Knight Business Plan

Business Prospectus Andy Hernandez BA 115 Ann Marie Patterson M-Th 6pm Andre Whitmore Mr. Smith Table of Contents 1. Executive Summary .................................................................. 3 2. General Description ................................................................. 4 2.1. Mission Statement ....................................................... 4 2.2. Operations ................................................................... 5 2.3. Product Rationale ......................................................... 5 2.4. Vision of The Future ...................................................... 7 3. Competitive Analysis................................................................ 8 3.1. Local Retailers .............................................................. 8 3.2. Major Brands .............................................................. 10 4. Marketing strategy ................................................................ 12 4.1. Product and Competitive Advantage ............................. 13 4.2. Price ......................................................................... 13 4.3. Distribution and Location ............................................ 13 4.4. Promotions................................................................. 14 5. Appendices ........................................................................... 15 5.1. Primary Market Research Data ..................................... 15 5.2. Promotional Materials ................................................. 19 5.3. Works Cited ................................................................ 21 2 of 21 1. E XECUTIVE S UMMARY K night Clothing is a new urban influenced, high quality clothing line, targeted at an adult professional consumer, set to open in the Midtown area of Sacramento, CA. Upon opening our primary focus will be on internet based sales, with the possibility and likelihood of a brick-andmortar location existing in the near future. At its core Knight is based upon the concepts of synergy and harmony; our customers are professional adults who are diverse in terms of work, background, and interests and we strive to bring all of these elements together into one line of clothing that speaks to the needs of a conscientious shopper who has many interests. In our Mission Statement, we describe a company with lofty goals; a group of business owners that wish to be actively involved in the community in which they operate, donating to local charities, promoting our local artists, and providing our products at the lowest possible price. We are a company founded on the ideal of minimizing our ecological impact and respecting both our clients and employees equally. It is these core philosophies that will give us a competitive edge over both smaller local retailers and major urban brands. Ultimately, by maintaining these ideals and adapting them – growing and changing along with our customers – we aim to create a company that will be appealing to competitors and customers alike to buy into. Our goal is to be able to transform our general partnership into a public corporation within ten years, and give the public the chance to take an active role in a business they will believe in as strongly as we do. At the heart of our strategy as we work towards this goal, is our continued partnership with other businesses and participation in local events. We will be seeking to engage established retailers with distribution negotiations, so as to increase market penetration of our product and build a rapport with other companies that have similar core principals to our own. Also critical to allowing Knight to thrive is our marketing through community participation. By promoting the locals arts, displaying artist work in our office and gallery location, we plan to achieve a reputation and loyal client base that will allow us to become prominent sponsors for both artistic and charitable endeavors, thus further giving back to the community in which we started. 3 of 21 2. G ENERAL D ESCRIPTION An apparel retailer opening in the Midtown area of Sacramento, CA, Knight Clothing will sell urban themed clothing for the adult consumer in the local and statewide markets. It was established in the fall of 2008 as a general partnership, with each of the business founders sharing equally in both initial investment capital and profits/liabilities. Each will also maintain a management role within the company. 2.1 Mission Statement Our objective is to allow our customers to express their individuality through fashion, while supporting a company that maintains the ideals they believe in. We feel that fashion companies are too often focused on youth advertising and aspirational marketing. We think that it is possible to build a successful urban apparel business that caters to professional adults on a budget. In keeping with these core philosophies, the founders of Knight Clothing vow that:  We will always offer high quality designs at reasonable prices, and treat our customers with the respect they deserve. We will make every effort to create a product that is ecologically responsible; constantly seeking out new ways to minimize our impact on the environment. We will support programs that transform the lives of people in need and donate a portion of our annual profits to local charities with similar goals. We will embrace the importance of the arts in our society and celebrate our local artists, promoting and displaying their work whenever possible. We will hold our employees in the highest esteem, providing an environment where they can contribute and flourish and be treated as people instead of cogs in the machine.     Figure 2.1, Knight Clothing Organizational Structure. 