2bbea20b22
- Network: GL-X3000 Spitz AX (5G+WiFi6), GMKtec G11 (Fedora WS+VyOS+Podman), TP-Link TL-SG208PE (PoE), Marquis cameras, ULTRALOQ, UPS - Removed: MikroTik CRS112, MikroTik wAP ax, ZOSI NVR, AirTag (insurance covers theft) - Added: T-00/network/README.md (full config outline, VLANs, firewall rules, fleet scaling, Jitsi) - Updated: materials.csv with final networking BOM (,041) - Added: supplier-research.html (CiboWares official, Bendix, GFS, Dean Supply) - Added: purchase-pricing.csv (per-unit costs + 600% markup grid) - Updated: business-plan.html (8/hr manager, ,240 PT, local sourcing 75%, high-traffic focus) - Updated: corporate structure (removed Indian food truck) - Kiowa meeting agenda updated (Flagstar/USDA closed, EASSI added)
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388 lines
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<title>Business Plan — The Daily Pour | SnS Hospitality Group LLC</title>
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<body>
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<div class="doc">
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<h1>Business Plan</h1>
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<div class="subtitle">The Daily Pour — Mobile Coffee Trailer</div>
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<div class="meta">
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SnS Hospitality Group LLC | EIN: 42-4288652 | South Bend, Indiana<br>
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Prepared: August 2026 | Contact: samueljamesinc@snsnetworksolutions.net | (601) 613-2249
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</div>
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<h2>1. Executive Summary</h2>
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<p><strong>The Daily Pour</strong> is a mobile drive-through coffee trailer business operating from
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high-traffic parking lots in South Bend, Indiana and the surrounding NW Indiana / Southern Michigan
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region. We serve premium espresso, specialty drinks, drip coffee, teas, and baked goods from a
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fully self-contained, solar-capable trailer — no brick-and-mortar lease, no buildout delay, and
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minimal overhead.</p>
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<div class="highlight">
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<strong>Key Numbers:</strong><br>
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Investment: $50,000 (first trailer, including 3-month reserve)<br>
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Projected annual revenue (per trailer): $249,600<br>
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Projected annual net profit (per trailer): $140,592<br>
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Break-even: Month 2–3 at 100 customers/day<br>
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Growth target: 10 trailers over 5 years
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</div>
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<p>The company is structured for rapid, capital-efficient expansion: each profitable trailer funds
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the next. We target high-traffic locations — busy retail corridors, hospital campuses, university
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perimeters, industrial parks, and underutilized commercial lots where drive-through coffee isn't
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currently served.</p>
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<h2>2. Company Description</h2>
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<table>
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<tr><th>Legal Name</th><td>SnS Hospitality Group LLC</td></tr>
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<tr><th>DBA</th><td>The Daily Pour</td></tr>
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<tr><th>Type</th><td>Multi-Member LLC (Indiana)</td></tr>
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<tr><th>EIN</th><td>42-4288652</td></tr>
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<tr><th>Formation Date</th><td>August 6, 2026</td></tr>
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<tr><th>Parent Company</th><td>SnS Network Solutions Holdings LLC (EIN 42-4099038)</td></tr>
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<tr><th>Principal Office</th><td>759 Boxwood Dr, South Bend, IN 46614</td></tr>
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<tr><th>Ownership</th><td>Samuel S. James (85%) via Holdings LLC + Kiowa Scott (15%)</td></tr>
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<tr><th>Industry</th><td>Mobile Food Service (NAICS 722330)</td></tr>
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</table>
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<h3>Mission Statement</h3>
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<p>SnS Hospitality Group LLC provides high-quality, affordable coffee and specialty beverages through
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a fleet of mobile drive-through trailers deployed in underserved, high-traffic locations across
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Northwest Indiana and Southern Michigan. We create jobs, serve our community, and build sustainable
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wealth through disciplined operations and thoughtful expansion.</p>
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<h3>Vision</h3>
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<p>10 branded coffee trailers operating across NW Indiana and Southern Michigan within 5 years —
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each a neighborhood fixture, each creating local jobs, each profitable within 90 days of launch.</p>
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<h2 class="page-break">3. Products & Services</h2>
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<p>The Daily Pour serves a focused, high-margin menu from a drive-through window:</p>
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<div class="two-col">
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<div>
