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LEBAR AUTO SERVICES, LLC.

October 2010

NOTICE
This Business Plan has been prepared on the basis of information furnished by the management of LEBAR AUTO SERVICES, LLC. (LEBAR AUTO or the Company). The Company and its personnel expressly disclaim any liability for damages, direct, special or consequential, arising out of or related to this Business Plan, or omissions therefrom, or any other information provided in writing, orally or otherwise regarding a potential transaction. Any party considering a transaction with the Company agrees to look solely to its own due diligence and any representations, warranties and/or covenants set forth in a fully-executed, definitive written agreement with the Company relative to the transaction. This Business Plan is being provided on a confidential basis and is intended strictly for use by a limited number of interested parties for the sole purpose of determining potential interest in pursuing a transaction with the Company. By accepting this Business Plan, recipients agree to keep confidential the information contained herein or made available in connection with any further investigation of the Company. Each recipient agrees to treat it in a confidential manner and not, directly or indirectly, to disclose or to permit its advisors, agents or affiliates to disclose any such information without the prior express written consent of the Company. Recipient agrees not to copy Business Plan, in whole or in part, except as authorized in advance in writing by the Company personnel designated below. Recipient agrees both to return this Business Plan and to certify the destruction of all work product derived from its contents upon request form the Company. Recipient agrees to make no contact with the Company except as authorized in advance by the Company personnel designated below. Any estimate, forecast or projections as to future events are based upon the assumptions stated herein and the judgment of the management of the Company are believed to be reasonable as of the date of the document. However, no assurance can be made as to the achievement of these estimates, forecasts and projections. Statements made in this Business Plan are made as of the date hereof, unless stated otherwise, and neither the delivery of this Business Plan at any time, nor any subsequent transaction with the Company, shall under any circumstances create an implication that the information contained herein is correct as of any subsequent time. By receipt of this Business Plan, recipients agree to the terms and limitations set forth herein and recognize and accept the need to conduct their own through investigation and due diligence before considering a transaction with the Company. Recipients should not construe the contents of this Business Plan or any prior or subsequent communications from the Company as legal, investment or tax advice. Each party should consult their own competent counsel, accountants or business advisors as to legal and related issues concerning a transaction. Neither this Business Plan nor its delivery to any party constitutes an offer to sell or the solicitation of an offer to buy any securities. The Company reserves the right to negotiate with one or more prospective parties at any time and to enter into a definitive agreement with a party without prior notice to other prospective parties.

LEBAR AUTO SERVICES, LLC.


October 2010

Issued To:

Date Issued:

Issued By:

Copy Number:

Direct inquiries regarding this plan to: Salomon Levis Managing Member slevis@lebarauto.com Office: 787.707.1818 Marc Baron Member mbaron@lebarauto.com Office: 787.707.1818

Mobile: 787.903.2505

Mobile: 787.910.8202 3

LEBAR AUTO SERVICES, LLC.


1510 F.D. ROOSEVELT, PISO 12, GUAYNABO, PR. 00968

TABLE OF CONTENTS

I. OPPORTUNITY II. MARKET III. COMPETITION IV. RENTAL OPERATIONS

5 9 20 27 37

V. SALES & MARKETING VI. SERVICE, TECHNOLOGY & ADMINISTRATION VII. MANAGEMENT IX. BUSINESS RISKS VIII. IMPLEMENTATION VIII. FINANCIAL

38 50 57 58 59 60

I. OPPORTUNITY
LEBAR AUTO SERVICES, LLC. (LEBAR AUTO) will introduce low-cost auto rental to the Puerto Rico market in the fourth quarter 2010, filling a void in budget priced car rental market. LEBAR AUTO is specifically targeting the non-banked and non-credit card segments of the market. LEBAR AUTO will provide non-traditional auto rental products, which include but are not limited to: Low Cost daily, weekly, monthly rental Rent to Buy Rent by the Hour Rent by the Minute (specifically targeted to Contractors and Do-ItYourselfers that shop at partner hardware and lumber stores National Hardware and Lumber) Taxi + Livery Rent by the Month (specifically targeting taxi cab drivers who are operating in San Juan metro area)

The opportunity rests in addressing the substantial segment of the Puerto Rico community that has been locked-out from the major auto rental market due to either high daily cost, lack of a credit or debit card, and insufficient or poor credit. LEBAR AUTO will deliver a combination of price and service to auto renters in the Puerto Rico market. LEBAR AUTO will develop a distinct brand identity and seize market share in Puerto Rico by providing consumers benefits not offered by the competition, namely compelling cost, smaller rental increments, non-banked client friendly and quality after sale protection (see Figure 1).

Cost: Low daily rental rates by forming a fleet of vehicles that are either 18-24 months old or have 15,000 30,000 miles of usage. These vehicles are purchased at wholesale prices, decreasing LEBAR AUTOs initial fleet investment. Smaller Rental Increments: In addition to the traditional rental increments (daily, weekly, monthly) LEBAR AUTO will rent vehicles in smaller rental increments ie. rental by the minute or rental by the hour; Non-banked Client Friendly: With a population of 3, 996, 213 and a labor force of 1,479,000 and a GDP per capita of $17,100 there is a significant segment of the population that is working but does not meet the income or credit standards of the U.S structured financial system this segment live and operate on a cash-basis. LEBAR AUTO will develop programs that are risk-managed but friendly to this segment of the market; and Quality After Sale Protection : LEBAR AUTO vehicles are late-model vehicles that are clean and mechanically sound. LEBAR AUTO will offer clients a buffet of Vehicle Protection Plan services that offer additional comfort and re-assurance to clients that their decision to purchase a LEBAR AUTO vehicle was a wise decision.