2.2 Operations As a small start up, Knight will have a simple organizational scheme with a line structure (Fig. 2.1). Andy Hernandez, Resources Director, will handle the day-to-day financial concerns of the company, our partnerships with service businesses, and community outreach programs. Our Creative Director, Andre Whitmore, will design both our actual garments and the evolution of Knight’s brand identity. The creative vision behind Knight Clothing, he is responsible for choosing the elements that go into the product line and the creation of the Knight Life magazine. Ann Marie Patterson, Marketing Director, will manage our advertising and promotions including the Knight Website and blog, scheduling of special events, and artistic partnerships with other businesses. We will hire a General Manager who will handle our on-site office management and directly supervise three commission based sales contractors. These independent agents will network with other retail establishments to promote the Knight line, increasing our distribution beyond our own storefront location. 2.3 Product Rationale The success of Knight Clothing is centered on our need to understand the market we produce for and to predict changes therein. We have chosen to fill a gap that is excluded from the youth targeted market approach, allowing us to take advantage of a void left by our competitors. This niche approach allows us to capitalize on a marketing error common to other small urban stores. By focusing exclusively on youth culture as it pertains to music and the fashions influenced by popular recording artists, many urban retailers have been unable to adapt to a target market whose tastes change exceedingly quickly and have gone out of business just as 5 of 21 swiftly.1 By focusing our products on professional adult consumers, instead of teens and young adults, we will establish a more secure customer base that is less unpredictable in its fluctuations. Our Midtown location is a key component to fulfilling this market. Midtown shoppers have an average age of 35 and make $40,000 per year.2 Primary market research suggests that the majority of this population is aged 25-45 and that well over half make less than $50,000 (Fig. 2.2).3 Interviews with Midtown shoppers have shown a concern for affordability, durability, and versatility in clothing; all key components in the Knight design style. Annual Income of Midtown Shoppers 18% 4% 19% less than $20,000 $20,000-35,000 $35,000-50,000 $50,000+ Decline to state 36% 23% Figure 2.2, Data from Primary Research interviews. See Appendices 5.1- Primary Market Research Data. Placing Knight in Midtown puts us at the center of Sacramento culture. We will be able to benefit from potential partnerships with other retailers and demonstrate the interest in our local community that is at the heart of our company philosophy. Networking with established businesses, local artists, and community organizations will be critical to our company image and marketing strategy. Building business partnerships is critical in our first year of business, as we focus on establishing our local image and internet store. We will be seeking out distribution partnerships with established retailers via independent Sales Agents to add to our internet based revenue and grant us wider distribution locally in conventional storefront locations. Other key success factors will include our reliability and quality of our customer service. We must show a demonstrable history of product excellence and timeliness of delivery in order to make consumers believe in our product and develop brand loyalty. 1 “Urban Retailers Struggle To Keep Up With Trends.“ Trading Markets. 28 Jan. 2008. 21 Nov. 2008. 2 “Space.” MARRS. Dec 2008. . 20 Nov 2008. Path; Download Macro Brochure. 3 See Appendices 5.1. Primary Market Research Data. 6 of 21 2.4 Vision of the Future Opening Patterned after the business model laid out by Bay Area retailer, DirtBag Clothing, our main focus for our first two years of operations is on internet based sales and creating distribution partnerships with established retailers.4 By renting a low cost space intended primarily for office and production use (see Marketing Strategy) instead of seeking out a conventional retail location, we will be able to save a great deal on overhead and keep our pricing affordable, per our Mission Statement. Two Years As our revenues grow from distribution deals, web-based sales, and other community partnerships, we plan to seek out a more traditional brick-and-mortar location for our Midtown store. At this point we should be seeing a wider ranged penetration of the state market and be looking to expand into neighboring states. We will have a wider variety of product lines, which will grant us a greater appeal on the market. Five Years With the assistance of our internet sales, we plan to be a known brand on the national market at this stage and switch our company ownership to either a private corporation or limited liability company so as to protect the founders’ personal assets. Throughout this time, we will have continued to network with other retailers, artists, and charitable organizations, as dictated by the interests our customers and with the intention of being a potential sponsor for local events such as Sacramento Fashion Week. Ten Years By Knight’s ten year anniversary, we plan to be a business that is appealing to other business minded individuals. By going public on the market, we will give our customers and competitors a chance to own the business they will have come to respect. This will allow us to pass the reigns of the company onto people who share the ideals we founded the company on. 4 Buchanan, Leigh. “The Dirtbag Demographic.” Inc. Dec 2002. . 24 Nov 2008. 