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<h3>Core Menu</h3>
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<ul>
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<li>Espresso drinks (lattes, cappuccinos, americanos, macchiatos)</li>
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<li>Specialty drinks (mochas, caramel, seasonal flavors)</li>
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<li>Drip coffee (house blend + decaf)</li>
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<li>Iced coffee & cold brew</li>
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<li>Blended frappes & smoothies</li>
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<li>Hot & iced teas (black, green, chai, herbal)</li>
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<li>Matcha lattes</li>
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<li>Hot chocolate</li>
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</ul>
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</div>
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<div>
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<h3>Food & Add-ons</h3>
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<ul>
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<li>Muffins, scones, croissants (local bakery)</li>
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<li>Bagels + cream cheese</li>
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<li>Cookies, banana bread</li>
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<li>Seasonal pastries</li>
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</ul>
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<h3>Key Suppliers</h3>
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<ul>
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<li><strong>Beans:</strong> Bendix Coffee Roasters (local, South Bend)</li>
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<li><strong>Dairy/supplies:</strong> Dean Supply, Stanz Foodservice</li>
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<li><strong>Equipment:</strong> Nuova Simonelli, Eureka</li>
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</ul>
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</div>
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</div>
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<h3>Competitive Advantages</h3>
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<ul>
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<li><strong>Locally sourced:</strong> 75% of our products come from small businesses in the area — coffee beans from Bendix Coffee Roasters (South Bend), baked goods from local bakeries, dairy from regional suppliers. We invest in our community.</li>
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<li><strong>No lease risk:</strong> Trailer = $500-750/mo lot rental vs. $3,000-5,000/mo brick-and-mortar lease</li>
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<li><strong>Mobility:</strong> Underperforming location? Move the trailer. No sunk costs.</li>
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<li><strong>Winter-proof:</strong> Hot drinks = HIGHER demand in cold weather. Drive-through = customers stay warm in their car.</li>
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<li><strong>Low startup vs. traditional coffee shop:</strong> $50K vs. $250K-500K for a storefront</li>
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<li><strong>Scalable:</strong> Duplicate the model — same trailer, same menu, same SOPs — at each new location</li>
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<li><strong>Self-contained:</strong> Generator + battery + solar + water tanks = no utility hookups required</li>
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</ul>
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<h2 class="page-break">4. Market Analysis</h2>
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<h3>Target Market</h3>
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<p>Northwest Indiana and Southern Michigan — primarily St. Joseph County (South Bend, Mishawaka,
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Granger) and LaPorte County. Population served: ~275,000+ in the immediate metro area.</p>
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<h3>Target Customers</h3>
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<ul>
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<li><strong>Morning commuters</strong> (5am–9am) — driving to work, need fast coffee</li>
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<li><strong>Healthcare workers</strong> — hospital shift changes at 5am and 7pm</li>
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<li><strong>Retail/warehouse workers</strong> — industrial parks, factory shift changes</li>
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<li><strong>College students</strong> — Notre Dame, IUSB, Holy Cross, Bethel University</li>
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<li><strong>Weekend shoppers</strong> — Walmart, Meijer, Target parking lots</li>
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<li><strong>Game day crowds</strong> — Notre Dame football (80,000+ per game, 6-7 home games/yr)</li>
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</ul>
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<h3>Industry Overview</h3>
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<p>The U.S. coffee market exceeds $100 billion annually. Specialty coffee represents 60%+ of
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consumption. The mobile coffee segment is growing as consumers prioritize convenience, speed,
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and quality over sit-down experiences. Drive-through represents the highest-growth channel in
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food service.</p>
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<h3>Local Competition</h3>
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<table>
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<tr><th>Competitor</th><th>Type</th><th>Our Advantage</th></tr>
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<tr><td>Starbucks</td><td>Brick-and-mortar drive-through</td><td>We go WHERE they aren't — parking lots, closed businesses, underserved areas</td></tr>