Figure I LEBAR AUTO COMPARATIVE ADVANTAGE

COMPARATIVE ADVANTAGE
OPPORTUNITY MARKET IMPERFECTION LEBAR AUTO SOLUTION
Provide client with the option to make cash deposit Non Banked Client car rental companies require major credit card. Major Major car rentals charge high daily rates, that do not take Implement a simple yield management system that takes into High-Cost Rentalsaccount the activity patterns of the local population into local holiday, time of day, area of Puerto Rico , season Rent to Buy There are a significant element of the population with A Rent-To Buy program with a creative qualification model Insufficient credit to be qualified for bank or coop financing

Provide rentals by the minute, the hour or the half day, Smaller Rental The traditional rental period is daily, weekly or monthly Periods Hertz offers a 60 day/2,000 mile limited warranty AUTO will offer a buffet of vehicle protection plans to LEBAR Vehicle Protection Plans This does not provide a long term coverage options. the client is assured of worry free driving Used Cars Major car rental companies are forced to purchase new fleets LEBAR AUTO purchases vehicles 18-24 mos or 15 30 k each year.the 1st year (15 20%) depreciation is significant and 3rd (10% annually) year depreciation . miles the 2nd

Car rental rates in Puerto Rico can be high if the rental client does not have the gate-opening keys (ie. credit card, debit card with $500 - $700 cash availability, credit card with CDW feature). The daily rental rate balloons to $50 per day when the client is required to take the insurance (CDW) coverage. The non-tourist Puerto Rican rental car client rents for 4-5 days per rental period this client may want to rent 2-3 times per month, the $50 daily rate suppresses the local client.

Rent to Buy
The Rent to Buy client is a niche opportunity for LEBAR AUTO. Though the major car rental companies (Hertz) offer Rent to Buy, the price of the car is not much less than the retail, and the credit qualification is the same as retail. LEBAR AUTOs Rent to Buy business model is designed to appeal to the price conscious buyer that can afford a monthly car operational cost (Car Payment + Insurance + VPP) ranging $350 -$470 per month. Figure II RENT TO BUY MODEL Fuel 12,000 miles / yr $4.00 per gallon $114

Car Cost/Monthly Model A - $350 (5.71% Finance 36 months) 2003 Toyota Matrix 4dr Wagon 35.5 mpg

Insura nce

VP P

6,441/ $189

$155

$1 5

Model B - $470 (5.71% Finance 36 mos) 2007 Toyota Yaris 2Dr. Hatchback Auto 32mpg

9,490.00/$304

$155

$1 5

$125

Rent By The Hour


The Rent By The Hour product is also a niche opportunity for LEBAR AUTO. There is no rental car company in Puerto Rico that is offering hourly rentals. The product is designed to have the attributes of a car sharing club. There is an application and membership fee, there is a hourly rental charge. There are 3 different price membership levels and the price that the client pays to drive is dependent upon the membership level. If the client books for eight or more hours, the maximum charge is for 8 hours. The hourly rate includes: Gas Insurance GPS turn-by-turn navigation 24/7 Roadside Assistance 24-hour Member Care Center 180 free miles per day

Figure III RENT BY THE HOUR - MEMBERSHIP PLANS

Vmonos

Vmonos 50

Vmonos 125

$50 Annual Membership $25 Application Fee 180 free miles per day From $10 per hour w/free gas Rent by the Minute

$50 per month, no Annual fee $25 Application Fee 180 free miles per day

$125 per month, no Annual fee $25 Application Fee 180 free miles per day

From $9 per hour w/free gas

From $8.500 per hour w/free gas

The Rent by the Minute product targets the do-it-yourself home owner or the small contractor that is purchasing supplies from the big box hardware distributors or the construction material suppliers. In Puerto Rico the target partners for this program would be National Ferreteria, Empresas Donestevez, Empresas Nido, Empresas Mass. The product provides a Ford F-350 heavy duty Pick-up truck. The customer makes the purchase at the
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store, rents the truck for 15, 30, 60, 90 minutes in order to take the purchased supplies to the work site and returns the vehicle to the store. The store is the rental agent for the vehicle and participates in a profit-sharing scheme.

Taxi + Livery Rent by the Month


Taxi + Livery Rent by the Month product targets the commercial taxi operators that work in the metro San Juan area. The Puerto Rico Tourism Company currently offers an incentive for new car purchasing by a registered cab driver. Under the current law, the Company provides a $3,500 credit to the driver to buy a new car. LEBAR AUTO will target the taxi operators that have insufficient credit in a monthly lease purchase program.

II. MARKET
Industry Overview
The automotive industry is a multi-billion dollar sector of the U.S. economy. This segment of the U.S. industry on the average beginning in 2004 recorded $ 18,500,000,000 turnover per year. Today there are about 1.9 million vehicles in the rental segment of the U.S. market. In addition to industry-leading companies, there are many independent companies, that share the total income for example Dollar Thrifty, Budget and Vanguard. Unlike other mature service industries, the car rental industry is highly consolidated, which obviously leads potential competitors to have a cost disadvantage, since they scale with high production costs, with reduced economies. Moreover, most of the profit has been found in the coffers of a few companies, such as Enterprise, Hertz and Avis. For fiscal year 2004, Enterprise has generated total sales at $ 7,400,000,000. Hertz came in second place with about $ 5,200,000,000 and Avis, with $ 2.97 billion in Revenue.

Level of integration
The rental car industry is facing a very different environment than it was five years ago. According to Business Travel News, will be leased vehicles are now averaging 20,000 30,000 miles before they re-enter to the automotive market in the past this number was 12,000 to 15,000 km of five years. Due to the slow growth of the sector, and the narrow profit margin, there is no immediate threat to backward integration in the area. In fact, as of 2008 there are no vertically integrated car rental companies in regard to be affiliated with a car manufacturer (previously Hertz was a part of Ford Motor Company, Inc.).

