firm will obtain substantial editorial coverage of the product collection, with features in print media outlets to develop longterm brand building while also supporting shortterm promotions aligned with seasonal industry activity. Through its PRdriven product placement efforts, Printemps du Monde also seeks to promote its socially conscious philosophy in personalized testimonials and endorsements. Additionally, continued public relations efforts will pursue national television media attention with a focus on the environmental and feminized workplace created by Printemps du Monde. Pricing Strategy & Positioning The principals have developed a baseline pricing scheme to distinguish its labels and brands and maintain the designer orientation and customer perception, while still presenting attractive margins to retailers. The pieces range, at retail, from $40 to $350, in the contemporary Repose homewear line of organic cotton, silk, organza, and blends. The Fte line of couture casuals and

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evening wear in organic cashmere, silk, and wools, and reclaimed and recycled silks, among other materials, range in price from $85 to $1,000.

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Management & Personnel

Business Plan

Printemps du Monde will gradually develop its organizational structure with the addition of key personnel instrumental to the success of the business. Effective execution of prescribed strategies rests in finding ideal candidates to fill key, toplevel management professionals and direct specific functional areas of the business. Clear definitions for the critical executive positions, held by the principals, have been outlined, as have the organization reporting hierarchy and competitive salary and compensation models.

Management
Printemps du Monde, LLC is managed by its founders who comprise the core management team for design operations and financial administration. Each executive brings a wealth of experience spanning the gamut of essential skills, from entrepreneurship and successful business management, to functional specialization within the textile technology development and green marketing segments. The management team will share all duties and responsibilities of strategic and daily operations with the addition of professional for key functional roles within the organization. As the business develops, management will continue to aggressively pursue ideal candidates for the needed roles and responsibilities of other staff, while effectively utilizing external resources as contract employees to support the business. Once established, the senior management team will determine the necessary size and composition of any additional workforce segments. The current management team is as follows: Lily Debiteur President & Chief Executive Officer Gabrielle Argent Finance Manager TBD US Operations Manager TBD US Marketing & Sales Manager TBD Internet Sales Manager Management Profiles CEO & President of Printemps du Monde, LLC <Bios> Finance Manager <Bios>

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Personnel Plan

Business Plan

Current plans for staff, as outlined below with anticipated salaries and wages, fill the essential positions to ensure all functions related to design, technology implementation, product development, manufacturing, fulfillment, sales, and administrative management are effectively addressed. In addition to m, Printemps du Monde currently employs six other key staff members including two developers (one in Italy and one in Switzerland), a pattern maker, a design production manager, shipping and customer service manager, and a sales support representative. The personnel plan combines permanent employment status with contract employees in some design, sales, and marketing positions. Printemps du Monde will progressively increase its organizational structure with the addition of both categories of employees to maintain lean administrative operations and ensure coverage of all functions of the business with the most highly skilled professionals.
Payroll Expenses

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2008/2009
Permanent: Chief Executive Officer Operations Director Internet Manager Admin. Assistant

Business Plan

2010
(additional)

2011
(additional)

2012
(additional)

Permanent: Marketing & Sales Mgr. Customer Service Mgr. Contract:

Permanent: Finance Director Marketing & Sales Asst. Accounting Clerk Operations Asst. Contract: 3 Addl Ops Personnel 2 Addl Admin Personnel

Permanent: 3 Addl Ops Personnel 2 Addl Admin Personnel Supply Chain Mgr. Shipping/Dist. Mgr. Mktg. & Sales Asst. II PR/Advertising Mgr. Jr. Finance Analyst Contract: Natl Merchandiser II 2 Addl Ops Personnel 2 Addl Admin Personnel

Contract: Design Production/Pattern Maker Mfg Developer (Italy) Mfg Developer (Switzerland) Marketing & Sales Manager Region 1 Sales Tradeshow Manager Controller