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<tr><td>Dunkin'</td><td>Brick-and-mortar</td><td>Higher quality beans (local roaster), specialty drinks they don't offer</td></tr>
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<tr><td>Local coffee shops</td><td>Sit-down cafes</td><td>We're drive-through only — speed + convenience, different customer</td></tr>
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<tr><td>Gas station coffee</td><td>Self-serve</td><td>Premium quality, handcrafted drinks vs. sitting in a pot for hours</td></tr>
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<tr><td>Other food trucks</td><td>Mobile</td><td>Coffee is year-round; food trucks die in Midwest winter</td></tr>
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</table>
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<h3>Location Strategy</h3>
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<p>We primarily target <strong>high-traffic areas</strong> where drive-through coffee is underserved or nonexistent:</p>
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<ul>
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<li><strong>Retail corridors:</strong> Walmart, Meijer, Target parking lots — thousands of daily shoppers, no specialty coffee on-site</li>
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<li><strong>Hospital/medical campuses:</strong> Staff need coffee at 5am shift change, visitors all day</li>
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<li><strong>University perimeters:</strong> Notre Dame (80,000+ game days), IUSB, Holy Cross, Bethel — student traffic</li>
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<li><strong>Industrial parks:</strong> Factory shift changes at 5am, 3pm — captive audience with no options nearby</li>
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<li><strong>Major intersections/corridors:</strong> US-31, US-20, I-94 — commuter traffic</li>
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<li><strong>Gas station lots:</strong> High volume, existing customer flow, quick in-and-out culture</li>
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<li><strong>Underutilized commercial lots:</strong> Closed businesses, vacant restaurants — owners earning $0 welcome our $500-750/mo rent</li>
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<li><strong>Enterprise Zones:</strong> State tax credits for operating in designated areas (bonus, not a requirement)</li>
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</ul>
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<h2 class="page-break">5. Management Team</h2>
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<table>
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<tr><th>Name</th><th>Role</th><th>Responsibilities</th></tr>
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<tr>
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<td><strong>Samuel S. James</strong><br>Managing Member (85%)</td>
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<td>CEO / Capital & Strategy</td>
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<td>Capital investment, funding applications, bank accounts, expansion timing, technology/network infrastructure, final authority on major decisions</td>
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</tr>
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<tr>
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<td><strong>Kiowa Scott</strong><br>Member (15%)</td>
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<td>Operations Director</td>
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<td>Compliance & permits, site selection & lot negotiations, SOPs development, grant sourcing, growth planning, recruiting Location Managers</td>
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</tr>
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<tr>
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<td><strong>TBD</strong><br>(Hiring)</td>
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<td>Location Manager (T00-DRIP)</td>
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<td>Day-to-day trailer operations, opening/closing, scheduling staff, supply ordering, customer service, quality control</td>
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</tr>
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</table>
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<h3>Owner Background</h3>
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<p><strong>Samuel S. James</strong> brings 10+ years of technology infrastructure experience (network
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engineering, system design, project management) with a strong background in operations, logistics,
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and scalable systems. He holds certifications in networking (CCENT, Cisco Specialist) and cloud
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infrastructure (AWS Cloud Practitioner). His technology expertise enables fully self-contained,
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remotely monitored trailer operations with enterprise-grade security and POS systems.</p>
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<p><strong>Kiowa Scott</strong> brings operational management experience with a focus on compliance,
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location scouting, and building repeatable business systems. Her equity vests over 12 months of
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active service, aligning her incentives with the company's long-term success.</p>
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<h3>Organizational Structure</h3>
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<div class="highlight">
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<strong>Per-trailer model:</strong> Each trailer is run by an empowered Location Manager who handles
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all day-to-day operations independently. Sam and Kiowa handle escalations, expansion strategy,
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and business development — NOT daily operations. This structure scales to 10+ locations without
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founder burnout.
