Sweet Sensation

1. Sweet Sensation Entrepreneurship through beekeeping

2. Management Team • Phil Minden, MSW, MBA • NCHI Board Secretary • Leon Threat, MSW • NCC Development Director • Jessica Eiland, MSW • NCHI President

3. Business Overview Sweet Sensation is a social enterprise designed to provide employment opportunities and teach entrepreneurship and small business development skills to underserved teens through the design and operation of a beekeeping business.

4. Need and Opportunity • Environmental Landscape (63113) • 78% of families have annual incomes of less than $30,000 • 27% of families with children <18 are living below the federal poverty level • 69% of children receive food stamps • 24% of births are to teenage mothers • 18% are enrolled in school • 16% are unemployed • 53% graduate from high school • 23% drop out of high school

5. Need and Opportunity We can do better… • High school students participating in entrepreneurship programs reported a 32% increase in interest in attending college, versus a 17% decrease for non-participants. • Occupational aspirations among entrepreneurship participants increased 44% compared to only 10% for non-participating students. • 70% of high school students who participate in entrepreneurship programs pursue post-secondary education.

6. Business Partners • Northside Community Center • Serving the Ville since 1973 • United Way Agency • Full range of youth programs • Northside Community Housing • Developed 208 housing units • Raised over $32 million • Choices Federal Credit Union • Serves unbanked and under-banked • Eastern Missouri Beekeepers • Over 250 local members

7. Social Impact Model DATA Social Impact Strategies • Create a new hands-on model to teach entrepreneurship and small business development to underserved teenagers. • Operate a sustainable, environmentally-friendly beekeeping business to provide substantial employment opportunities. • Promote an expectation of personal achievement through higher education and meaningful occupational aspirations. • Participant aspirations for personal success • Participant use of entrepreneurship and small business development skills to improve their lives • Participant educational achievement • Participant occupational achievement Social & Economic Impact Indicators Social Problem Definition Teenagers living in north St. Louis desire to be successful but lack the sustainable employment and entrepreneurship opportunities necessary to inspire the pursuit of higher education and meaningful occupational aspirations. Mission The mission of Sweet Sensation is to provide substantial employment and entrepreneurship opportunities to underserved teenagers through the planning and operation of a sustainable, environmentally-friendly beekeeping business. Vision for Success We envision a day when all teenagers will have access to employment and entrepreneurial opportunities that inspire their personal aspirations, inform their knowledge of small business development, and allow them to experience the confidence that derives from self-reliance. Operating Model • Provide ongoing education, mentoring and support to assist participants in the planning and operation of a successful beekeeping business. • Provide opportunities for learning to assist participants in developing a thorough understanding of entrepreneurship and small business development. • Grant funds raised • Major donations raised • Participant/employee attrition • Bee colony survival rates • Sales revenue achieved • Profit achieved • Cash flow achieved • Growth targets achieved • Business sustainability Organizational & Program Performance Indicators FEEDBACK

8. Social Impact Model Social Problem Mission The mission of Sweet Sensation is to provide substantial employment and entrepreneurship opportunities to underserved teenagers through the planning and operation of a sustainable, environmentally-friendly beekeeping business. Vision We envision a day when all teenagers will have access to employment and entrepreneurial opportunities that inspire their personal aspirations, inform their knowledge of small business development, and allow them to experience the confidence that derives from self-reliance. Teenagers living in north St. Louis desire to be successful but lack the sustainable employment and entrepreneurship opportunities necessary to inspire the pursuit of higher education and meaningful occupational aspirations.

9. Impact Strategy Operate a Business Teach Entrepreneurship JA Company Program Modified 12-Step Program Leadership Business Opportunity Capitalization Market Research Sales Strategy Business Organization Business Operation Production Inventory Control Strategy Refinement Reporting • Beekeeping • Hive Maintenance • Honey • Beeswax • Natural Personal Care Product Line • Lip Balm • Body Cream • Hand Lotion • Shower Gel • Bath Bar • Foot Balm • Candles

10. Implementation Strategy • First Year Action Plan • Capitalization • Grant application pending • NCC & NCHI: long funding history

11. Implementation Strategy • First Year Action Plan • Recruitment • 5 Student Managers; 10 Student Interns • Product Line Development • Sales/Marketing • Expense Management • Customer Satisfaction • Employee Performance • Student Academic Performance • Business Development Curriculum • Sales Revenue

12. Market Analysis • 10.6% CAGR

13. Market Analysis • Target • Women: 45 to 54 Years Old • Self-Described Ecologists

14. Market Analysis • Channels of Distribution

15. Market Analysis • Pricing/Competition • Main Competitors • National Brands • Online Craft Brands • Local Craft Brands • Social Enterprises

16. Market Strategy • Wholesale – 90% of 1st year sales • Golden Grocer Natural Foods (CWE) • The Natural Way (Webster) • Whole Foods (Brentwood; T&C) • Retail – 8% of 1st year sales • Local Farmers’ Markets • Tower Grove • Clayton • Special Events • Best of Missouri Market Place • E-Commerce – 2% of 1st year sales

17. Operations Product Line Lip Balm Honey Body Cream Hand Lotion Foot Balm Candles Shower Gel Bath Bar

18. Operations Beekeeping “Urban beekeepers are so successful because they treat their bees like pets.” Erin Forbes EAS Certified Master Beekeeper

19. Financial Summary % % % % % Year 1 Annual Year 2 Annual Year 3 Annual Year4 Annual Year 5 Annual 2012 Growth 2013 Growth 2014 Growth 2015 Growth 2016 Growth Revenue from Product Sales 16,761 0% 28,714 71% 46,489 62% 63,134 36% 85,562 36% Direct Cost of Sales 21,047 0% 24,387 16% 28,715 18% 32,657 14% 38,167 17% Gross Profit (4,286) 0% 4,327 201% 17,774 311% 30,477 71% 47,395 56% Gross Margin -26% 15% 38% 48% 55% Selling, General & Administrative Expense Salary Expense - Program Staff 17,500 0% 17,500 0% 26,250 50% 26,250 0% 35,000 33% All Other 14,989 0% 15,289 2% 16,986 11% 18,404 8% 20,508 11% 32,489 0% 32,789 1% 43,236 32% 44,654 3% 55,508 24% SG&A as % of Revenue from Product Sales 194% 114% 93% 71% 65% Other Operating Income In-Kind Contribution of Facilities from NCHI 9,600 9,600 9,600 9,600 9,600 (Offsetting costs included in CGS and SG&A) Net Operating Income (Loss) (27,174) (18,862) (15,862) (4,577) 1,487 Grants and Contributions 55,000 10,000 15,000 5,000 0 Net Income (Loss) 27,826 (8,862) (862) 423 1,487 Net Cash Flow 17,067 (8,033) (811) 779 742

20. Financial Summary

21. Thank You