Region 2 Sales Natl Merchandiser I

Management Support
Relationships have been developed with a network of business and professionals in the organic textiles and textile technology markets, as well as experienced consultants to entrepreneurs who provide assistance to Printemps du Monde, LLC as an advisory counsel. Advisory Team L. James Newman, Jr. is an international manufacturing executive with expertise in performance improvement through restructuring, sales growth, cost reduction, partnership creation, and technical and product innovation. He holds a Bachelor of Science in Management Engineering from the University of Vermont and a Masters of Business Administration from the Amos Tuck School of Business Administration at Dartmouth College. Robert Mann is a former Chief Executive Officer of a chain of specialty department stores, bringing more than 30 years of retail experience in the moderate to designer apparel and accessory categories for women. His areas of expertise include merchandising, inventory control, advertising planning, budgeting, sales promotion, and new store development. Calvin Cohen is a financial expert in the apparel manufacturing industry. On the advisory team, he brings a wealth of experience in budgeting and financial analysis,

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financial and cash flow planning, as well as tax accounting and wholesale trade compliance. Mike Hernandez is a merchandising and marketing advisor with extensive management experience in the moderate to highend apparel segment with major US brands. Additionally, his background includes expertise in international trade and in establishing and managing export operations. He holds a Bachelors of Business Administration from St. Marys University in San Antonio, Texas. Larry Tessler is a retail merchandising expert with extensive experience in highend womens apparel, handbags, hosiery, accessories, and lingerie in specialty boutique chains and department stores. Richard Haft is a former Chief Executive Officer and President of Liz Claiborne and previous entrepreneur of a large handbag and belt design house and wholesaler. He is considered one of the pioneers of highend offshore manufacturing in the apparel segment. Representation Additionally, appropriate Swiss and USbased attorneys and accountants are utilized to support the operations of the business, provide continuing financial guidance, and review legal documents. The Company has established relationships with wellqualified professionals and firms who provide services to Printemps du Monde, from financial planning and accounting to intellectual property and product formulation. Key international providers include: Hugo Schauli, Certified Auditor WirtschaftsTreuhand AG, Switzerland Martin Lutz, Legal Counsel Lutz, Brigger, Grundmann, Kuster & Noll, Switzerland Insurer Basler Versicherungen, Switzerland

Representation for United States counterparts will be selected following incorporation.

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Risk Factors

Business Plan

As Printemps du Monde progresses fully into its US launch stage and revenuegenerating activity in 2009, the Company is less susceptible to the risks facing startup enterprises. However, other risks associated with a prominent position in the marketplace are anticipated to arise. The principals have assessed the internal and external threats that present risk to the venture and developed effective, proactive mitigation strategies to address them.

Meeting Growth Projections


The revenue targets outlined within the business plan are realistic and wellreasoned; however, management recognizes that unforeseen market conditions could impact sales activity negatively. Mitigation Strategy In developing the existing cost structure and pricing strategies, the principals have allowed a degree of flexibility to make adjustments in the supply chain, production processes, product design, and market price to accommodate potential risks to margin or net revenue if the pacing of sales activity is slower than anticipated. Maintaining a dynamic organizational structure that fosters employee innovation further enables Printemps du Monde to maximize its internal resources for design, manufacturing, sourcing, and marketing adaptability to market conditions and fluctuations.

Management of Growth
The tremendous potential of the applications of the exclusive materials and innovative textiles in the green consumer marketplace may result in actual performance far exceeding projections which could place strains on the enterprise if not properly managed. Mitigation Strategy Through the process of determining the primary resources in the supply chain, the Company has also developed relationships with alternative manufacturers with comparable capabilities in the segment. Should sales outpace the primary suppliers for any reason, a system of redundancy is in place to ensure orders can be met. Additionally, the Company intends to utilize effective measures and cost controls to monitor orders and inventory to ensure demand remains high but is sustained through solid service of wholesale and direct consumer accounts. With a solid, forwardthinking management team and an organizational culture of mentoring and supporting employee innovation and feedback, the Company is positioned to be highly responsive to market needs while maintaining its philosophical integrity.

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Market Acceptance

Business Plan

With any new product introduction, acceptance in even the most underserved and undersupplied market is integral to the overall success of a brand. Achieving the goals outlined in this plan is based upon partner, retail customer, and end consumer acceptance of Printemps du Monde and its labels in the initial apparel and accessory sectors targeted and in the overall green marketplace. Mitigation Strategy Employing effective and dynamic marketing and public relations campaign will be key to establishing the Printemps du Monde brand and supporting its labels. By consistently providing a quality product that exceeds customer expectations and timely service to retailers, Printemps du Monde will demonstrate the depth of its integrity and commitment, not only to its customers but to its values, as well.