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</div>
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<h2 class="page-break">6. Financial Projections</h2>
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<h3>Startup Costs — Trailer #1 (T00-DRIP)</h3>
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<table>
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<tr><th>Category</th><th>Amount</th></tr>
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<tr><td>Enclosed cargo trailer (8×14-16, used)</td><td>$7,500</td></tr>
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<tr><td>Interior buildout (electrical, plumbing, counters, window)</td><td>$10,000</td></tr>
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<tr><td>Espresso machine (Nuova Simonelli Appia Life 2-Group)</td><td>$9,000</td></tr>
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<tr><td>Grinder (Eureka Atom 75)</td><td>$2,000</td></tr>
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<tr><td>Kitchen equipment (blenders, fridge, freezer, ice maker, microwave)</td><td>$1,760</td></tr>
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<tr><td>Water system (tanks, pump, heater, sinks, plumbing)</td><td>$1,640</td></tr>
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<tr><td>Power system (generator, battery, inverter, solar-ready)</td><td>$3,520</td></tr>
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<tr><td>Climate (48V DC mini split heat pump)</td><td>$1,200</td></tr>
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<tr><td>Networking & security (cameras, NVR, switch, modem, UPS)</td><td>$760</td></tr>
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<tr><td>POS & payment (Square Terminal, iPad, cash drawer)</td><td>$879</td></tr>
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<tr><td>Signage & exterior (menu board, vinyl wrap, A-frame sign)</td><td>$2,860</td></tr>
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<tr><td>Initial supplies (beans, milk, cups, syrups)</td><td>$1,050</td></tr>
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<tr><td>Permits & insurance</td><td>$2,300</td></tr>
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<tr><td><strong>Subtotal (equipment + buildout)</strong></td><td><strong>~$44,469</strong></td></tr>
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<tr><td>3-month operating reserve</td><td>$5,531</td></tr>
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<tr><td><strong>Total Startup Investment</strong></td><td><strong>$50,000</strong></td></tr>
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</table>
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<h3>Monthly Operating Costs</h3>
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<table>
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<tr><th>Item</th><th>Monthly</th><th>Annual</th></tr>
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<tr><td>Location Manager salary (FT, loaded)</td><td>$2,880</td><td>$34,560</td></tr>
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<tr><td>Part-time staff</td><td>$2,240</td><td>$26,880</td></tr>
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<tr><td>Lot lease</td><td>$750</td><td>$9,000</td></tr>
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<tr><td>Supplies (beans, milk, cups, syrups — 15% of revenue)</td><td>$3,120</td><td>$37,440</td></tr>
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<tr><td>Insurance (GL + workers comp)</td><td>$330</td><td>$3,960</td></tr>
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<tr><td>Fuel/propane</td><td>$130</td><td>$1,560</td></tr>
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<tr><td>Water + waste (pump-outs)</td><td>$200</td><td>$2,400</td></tr>
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<tr><td>Cellular data plan</td><td>$75</td><td>$900</td></tr>
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<tr><td>Square processing fees (2.7%)</td><td>$560</td><td>$6,720</td></tr>
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<tr><td>Misc/repairs</td><td>$300</td><td>$3,600</td></tr>
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<tr><td><strong>Total Monthly Operating Cost</strong></td><td><strong>$10,585</strong></td><td><strong>$127,020</strong></td></tr>
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</table>
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<h3>Revenue Projections (Per Trailer)</h3>
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<table>
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<tr><th>Scenario</th><th>Customers/Day</th><th>Avg Ticket</th><th>Monthly Revenue</th><th>Annual Revenue</th></tr>
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<tr><td>Conservative</td><td>80</td><td>$8</td><td>$16,640</td><td>$199,680</td></tr>