Scope of competition
There are many factors that characterize the competitive environment of the car rental industry. Competition comes from two sources in the business model the consumer and the competing companies. In the consumer spectrum, competition is tough, not only because the market is saturated and well guarded from the industry leader Enterprise, but also from smaller competitors with lower cost. In respect to market share Enterprise has established a network of dealers for over 90 percent of the leisure segment. In the corporate segment, there is very strong competition at airports because this segment is under close surveillance by Hertz. The industry has suffered huge economic decline in recent years (fy 2007 - 2010), it has been the leaders that have survived the current round of competition, as it has been in most businesses since 2008. Competitively speaking, the car rental industry is a war zone, like most landowners, including Enterprise, Hertz and Avis strongest among the key players involved in this battle.

Growth

Over the past five years, many companies have worked to improve the fleet size and increase profitability. Enterprise is currently the company with the largest fleet in the U.S. , it added 75,000 vehicles in its fleet and in 2002 the number of airport locations increased to 170. In comparison Hertz, during this same time period added 25,000 vehicles and expanded its international presence in 140 locations to 150 in 2002. In addition, Avis has increased its fleet of 210,000 in 2002 to 220,000, despite the recent hardships. In subsequent years of economic crisis, although most companies fought, industry leaders has been constantly under the Enterprise '. For example, the annual sales achieved in 2001 $6.3 billion, 2002 $ 6.5 billion, in 2003 $ 6.9 billion and $ 7,400,000,000 in 2004, which translates into a growth rate of 7.2 percent annually over the last four years . Since 2002, the industry has started growing again as the industry, total sales increased from $ 17,900,000,000 to $ 18,200,000,000 by 2003. According to analysts, the industry's best days rental cars are coming. In the next few years, the industry should experience of growth accelerated to $ 20,890,000,000 in the following year 2008, "leading to a CAGR of 2.7% increase which corresponds to the period 2003-2008."

Distribution
In recent years, the rental car industry has made progress, in incorporating systems and strategies as it relates to car distribution. Today there are approximately 19,000 rental locations producing about 1.9 million cars in the United States. Due to the increasing number of car rental locations in the United States, strategic and tactical approaches are critical to consider in order to ensure proper distribution. The distribution is effected within two connected line segments. On the corporate market, the cars at the airports and the hotel are prevalent. In the leisure segment, on the other hand, are cars that agencies have structures that can be found in larger metropolitan roads and distributed. In the past, operators of car a rent used to use intuitive gut-feelings or guesses to make decisions, like keeping a lot of cars on a particular fleet or the use and performance of some car in a lot. With this method was not very balanced, the level of consumer demand and maintain the desired level of return. The method of distribution is relatively simple in the industry. First, managers must determine the number of cars that have the inventory on a daily basis. Since a very significant problem occurs when too much or not enough machines are available, including the largest car rental company Hertz, Avis and Enterprise, use a "pool", which is a group of independent car rental services that share a fleet of vehicles. In essence, with pools in place to manage the stores more efficient by reducing the risk of low stock car or even eliminate bottlenecks.

Market Segmentation
Most companies profit in the whole group of the type of cars that are rented. The primary categories are economy, compact, intermediate, premium and luxury. Among the five categories, the income from the commercial sector will benefit the most. For example, the economy segment is solely responsible for 37.7 percent of total market revenue in 2004. Furthermore, the compact segment made for 32.3 percent of total sales. The rest of the other categories include the remaining 30 percent this in the US market.
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Historic levels of profitability


Over the past five years, the auto rental industry, and the travel industry as a whole, has been in a major fight. In fact, right after 9-11 and continuing into 2003, the U.S. market, saw a moderate reduction in the level of profitability. In particular, revenues fell from $ 19,400,000,000in 2000 to $18,200,000,000in 2001. Subsequently, the sector's total revenue in 2002 further eroded $17.9 billion dollars, an amount just equally the smallest revenues in the past decade of $ 17.7 billion in 1999, the total turnover is minimal for the year. In 2003, the industry has suffered material gain just brought to $ 18.2 billion. As a result of the economic crisis in recent years, the younger players who were/are highly dependent on air transport have seen their businesses grow more slowly. These smaller majors have adopted a consolidation strategy as a way their companies will cope and grow with the hardships that surround them. For 2004, on the other hand, the economic situation of most companies have improved after years in the industry. For example, Enterprise has an annual turnover of $7,400,000,000; Hertz and Avis sales of $ 5,200,000,000 and $2,900,000,000respectively for the 2004 fiscal year. According to analysts, the rental car industry is expected to experience steady revenue growth of 2.6 percent in the coming years, leading to increased profits.

Competitive rivalry among sellers


There are many factors that affect competition within the car rental industry. In recent years expanded the fleet size and increase in profitability was the focus of most car rental companies. Enterprise, Hertz and Avis are among the leaders in both higher revenue and fleet size. Moreover, strong competition, as companies are constantly trying to improve their current conditions and offer more to consumers. Enterprise has nearly doubled the size of the fleet from 1993 to about 600,000 vehicles today. Because the industry is working on such tight profit margins, competitive pricing is not important, but most companies are actively involved in creating and values offers a range of gadgets to satisfy even a rent-free for customers. Hertz, for example, integrated its Never-Lost GPS system in his car. Enterprise, on the other side uses sophisticated yield management software to manage their fleets. Finally, using its OnStar system Skynet Avis offers its best customers a free weekend rental if a customer rents a car for five consecutive days. The companies face high fixed operating costs including insurance rent property, and maintenance. Consequently, the car rental prices are sensitive only to recover operating costs and to meet its customers' needs adequately. Furthermore, because the sector has experienced slow growth in the last few years due to economic stagnation and led to a massive drop in business travel and leisure sector, including industry-leading companies are more aggressively trying to reposition its business arena through a gradual reduction of dependency on airlines and regain their competitive position in your free time.