Economic and Resource Availability Downturns


The overall retail sector is unquestionably experiencing difficulty in the United States and globally with rising gas and general costs of goods prices affecting even the most affluent consumers behavior. Printemps du Monde is positioned as a premium company with pricing on the higherend of the spectrum, and relies on raw materials and production processes that are superior in the industry. Mitigation Strategy With its parent company and origination in Switzerland, Printemps du Monde has strong, secure relationships with the firsttomarket Swiss suppliers of organic materials placing it in an enviable firstcome, firstserved position. However, in being a progressive, forwardthinking venture, management will continue to identify and qualify alternative supply options that meet its core requirements. Additionally, Printemps du Monde targets a consumer segment that has a higher level of disposable income that is reserved for purchases that support the lifestyle of health and sustainability. While the consumer segment is not 100% recession proof, their buying behavior focuses on supporting businesses that are committed to their values with less regard for cost savings, resulting in more wellreasoned purchase decisions. Printemps du Mondes current revenue and distribution strategies are based on controlled market penetration in the United States, which affords the Company substantial room to accelerate distribution with additional retail clients and execute its longrange growth in the nearterm if individual store sales are slower due to economic pressures at the consumer level.

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Financial Plan

Business Plan

Management has developed the following financial plan to address the strategic and implementation needs of Printemps du Monde, as summarized in this business plan. Detailed financial forecasts for the coming several years have been created utilizing figures based upon existing and anticipated sales data, the prospect funnel of secured and pending contracts, operating expenses, and marketing campaign estimates. Overall, the ratios for margins, growth, and expenses are in line with general comparative industry business standards. The financial plan and projections represent managements best efforts to forecast continued income and expenses, based on past performance within this business. The $500,000 invested equity amount will support continued R&D efforts, product development and launch, and marketing strategies through the Companys sustained growth.

Income & Expense Statements


The projected profit and loss statement represents the expected performance of Printemps du Monde, LLC during the five years of operations presented in this business plan. Company sales are forecast to increase incrementally year after year, aligned with industry ratios. Net profits are expected to rise steadily as the business matures and the product line becomes increasingly wellestablished in retail environments.
Printemps du Monde Income Statement 2008 2009 2010 2011 2012

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Cash Flow Statement

Business Plan

The Pro Forma Cash Flow forecast illustrates the cash requirements of the Company. A fiveyear forecast is depicted here. Reimbursement of investments and liabilities is depicted here as repayment of borrowings.
Cash Flow Projections 2008 2009 2010 2011 2012

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Balance Sheet

Business Plan

The proposed financial plan of Printemps du Monde, provides excellent financial strength and liquidity. Company operations are designed to minimize of expenses while maximizing existing resources in human and financial capital. The balance sheet in the following table is for the initial five years of operations.

Balance Sheet

2008

2009

2010

2011

2012

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Uses of Proceeds
Funding & Expenses

Business Plan

The Companys launch capital requirements total $500,000 to fund the venture expansion in the United States, execute sales and marketing strategies, and recruit essential staff. The requested investment amount provides a sustainable cash balance to support business operations until specific profitability and sales benchmarks are attained. Please refer to the chart and table below, detailing the distribution of initial funds. Ongoing use of capital includes funding key positions, expanding strategic marketing programs, and supporting partner relationships. Future financing needs will be met through conventional shortterm borrowing programs to support inventory acquisition.
U.S. Start-Up Costs Legal Fees Trademark Fees Incorporation Fees Office Equipment & Software Samples Website Creation Total Start-up expenses 10,000 20,000 5,000 20,000 60,000 30,000 145,000

Capital Expenses
To date, the principals have invested ??? in product research and development, sample production, and advertising and public relations on behalf of the business. Additional samples and equipment costs total $80,000 for the U.S. launch.

Working Capital
The residual working capital from the first round investment of $500,000, totaling $355,000, will support operations providing for the sixmonth period in 2008 of salaries, launch marketing efforts, and operating expenses.

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Plan
Appendices
2008 Income & Expense Statement

Business

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Plan
2009 Income & Expense Statement

Business

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Plan
2010 Income & Expense Statement

Business

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Plan
2011 Income & Expense Statement

Business

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Plan
2012 Income & Expense Statement

Business

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