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<tr><td><strong>Target</strong></td><td><strong>100</strong></td><td><strong>$8</strong></td><td><strong>$20,800</strong></td><td><strong>$249,600</strong></td></tr>
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<tr><td>Above Average</td><td>120</td><td>$8</td><td>$24,960</td><td>$299,520</td></tr>
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<tr><td>Strong</td><td>150</td><td>$8</td><td>$31,200</td><td>$374,400</td></tr>
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</table>
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<h3>Profitability (Per Trailer, Target Scenario)</h3>
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<table>
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<tr><th>Metric</th><th>Monthly</th><th>Annual</th></tr>
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<tr><td>Revenue</td><td>$20,800</td><td>$249,600</td></tr>
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<tr><td>Total costs</td><td>$10,585</td><td>$127,020</td></tr>
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<tr><td><strong>Net Profit</strong></td><td><strong>$10,215</strong></td><td><strong>$122,580</strong></td></tr>
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<tr><td>Profit margin</td><td colspan="2">49.1%</td></tr>
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<tr><td>Break-even (customers/day)</td><td colspan="2">~51 customers/day</td></tr>
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<tr><td>Payback period (initial $50K)</td><td colspan="2">~5 months</td></tr>
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</table>
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<h3>5-Year Growth Projection (Fleet)</h3>
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<table>
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<tr><th>Year</th><th>Trailers</th><th>Annual Revenue</th><th>Annual Profit</th><th>Cumulative Investment</th></tr>
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<tr><td>Year 1</td><td>1–2</td><td>$249,600–499,200</td><td>$126,228–252,456</td><td>$50,000–85,000</td></tr>
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<tr><td>Year 2</td><td>4–5</td><td>$998,400–1,248,000</td><td>$504,912–631,140</td><td>$155,000–190,000</td></tr>
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<tr><td>Year 3</td><td>6–7</td><td>$1,497,600–1,747,200</td><td>$757,368–883,596</td><td>$225,000–260,000</td></tr>
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<tr><td>Year 4</td><td>8–9</td><td>$1,996,800–2,246,400</td><td>$1,009,824–1,136,052</td><td>$295,000–330,000</td></tr>
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<tr><td>Year 5</td><td>10</td><td>$2,496,000</td><td>$1,262,280</td><td>$365,000</td></tr>
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</table>
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<div class="highlight">
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<strong>Return on Investment:</strong> At target performance, Trailer #1's $50,000 investment
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is recovered in ~5 months. Each subsequent trailer ($35K) recovers in ~3.5 months. By Year 5
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(10 trailers), the fleet generates $2.5M in annual revenue and $1.26M in profit on a total
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deployed capital of $365K — a <strong>346% ROI</strong>.
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</div>
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<h2 class="page-break">7. Funding Request</h2>
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<h3>Amount Requested</h3>
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<div class="highlight">
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<strong>$50,000</strong> — to fully fund Trailer #1 (T00-DRIP), including equipment, buildout, initial
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inventory, permits, insurance, and a 3-month operating reserve for marketing and ramp-up.
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</div>
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<h3>Use of Funds</h3>
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<table>
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<tr><th>Category</th><th>Amount</th><th>% of Total</th></tr>
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<tr><td>Trailer + buildout</td><td>$17,500</td><td>35%</td></tr>
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<tr><td>Equipment (espresso, kitchen, power, water)</td><td>$20,899</td><td>42%</td></tr>
|
||
<tr><td>Networking, security, POS</td><td>$1,639</td><td>3%</td></tr>
|
||
<tr><td>Signage, branding, initial supplies</td><td>$3,910</td><td>8%</td></tr>
|
||
<tr><td>Permits, insurance, legal</td><td>$2,300</td><td>5%</td></tr>
|
||
<tr><td>Operating reserve (3 months)</td><td>$3,752</td><td>7%</td></tr>