The potential entry of new competitors


In the post- 9-11 environment new-comers Start the car rental industry is a serious disadvantage specifically in the immediate aftermath. In recent years, begun after the 2001
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economic recession, most major car rental companies increased their market share in the holiday sector as a way of ensuring stability and reduces the level of dependence between the airline and car rental. While this trend for existing businesses has produced a long-term success, it has increased the level of competition for new arrivals. Constantly monitoring increases in competition, existing businesses, such as Enterprise, Hertz and Avis are always looking at the business environment to develop new strategies to inhibit new entrants. Another barrier to entry is created by saturation in the industry. Today, an Enterprise rental location is within 15 miles of 90 percent of the U.S. population. Because of the network of dealers Enterprise has established a business model is relatively stable, recession proof and more importantly, less dependent on air transport than its competitors. Hertz, on the other side, uses the full range of its 7,200 branches to consolidate its market position.

The threat of substitutes


There are many substitutes available for the rental car industry. From a purely convenience point of view, to rent a car and to travel some distance for a meeting , is a less attractive alternative to video conferencing, virtual teams and /or collaboration software that a company may install, allowing for colleagues to meet from around the world at a cheaper price. There are also other alternatives such as a taxi, a satisfactory substitute based on quality and costs of the activity, but may not be attractive as a rental car for the course of a day. While public transport is the least expensive alternative is more expensive in terms of process and how long it takes to achieve his goal. Finally, flying because it offers comfort, speed and performance, compensation is very attractive, but it is an unattractive alternative in terms of price than renting a car. At work, the car rental companies have more protection against substitutes, as many businesses have implemented travel policies that define the parameters for when renting a car or a replacement is the best fit.

The bargaining power of suppliers


The most significant weapon the auto rental industry has is low daily rate. Because of the availability of substitutes and the degree of competition, suppliers have little influence on the conditions of supply of cars for hire. Since rental cars are usually purchased in large quantities have a significant impact on car rental sales agent, while playing off the ability of one supplier against another to get the lowest price. Another factor that reduces service providers is the lack of switching costs. This means that the buyer is purchasing a hand on the other, and mainly affected the conversion products are barely perceptible another supplier, and does not affect consumer decisions to use one rental car company over another.

The bargaining power of buyers


While the leisure sector has little or no power, the corporate sector has a major influence in the car rental hire decision. An interesting development is on-going, currently the industry one which is aligning car rental clients with the needs of society. This trend has significantly reduced the purchasing power of suppliers or rental companies and has increased the awareness of corporate values such as: (i) the business community is painfully sensitive to
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price, (ii) the business community is well informed on the impact they play in the market and the power of their large purchases, and (iii) using the Internet to force prices lower. Holiday, leisure buyers, on the other hand, have less impact on the conditions of hire. Why tourists are generally less price sensitive, buy in small quantities or buy less frequently, resulting in a weak negotiating position.

Five Forces
Today, the rental car industry is facing a completely different context than five years ago. Competitively speaking, the revolution of the five forces of all the car rental industry carries some strong economic pressures, the industry has significantly tarnished the attractiveness of the competition. As a result of the economic crisis in recent years, many companies went under budget, and this is the avant-garde group, because their business infrastructure, succumbed to the instability of the competitive situation environment. Today, few companies, including Enterprise, Hertz and Avis again slightly above the average sales increase compared to the rest of the industry. Realistically, car rental industry, is attractive in niche markets, this is because the industry, the degree of competition, barriers entry and competitive pressures from companies replaced.

Strategic Group Mapping


As a moderately concentrated industry there is a clear hierarchy in the car rental industry. From an economic standpoint, the differences from a number of dimensions including revenue, the fleet size and market size of the company. For example, Enterprise dominates the sector with a fleet of 600,000 vehicles, with its market size and profitability. Hertz is in second place with its number of market share and fleet volume. In addition, Avis is third on the card. Avis is a leading in the use of new applications using its revenues from margin to the economic crisis. For example, in 2000, returned Avis sales of approximately $ 4,230,000,00. Over the next few years after 2000, revenues of Avis were significantly lower than in 2000. As a way to reduce uncertainty, most companies are gradually reducing the dependency on air transport and recreation emerging. This trend is not in the best interest of Hertz since its business strategy is expensive airports in the report.

Key success factors


There are many important factors, the profitability of the entire car rental industry. Capacity utilization is one factor that determines the success of the sector. In the rental car industry companies experience loss of revenue, too few or too many cars sitting in their lots, so it is of utmost importance for the efficient management of the fleet. This success factor, fleet management, is a strong point for the industry as it is the very core of the business. Efficient distribution is another factor that keeps the industry profitable. Despite the positive relationship between fleet size and the level of profitability, the company is increasing the size of its fleet because of the competitive forces surrounding the area. Moreover, the convenience is one of the key features consumers take into account when selecting rental companies. That is, consumers are more prone to car rental companies, car rentals are cheaper and drop-off
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locations. Another important success factor is technology, which shared between competitors is to integrate technology in your business. Through technology, for example, it is possible to better manage rental car fleets, increase consumer demand for rental car. Moreover, companies with navigation systems offer customers piece of mind sharing integrated to hire a car.

Industry attractiveness
There are many factors that influence the attractiveness of the car rental industry. Because the industry is moderately concentrated, puts new entrants at a disadvantage. That is, its low concentration is a natural barrier to enter the sector because it allows existing firms to consider retaliatory measures against the new sharp. Because of the risk factors associated with entry into the sector, among other things, is not a very interesting market. From the standpoint of competition, the leisure market is 90 percent, because the active involvement of enterprises in this sector of the market is dominated by leaders. On the other side of the terminal facilities are heavily guarded by Hertz. Realistically, the entry offers low profitability compared to the costs and risks. For most consumers are the most important factors when choosing a company over another price and convenience. For this reason, leasing companies are very careful about setting their prices, the major industry players position offers consumers more for less, just to remain competitive in order. Hertz, for example, offers wireless Internet, customers can simply add more convenience of their travel plans. Avis offers the other side gives a free weekend, when a customer rents a car for five consecutive weekdays. Based on the effects of the five forces, the rental car industry is a sector very attractive for potential entrants.