7 of 21 3. C OMPETITIVE A NALYSIS K night Clothing’s competitive advantage is best expressed in the Company Mission Statement; low priced, high quality urban designs that one can wear in a work environment. We also have an active policy of support for local artists and charities and minimal environmental impact. Our competitors can be broken into three main groups; other local clothing retailers, major urban brands, and the department and chain stores that feature urban brands and styles. 3.1 Local Retailers The are several apparel stores that present direct competition because they embrace some or all of Knight’s core philosophies and share a midtown based location and/or present a strong web presence. By seeking out distribution with established retailers, focusing on a specific need in the local market, and keeping our pricing low, we will have a strong advantage against these competitors. Moreover, many of these local boutiques do not have the capability for online sales, which will also be to our benefit. United State Online At a glace, Unite State’s strongest advantage is a clean looking website where one sees a dedication to their local artists (particularly the music community), a large selection of brands, and an ideal location in Midtown.5 Further inspection shows that their selection is limited and somewhat costly and their online store is not optimized for consumer use. However, they have a better selection in their brickand-mortar location than that represented online and have a reputation for excellent customer service and the promotion of local fashion designers, amongst their clientele.6 Our focus on our Internet sales, the professionalism of our website, and availability of lower cost products will be a critical advantage with this competitor. They may also be an ideal candidate for distribution negotiations. 5 6 “About Us.” United State Online. . 10 Dec. 2008. “United State Online.” Yelp Business Directory. 18 Dec. 2008. . 18 Dec. 2008. 8 of 21 Shoefly Shoefly focuses strictly on shoes and accessories. While they receive high marks for selection of styles and customer service, they are criticized by customers for price7 and have no discernable web presence beyond business directories. They also do not note any active policy of community involvement. Cuffs Urban Apparel Cuffs features vintage and newer, urban clothing at reasonable prices8 and is well regarded for the in-store shopping experience. Their web site, however, redirects to a MySpace page that is strictly for advertising purposes. While it is clear that our web sales option will be a benefit when competing with Cuffs, we view them as a possible distributor of Knight products. East Coast Fashion This designer urban store is very hard to find information about as they have no web site and practically no listings on any of the commonly used business directories. Additionally they are located in a more obscure part of Sacramento. Both of these elements will give Knight a distinct advantage over this competitor, though their focus on hip-hop styles – including many of the major urban brands -- may make them an ideal distribution partner as we seek to penetrate markets outside of Midtown. Sugar Shack & Krazy Mary’s Boutique Both of these stores – which share ownership – have an advantageous Midtown location with a variety of styles in stock. They also get good reviews from their customers in terms of service,910 though many wish for lower pricing. Neither has a web site for sales (MySpace advertising only), however, and they focus strictly on women’s products. While they definitely show some promise as a potential distributor, our web sales will be our advantage in terms of competition. 7 8 “Shoefly.” Yelp Business Directory. 4 Jun. 2008. 11 Dec. 2008. “Cuffs Urban Clothing.” Yelp Business Directory. 5 May 2008. . 11 Dec. 2008. 9 “Krazy Mary’s.” Yelp Business Directory. 19 Jul. 2008. . 12 Dec. 2008. 10 “Sugar Shack Boutique.” Yelp Business Directory. 1 Dec 2008. < http://www.yelp.com/biz/sugar-shack-boutiquesacramento>. 12 Dec 2008. 9 of 21 Other Local Retailers There are countless more clothing retailers in Midtown than we’ve detailed here, many of which are competitors only by way of location. These businesses feature different styles of clothing than we do (such as formalwear, children’s clothing, costume rentals, etc.) and tend to focus on a specialized product that is different than our own. Many are seeking a different target market than we are and some may have distribution potential for Knight Clothing as we introduce new product lines. 3.2 Major Brands There are several well-known major urban brands of apparel with each sharing several common characteristics. Most are headed by major recording artists, granting them name recognition on the global scale. Most are focused on a high end product with prices above the market standard. Most produce athletic wear and other styles that are commonly associated with the hip-hop influenced interpretation of urban clothing. Most are also available in one or more major chain or department stores, such as Target, Macy’s and Nordstrom’s. In all cases, our affordable pricing, production of a wider variety of urban styles – including clothing that is suitable for consumers who work in a business casual environment – and our desire to become a respected business in the local community will be our competitive advantage. Rocawear Founded by Shawn "Jay-Z" Carter of Rocafella Records, Rocawear prides itself on the inclusion of international themes in their product design.11 Like most urban brands, they consider their target market to be younger shoppers who are very into hip-hop music and culture. They feature a variety of product lines that are available on their web site and in various retail establishments. Their pricing is on the higher end of average market value. Our focus on professional consumers and commitment to the local community will be our critical advantage against this competitor. 