|
||
<tr><td><strong>Total</strong></td><td><strong>$50,000</strong></td><td><strong>100%</strong></td></tr>
|
||
</table>
|
||
|
||
<h3>Repayment Capacity</h3>
|
||
<p>At target performance (100 customers/day), the trailer generates <strong>$10,215/month in net
|
||
profit</strong>. A $50,000 loan at 12% interest over 5 years = ~$1,112/month payment — well within
|
||
cash flow capacity with a <strong>9.2:1 debt service coverage ratio</strong>.</p>
|
||
|
||
<h3>Collateral</h3>
|
||
<ul>
|
||
<li>Trailer + equipment (appraised value ~$35,000 at buildout completion)</li>
|
||
<li>Personal guarantee by Samuel S. James (sole guarantor — 85% owner via Holdings)</li>
|
||
</ul>
|
||
|
||
<h3>Exit / Repayment Strategy</h3>
|
||
<ul>
|
||
<li><strong>Primary:</strong> Monthly cash flow from operations covers all loan payments from Month 2–3 forward</li>
|
||
<li><strong>Secondary:</strong> Trailer + equipment can be liquidated for ~$20-25K (conservative) if business fails</li>
|
||
<li><strong>Growth funded internally:</strong> Trailer #2+ funded from Trailer #1 profits — no additional debt required for expansion</li>
|
||
</ul>
|
||
|
||
|
||
<h2 class="page-break">8. Operations Plan</h2>
|
||
|
||
<h3>Hours of Operation</h3>
|
||
<p>5:00 AM – 2:00 PM, Monday through Saturday (312 operating days/year). Closed Sundays.</p>
|
||
|
||
<h3>Staffing (Per Trailer)</h3>
|
||
<table>
|
||
<tr><th>Position</th><th>Hours</th><th>Rate</th><th>Monthly (loaded)</th></tr>
|
||
<tr><td>Location Manager (FT)</td><td>40 hrs/wk</td><td>$18/hr</td><td>$2,880</td></tr>
|
||
<tr><td>Part-time staff</td><td>Variable</td><td>—</td><td>$2,240</td></tr>
|
||
<tr><td><strong>Total labor</strong></td><td></td><td></td><td><strong>$5,120/mo</strong></td></tr>
|
||
</table>
|
||
|
||
<h3>Key Operating Processes</h3>
|
||
<ul>
|
||
<li><strong>Supply chain:</strong> Weekly orders from local roaster (Bendix) + wholesale supplier (Dean Supply). Location Manager handles ordering within budget.</li>
|
||
<li><strong>Quality control:</strong> Standardized recipes, freshness protocols, daily cleaning SOP</li>
|
||
<li><strong>Cash management:</strong> Square POS (card primary), daily reconciliation, weekly deposits</li>
|
||
<li><strong>Maintenance:</strong> Generator service monthly, equipment cleaning daily, quarterly deep-clean</li>
|
||
<li><strong>Waste management:</strong> Gray/black tank pump-out every 2-3 weeks (Huff Septic, South Bend)</li>
|
||
<li><strong>Security:</strong> 3 POE cameras + NVR, cellular connectivity, AirTag GPS, remote monitoring</li>
|
||
</ul>
|
||
|
||
<h3>Technology Infrastructure</h3>
|
||
<p>Each trailer operates as a self-contained, remotely managed unit:</p>
|
||
<ul>
|
||
<li>4G/5G cellular internet (POS + cameras + remote management)</li>
|
||
<li>Square POS system (real-time sales reporting)</li>
|
||
<li>IP camera surveillance with cloud-accessible NVR</li>
|
||
<li>Managed network switch (VLANs separate POS from customer WiFi)</li>
|
||
<li>GPS tracking (theft/tow protection)</li>
|
||
</ul>
|
||
|
||
<h2>9. Risk Analysis</h2>
|
||
<table>
|
||
<tr><th>Risk</th><th>Likelihood</th><th>Mitigation</th></tr>
|
||
<tr><td>Low customer count (under 50/day)</td><td>Low-Medium</td><td>Location mobility — move trailer to better spot. Marketing push. Signage visibility.</td></tr>
|
||
<tr><td>Weather (blizzards)</td><td>Low (5-10 days/yr)</td><td>Hot drinks = higher demand in cold. Only full blizzards close us. Budget for 312 operating days accounts for this.</td></tr>
|
||
<tr><td>Equipment failure</td><td>Medium</td><td>Warranty coverage, backup equipment plan, emergency service contacts on file.</td></tr>
|
||
<tr><td>Lot lease termination</td><td>Low</td><td>Trailer is mobile — relocate within days. Maintain relationships with multiple property owners.</td></tr>
|
||
<tr><td>Staff turnover</td><td>Medium</td><td>Competitive pay, simple SOPs, cross-training, Kiowa recruits replacements.</td></tr>
|
||
<tr><td>Competition (Starbucks/Dunkin enters same lot)</td><td>Very Low</td><td>We target locations they DON'T want (vacant lots, small parking areas). We move; they can't.</td></tr>
|
||
<tr><td>Permit/regulatory issues</td><td>Low</td><td>Kiowa manages all compliance. Permits secured before opening. Health dept relationship maintained.</td></tr>
|
||
</table>
|
||
|
||
<footer>
|
||
<strong>The Daily Pour</strong> — SnS Hospitality Group LLC<br>
|
||
759 Boxwood Dr, South Bend, IN 46614<br>
|
||
Samuel S. James, Managing Member | samueljamesinc@snsnetworksolutions.net | (601) 613-2249<br><br>
|
||
<em>Good Coffee. Great Vibes. On Purpose.</em><br><br>
|
||
<span style="font-size:.7rem;">Confidential — prepared for lending evaluation purposes. Financial projections are estimates based on market research and industry benchmarks. Actual results may vary.</span>
|
||
</footer>
|
||
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