Completion
The rental car industry is in a state of recovery. Although it may seem like the industry are doing well economically, is still slowly gatheringin proportion to the actual economic situation over the past five years. As a kind of insurance profitability next to the search market share and stability, most companies in the chain have a common goal, that the reduction in the level of dependence of the airline industry and moving towards the leisure segment . This state of the movement has created some competition between the shares of industry seeking to protect market competition fierce, his. From a futuristic perspective the best days of car rental sector are yet to come. As profitability increases, I believe that industry leaders including Enterprise, Hertz and Avis and newcomers will be mostly limited to competitive and economic barriers to the mobility of their strategic groups through greater opportunity to infiltrate and achieve success, the car rental industry.

Market Overview
Puerto Rico
The economy of Puerto Rico is one of the most diverse in the Caribbean region. Services and
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industrial production have surpassed agriculture as the primary focus of economic activity and income. Encouraged by duty-free access to the US and by tax incentives, United States firms have invested heavily in Puerto Rico since the 1950s. US minimum wage laws apply. Sugar production has lost out to dairy production and other livestock products as the main source of income in the agricultural sector. Tourism has traditionally been an important source of income for the island, with estimated arrivals of nearly 5.9 million tourists in 2007.

Population: 3,966,213 (July 2009 est.) 3,808,610 (Census 2000 Population) Interesting Fact Puerto Rico's population density of 1,100 people per square miles is among the world's highest - only Bangladesh, The Maldives, Barbados, Taiwan, South Korea and the city-states of Hong Kong and Singapore are more crowded. The population is 3.8 million, although about another 2 million Puerto Ricans live in the USA. The Census Bureau publishes estimates of total population and demographic components of change (births, deaths, and migration) for the Commonwealth of Puerto Rico and its 78 municipios (municipalities). A municipio is the government unit that is the primary legal
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subdivision of Puerto Rico; the Census Bureau treats the municipio as the statistical equivalent of a county. Population Density: 1,127 density per sq mi/435 persons per sq km (2004 est) Population Split: Urban 71%; Rural 29% Population Growth Rate: 0.298% (2009 est.) Population Projection: 4,438,000 (for 2010). Population Doubling Time: 88 years (2002) Total Urban Population: 2,664,000

Migration: According to the 1990 Census of Population and Housing, 2.7 million Puerto Ricans reside in the U.S., of which approximately one half are second and third generation, having been born in the mainland. Net migration rate: -0.96 migrant(s)/1,000 population (2009 est.) Urbanization: urban population: 98% of total population (2008) rate of urbanization: 0.8% annual rate of change (2005-10 est.) Birth Rate: 11.72 births/1,000 population (2009 est.)

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Death Rate: 7.78 deaths/1,000 population (July 2009 est.) Age Structure: 0-14 years: 19.9% (male 404,635/female 386,733) 15-64 years: 66% (male 1,260,114/female 1,361,193) 65 years and over: 14.1% (male 240,318/female 318,027) (2009 est.) Median Age: total: 36.2 years male: 34.5 years female: 37.9 years (2009 est.) Sex Ratio: at birth: 1.05 male(s)/female under 15 years: 1.05 male(s)/female 15-64 years: 0.93 male(s)/female 65 years and over: 0.76 male(s)/female total population: 0.92 male(s)/female (2009 est.) Marriage Rate: 9.2 per 1000 persons Divorce Rate: 4.47 per 1000 persons (2004) Life Expectancy at Birth: total population: 78.52 years male: 74.86 years female: 82.36 years (2009 est.) Family Average Size: 3.5 people Ethnic Composition: white (mostly Spanish origin) 76.2%, black 6.9%, Asian 0.3%, Amerindian 0.2%, mixed 4.4%, other 12% (2007) Education: Today, education is a matter of high priority for Puerto Rico, it is evident in the island's overall literacy rate of 90 percent and its budget for education, approximately 40 percent. Education is obligatory between 6 to 17 years old. Primary school consists of six grades; the secondary levels is divided into 2 cycles of 3 years each. The school term in public schools starts in August through mid-December and January through late May.
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The school system is administered by the Department of Education and has several levels of learning. The language used in the schools is Spanish, however, English is taught from kindergarten to high school as part of the school curriculum. Some private schools provide English programs where all classes are conducted in English except for the Spanish class. Puerto Rico has more than 50 institutions of higher education. Puerto Rico has achieved one of the highest college education rates in the world (6th) with 56% of its college-age students attending institutions of higher learning, according to World Bank data. Registered Students by Education Levels: (1998-99 academic year) Elementary ........ 350,714 Secondary ........ 144,157 High School ........ 114,684 University ........ 168,000 (estimate) Registered Students by School Groups: (1999-2000 academic year) Public Schools ....... 612,793 Private Schools ....... 149,000 Schools: 1,532 public schools, 569 private schools and 44 universities. (1999) Literacy Rate: definition: age 15 and over can read and write total population: 94.1% male: 93.9% female: 94.4% (2002 est.)

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III. COMPETITION
Tier I -- Major Rental Car Firm Full Service Airport presence

Location(s): Airport, Aguadilla, Cabo Roja, Condado, Ponce Ownership: (1953) Puerto Ricancars, Inc., Puerto Ricancars Transporting , Inc., Puerto Ricancars Fleet, Hertz Puerto Rico Holdings, Inc., Mr. Craig R. Koch, (63) CEO Tel: 787 791 0808

Location(s): Airport, Aguadilla, Ceiba, Hatillo Condado, Mayaguez, Ponce Ownership: Avis Rent A Car de Puerto Rico, Inc., Mr. Sean Slater PR & USVI Gen. Mgr. Tel: 787 253 5925

Location(s): Airport, Aguadilla, Aasco, Ponce Ownership: Avis Budget Group, Inc., Mr. Sean Slater PR & USVI Gen. Mgr. Tel: 787 253 5925

Tier II -- Major Rental Car Firm Full Service Off Airport presence
Enterprise Rent-a-Car Location(s): Carolina, Aguadilla, Fajardo, Ponce Ownership: Enterprise Rent-a-Car, Inc., Mr. Neil Hafer, Group VP Gen.Mgr . Tel: 314 512 4178 Thrifty Car Rental Location(s): Carolina, Aguadilla, Fajardo, Ponce, Mayaguez, Culebra Ownership: Dollar Thrifty Automotive Group, Inc., Hertz. Inc. Dollar Car Rental Location(s): Carolina, Aguadilla, Isla Verde, Ponce Ownership: Dollar Thrifty Automotive Group, Inc., Hertz. Inc. Payless Car Rental Location(s): Carolina, Ponce Ownership: Avalon Global Group

SIXT Car Rental Location(s): Santurce Ownership: Sixt Leasing AG. (joint venture with Quality Car Rental)

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Tier III - - Local Car Rental Companies


Charlie Car Rentals Location(s): Carolina, Aguadilla, Isla Verde, 787 728 2418 Target Rent-a-car Location(s): Carolina, Bayamon, Cayey, Rio Piedras, Barceloneta, Isla Verde, Caparra, 787 728 1447 Acevedos Car Rental Location(s): Vieques 787 741 4380 Allied Car & Truck Rental Location(s): Aguadilla,Caguas,Cond ado,Isla Verde,Manati 787 726 7350

Angelos Car Rental Location(s): Rincn 787 741 4380

Barranquitas Car Rental Location(s): Barranquitas 787 857 7283

Bella Intl. Car Rental Location(s): Puerto Nuevo, Hato Tejas 787 620 7484

Cabo Rojo Car Rental Location(s): Cabo Rojo 787 851 8055

Cabrera Car Rental Location(s): Carolina 787 791 4444

Cabrera Renta Diaria Location(s): Hatillo 787 880 8080

Calesa Car Rental Location(s): Caguas 787 747 9343

Carlos Jeep Rental Location(s): Culebra 787 742 3514

Cars Rentals Location(s): Bayamon 787 740 2277

Champion Rent-a-Car Location(s): Caparra 787 782 3232

Chejo Auto Rental Location(s): San Sebastian 787 280 1105

Chepitos Car Rental Location(s): Vieques 787 649 2542

Dick & Cathies Car Rental Location(s): Culebra 787 742 0062

Economy Car Rental Location(s): Toa Baja 787 784 3875

Island Car Rental Location(s): Vieques 787 741 1666

Jerrys Jeep Location(s): Culebra 787 742 0587

Lanes Car Rental Location(s): Carolina 787 268 6161

Leaseway of Puerto Rico Location(s): Catao, Hato Rey, Isla Verde, Ponce, San Juan 787 791 5900

Marcos Car Rental Location(s): Vieques 787 741 1388

Maritza Rental Car Location(s): Vieques 787 741 0078

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Martineau Car Rental Location(s): Vieques 787 741 0087

Quality Car Rental Location(s): Santurce 787 727 6300

Ramar Auto Location(s): Humacao 787 852 0015

Romero Rent a Car Location(s): Rio Piedras 787 767 3004

SS Car Rental Location(s): San Sabastian 787 896 1184

Salinas Car Rental Location(s): Salinas 787 824 4142

Universal Car Rental Location(s): Barceloneta 787 846 2600

U Save Car & Truck Rental Location(s): Condado, Isla Verde, 787 717 7368

Vias Car Rental of PR Location(s): Dorado, Humacao, Isla Verde 787 791 2600

Vieques Car & Jeep Rental Location(s): Vieques 787 741 1037

World Car Rental Location(s): Fajardo 787 860 4808

Zambrana Car Rental Location(s): Bayamon 787 778 0000

Regional Car Rental Location(s): Isla Verde 787 851 8055

Figure IV - CONCENTRATION OF CAR RENTAL COMPANIES

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Competition Spotlight Charlie Car Rental

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IV. RENTAL OPERATIONS


LEBAR AUTO SERVICES will focus on two distinct, but related services (a) the rental of cars and (b) the sale of cars. Each of these services will be different from the competitions current offering by focusing on tailoring the service to uniquely fit the clients economic capacity, either in the amount of time rental period or in tailoring sales packages that take into account the budget limitations of the middle to lower middle market client.

Fleet Composition:
Standard Rental - The fleet composition of the traditional rental fleet will be the following:

The launch fleet composition will have XX vehicles - the breakdown is the following:
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Econom y # of Units % of Fleet $ per Unit Total

Compact

Mid-Size

Full Size

SUV

Mini-Van

Specialt y (Jeep)

35 35 $8,850 $309,750

25 25 $9,250 $231,250

15 15 $11,050 $165,750

5 5 $13,600 $68,000

10 10 $13,600 $136,000

5 5 $13,600 $68,000

5 5 $19,400 $97,000

Launch Locations:
San Juan Airport Locations

Laguna Shopping Center

Advantages:

Proximity to Luis Munoz Marin Intl Airport. High Customer Traffic Good for

local rental Disadvantage: Parking for rental fleet

Surrounded by competition

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Norte Shopping Center

Advantages:

Secure Parking for rental fleet. High Customer Traffic Good for

local rental Disadvantage: Surrounding neighborhood

Further from airport

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Car-Sharing - The composition of the Car-Sharing fleet will be the following:

Mini Cooper # of Units % of Fleet $ per Unit Total 8 40 19,975 $159,800

BMW 1 Series 8 40 29,750 $238,000

Smart Fortwo 9 20 13,550 $121.950

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Launch Location(s) : Hato Rey -- there needs to be 3 locations in Hato Rey so that there is no more than a 2 block walk to get to a car. Base #1 Base #3 Banco Popular Center T-Mobile Bldg Base #2

McConnel Valdes Bldg

Advantages:

Advantages:

Advantages

Disadvantages: Disadvantages

Disadvantages

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Hours of Operations:

The rental office hours of operations will be from 0600hrs until 2345hrs 7 days per week. The following shifts are required: SHIFT OPENING SWING CLOSING START TIME 0555HRS 0900HRS 1545HRS END TIME 1355HRS 1700HRS 2345HRS PERSONNEL COUNTER/LOT MANAGER COUNTER

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INSURANCE:

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VIOLATION MANAGEMENT:

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V. SALES & MARKETING


Positioning & Target Audience
To be a leading car rental agency in Puerto Rico while posting top of industry profitability, LEBAR AUTO must offer a value proposition to both the consumer and corporate sales channels that compels high rates of trial and repeat purchase. In an era when car rental often resembles a commodity purchase with the lowest price winning, LEBAR AUTO will, simply put, offer Rent Only As Much As You Need, a compelling package of cost, availability, convenience and quality via efficient, customer-centric, high value, cost per use car rental service. LEBAR AUTO will provide (i) clean late model cars; (ii) pricing plans that offer the most value for the client dollar; and (iii) locations that are easily accessible. Rather than solely chasing the tourist trade like so many other rental car companies here in Puerto Rico, LEBAR AUTO initial target audience will be the local market, (i) clients who do not have credit cards, (ii) clients who prefer to rent on an hourly basis, (iii) local companies that do not have a corporate vehicle, (iv) clients who rent on the weekends, (v) insurance and repair clients, and (vi) clients who are interested in a rent to buy.

Channels
Puerto Rico and the latino culture is a market noted for relationship-based sales channels. Consequently, LEBAR AUTO will employ a two-stage strategy with first-stage growth in Years 1 to 3 via local activities: Local Marketing: Advertising via flyer, radio and word-of-mouth, FaceBook and Twitter Website Marketing: In-bound tourist via website, Travel Search Engine sites (Kayak) LEBAR AUTO shall also engage in direct sales to the trade and consumer, seeking to develop traffic with programs to engage the target audience, organizations and companies, via the website, inbound call center and kiosks.

The direct sales structure will grant LEBAR AUTO several key benefits:

Speed to Market. This strategy enables the Company to simultaneously enter multiple geographic markets, services (rental, rent to buy, used car sales) and channels. Diversification. The Company will not be dependent upon a single individual or entity, ultimately with no more than 30% of total sales generated by one revenue stream. Finally, marketing expenses are spread among the entities/markets, offering a greater range in customer and sales development. Marketing Costs. A key challenge for a start-up consumer service is the marketing expense: where and when to invest in sales, advertising, marketing, publicity and promotion programs to spur the growth of customers and sales? Under this structure, LEBAR AUTO leverages existing and ongoing relationships that specific parties may have in their markets.

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Pricing
The rates in the market are established by the large rental car companies that are marketing to the in-bound tourist. The prices noted below do not include optional insurance(s) (CDW or PIA) that are standard in the car rental industry. LEBAR AUTO pricing strategy focuses on providing only as much car rental time that the client requires, so instead of competing on daily rental rates LEBAR AUTO seeks to provide flexible rental models that allow clients to purchase car rental in minutes, hours or days.

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Marketing, Advertising, Promotion and Publicity


LEBAR AUTO shall : (i) generate public awareness, (ii) establish a clear brand identity, (iii) promote trial purchase, and (iv) increase frequency of use, both among intermediary 3 rd parties (trade) and end-use flyers (consumers) in each geographic market it enters and in each channel it operates. The Company realizes that the most cost-effective way to achieve profitability is through acquiring new customers by word-of-mouth and repeat purchases. As a value-priced service, LEBAR AUTO will develop and maintain low customer acquisition costs and unit sales costs (on a revenue basis 10% in Year 1, declining to 5% in Year 5). Entry into each new geographic market and/or category will be accompanied by an aggressive promotion and publicity program targeted to the communities that influence car rental purchases: (i) travel and leisure industry, (ii) general and trade press, (iii) business and political community, and (iv) entertainment and style notables. Consistent quality service supported by selective sponsorships, product placements and innovative general advertising, will be matched with a focused direct marketing program targeting the travelers and trade (see Figures 11 and 12 below). These programs shall seek to make LEBAR AUTO a readily recognizable brand among not only in-bound travelers and the travel community, but also with the local car rental client with a clear identity of Rent Only As Much As You Need and LEBAR AUTOs comparative advantage to other car rental companies.

Figure 11

Figure 12

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VI. SERVICE, TECHNOLOGY & ADMINISTRATION


SERVICE
LEBAR AUTO will use the services of Rent-A-Wreck and PRICELESS Rent-A-Car for the structural foundation of the company. The advantages of the franchise system primarily relate to having a tested structure with models and processes that have yielded success. LEBAR AUTO will begin with an off-site Airport location and an in-city location. The services at the two locations will be different the off-site Airport location offering traditional car rental products, rent to buy and used car sales, the in-city location offering the Car-Sharing program.

TECHNOLOGY There are two different technology suites that will be required. The traditional rental will be a system that is offered by BlueBird (though Rent-A-Wreck and PRICELESS Rent-A-Car call it Web-Rent), a New Jersey based car rental software developer. The Car-Sharing program will use eileo this system is specifically for car-sharing programs and includes all of the interfaces that allow the program to operate in a non-traditional manner.

Blue Bird:

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Eileo:

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Website Technology:
Technology and the Internet have profoundly altered financial models of the car rental industry. Enterprise and Hertz report over 70% of bookings take place on proprietary websites. Third party internet-based travel services (e.g., Expedia, Orbitz, Travelocity and CheapTickets.com) and opaque websites (e.g., Hotwire and Priceline.com) have become major factors as well built a large business of direct-to-consumer (DTC) sales in a short period of time by cutting out the high-cost intermediaries and making prices transparent . Car rental companies have used technology to rapidly grow sales while smaller independent car rental firms have not followed the trend. While lagging, these forces will likewise prevail in the Puerto Rico car rental industry industry due to (i) the smaller size of market, (ii) the weak financial condition of smaller independent car rental companies, (iii) a technology infrastructure reliant on high-cost, legacy global distribution systems (GDS) (e.g., Sabre, Amadeus and Galileo), and (iv) poor management processes and systems incompatible with running a profitable car rental business. LEBAR AUTO services will develop a robust website that will enable clients to book reservations in real-time. More importantly LEBAR AUTO will hire an top-notch Search Engine Optimization consultant that understands the car rental business and the client purchase patterns that are found in an web-enhanced market place.

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BAY STREET Search Engine Optimization Consultants

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Administration
LEBAR AUTOS business model separates core from non-core activities. Core activities, those that pertain specifically to running a car rental business, such as marketing, finance, fleet operations, and general management are handled internally, non-core activities are outsourced to companies that specialize in those fields. LEBAR AUTOs back-office accounting is a perfect example of our outsourcing strategy.

Professional Services
The Company has retained the following professional services to advise PRINAIR in the development and operations:

Legal

General Counsel Ferraiuoli Torres, Marchand, Rovira, P.S.C., San Juan (Fernando Rovira)

Financial & Administrative

Accounting Cordero CPA & Co., P.S.C., (Sergio Cordero)

Marketing

General Advertising ARCO Publicidad, San Juan (Michelle Menedez, Creative Director)

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VII.

MANAGEMENT

PRINAIR management team brings diversity of talent and experience, from international investment banking to senior management of a leading Caribbean regional airline (key: officer director).

Officers

Salomon Levis, Chairman/CEO Managing Member Mr. Levis is the Chairman/CEO and Managing Member of LEBAR AUTO. Mr. Levis brings years of business experience to the company, including experience in start-up companies. Mr. Levis is the founder of Doral Bank, and was the Chairman/CEO when the bank was taken public on the New York Stock Exchange. Mr. Levis will be responsible for overall strategy and direction of the company.

Marc Baron, President, Member Mr. Baron is responsible for overall operations. Mr. Baron brings start-up experience to the table, which includes developing strategies from inception to implementation. In the past 7 years he has worked as a senior consultant for Clayton Capital, an M&A firm that focused on middle market companies. In the past 3 years Mr. Baron was involved in the restructuring of two companies in the material handling industry (Clarklift of California/Industrial Material Handling Systems), each with gross revenues of $20 million. Mr. Baron was awarded a B.S. from Howard University and a J.D. from Univ. of Miami School of Law.

Raquel Buitrago Corredor, Vice President General Manager Dra. Raquel Buitrago C. has been involved in the tourism industry for 18 years. She graduated from, Bogot, Colombia with a degree in Tourism Administration. She has focused her professional development in marketing of tourism and developing new tourist markets in Colombia. Her professional career has taken her to assignments in the United States, Western Europe and the Middle East. She is the President of Pacific Hoteles Colombia, which is the Master Franchiser for Choice Hotels International (NYSE:Choice) in Colombia.

Open Positions

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Operational Manager (to fill 1st quarter 2011). Oversee and manage the major functional areas of PRINAIR information technology including reservation systems and website maintenance.

IX. BUSINESS RISKS


Starting an airline (air service) is speculative in nature, involves a high degree of risk and should not be made by any party who cannot bear the risk of pursuing a transaction with the Company. Accordingly, prospective parties should consider carefully the following risk factors, in addition to all of the other information presented in this Business Plan, before pursuing a transaction with the Company. This Business Plan contains historical information and forwardlooking statements that involve risk and uncertainties. The Companys actual results could differ materially from the results discussed in the forward-looking statements. Factors that could cause or contribute to such differences include but are not limited to those below as well as those elsewhere in the Business Plan.

Sales
Loss of general sales agent(s) or alienation of sales intermediaries (e.g., travel agents). Weak consumer or trade awareness. Failure to develop consumer or trade acceptance. Extraordinary price pressure from consumer or competitor. Slow internet penetration.

Competition
Dominant players become anticompetitive and/or destructively opportunistic. Government consistently takes protective action for larger companies Vamanos fails to achieve critical mass to fuel organic growth and pursue strategic objectives.

Tourism
Cyclical nature of tourism industry. Sustained rise in fuel costs. Hurricane in Caribbean

General Business
Sustained economic downturn (recession). Failure to hire and retain key personnel.

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VIII. IMPLEMENTATION
The implementation plan below defines the objectives and milestones for LEBAR AUTO since its inception (October 2010) and through its first year of operation (2011).

Achieved Milestones
PRICELESS Rent-A-Car October 2010 Received franchise disclosure document LEBAR AUTO - October 2010 Business plan developed

Pre-Launch Milestones

Corporate Entity Formed November 2010 (Corporate) Completed formation of LEBAR AUTO SERVICES, LLC. LEBAR AUTO SERVICES, LLC registered and approved to do business in Puerto Rico. Rental Locations December 2010 ( Operations) Letter of Intent is signed for rental locations. Franchise Purchase December 2010 (Corporate) Rent-A-Wreck / PRICELESS rent-a-car franchise is purchased Reservation System December 2010 (Service, Technology & Administration) Agreement signed with eileo for system construction (car-sharing) Key Management Position Filled December 2010 (Management) Commitment received to fill positions of Operational Manager. Funding January 2011 (Finance) Funding and Credit Facilities are executed for fleet acquisition Sales Channels - November 2010 (Sales & Marketing) Website is commissioned Search Engine Optimization consultant is secured

Year 1 Milestones
Rental Operations Traditional car rental operation 100 vehicles Car-Sharing operation 20 vehicles Rental Car Operations One off-site Airport location Hato Rey in-city site with 3 PODS Financials & Metrics

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VIII. FINANCIAL

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