11 “About Us.” Rocawear. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008. 10 of 21 Sean John Sean “Diddy” Combs, founder of the company, seems to have a similar corporate vision to that expressed by Rocawear.12Consequently, our focus on local consumers and affordable pricing will once again be our biggest advantage in competition. Coogi Based out of Australia, Coogi is one of the competitors that are not fronted by a major recording artist, though they do have a solid following based on the reputation of the founder and fashion designer, Jacky Taranto.13 With their focus being on a high end product, both in terms of quality and price, affordability is going to work to our benefit on the local market. Upper Playground One of the smaller major urban brands, Upper Playground shares some company philosophies with Knight Clothing, as well as a Midtown location. They promote and partner with artists on their website,14 and receive positive reviews from their local customers for customizing their retail stores for the community.15 Our lower pricing will be to our advantage in competing with their local store, but we feel they may be a great candidate for distribution partnership or mutual advertising. Other Major Urban Brands As was the case with the locally owned competition, there are many more major competitors than the major ones we’ve detailed here. Some of the major discount chain stores, such as Target and Wal-Mart, feature their own brands of urban wear. Most of these brands are focused on the hip-hop and athletic wear interpretations of the urban motif and our desire to produce a more versatile high-quality line of clothing will be critical in competing with these lines. As Knight gains deeper market penetration, some may be ideal for distribution, as well. 12 13 “About.” Sean John. 2008. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008. Khan, Jon "Coogi Clothing - Upscale Urban Style." Coogi Clothing - Upscale Urban Style. 3 Nov. 2008. EzineArticles.com. . 6 Jan 2009. 14 “News – Artists Updates.” Upper Playground. 29 Dec 2008. . 30 Dec 2008. 15 “Upper Playground, Sacramento.” Yelp Business Directory. 21 Oct 2008. < http://www.yelp.com/biz/upperplayground-sacramento>. 20 Dec 2008. 11 of 21 4. M ARKETING S TRATEGY K night will have a multi-segment market but with a single market approach, due to the nature of our designs, the interests of the market in Midtown and the diversity of the company founders. Midtown consumers spend an average of $1000-2000 per year on clothing,16 lining up with the national average of $1800 spent on apparel in 2007.17 Women generally make up the largest portion of consumer dollars and retail trends have shown that marketing towards women will not necessarily isolate male customers.18 Thus our advertising efforts will feature a large focus on seeking out the female consumer within our target market. Additionally, Sacramento has seen a large increase in the Latino population, a trend that is expected to continue, 19and Midtown shoppers tend to be very racially and ethnically diverse.20 Primary research indicates that there is an interest amongst shoppers across these demographics for high quality, affordable, classic designs with an urban concept and that businesses with an artistic and charitable involvement thrive in this market (Fig. 4.1). Market Interest By Ethnic Identification 100% 80% 60% 40% 20% 0% Artist Charity Knight Support Support Interest Figure 4.1 Data from Primary Research interviews. See Appendices 5.1 Primary Market Research Data. 16 17 African American Caucasian Hispanic Consequently, our primary target audience is both men and women in the 25-40 yr. age range, with a median income of $20,000 – 40,000, across ethnicities and lifestyles, who support the local artists and businesses that Midtown is known for. See Appendices 5.1 Primary Market Research Data. “Consumer Expenditures in 2007.” Bureau of Labor Statistics. 25 Nov 2008. 30 Nov 2008. 18 Learned, Andrea. “The Six Costliest Mistakes You Can Make in Marketing to Women.” Inc. Jan 2003. . 16 Nov 2008. 19 Baldassare, Mark. “Forum: Fastest Growing Region in the State.” Public Policy Institute of California. 15 Apr 2001. < http://www.ppic.org/main/commentary.asp?i=240>. 20 Nov 2008. 20 See Appendices 5.1 Primary Market Research. 12 of 21 4.1 Product and Competitive Advantage All of our garments are made from natural, high quality fabrics and are designed to be comfortable as well as stylish. By keeping our production costs low in establishing our startup location and dealing with local wholesalers, we will be able to produce a line that is affordable relative to its quality, which allows us to move away from the aspirational marketing approach that many socially conscious consumers are finding more distasteful.21 It is this simple approach, with an emphasis on diversity, self expression, responsibility and affordability that will set Knight Clothing above the competition. 4.2 Price Because we are able to cut costs by keeping much of our production process and advertising inhouse, distributing via other retailers while emphasizing internet sales, and maintaining an office and gallery with a lower overhead than a traditional storefront, a price that is below market value will be the most effective strategy for Knight Clothing at its conception. We anticipate using promotional pricing when appropriate, since our Midtown features many public events, such as the Second Saturday Artwalk, and will receive a great deal of free advertising and publicity from our business partners. 4.3 Distribution and Location While we have the ability to sell on our business website, and therefore to reach a greater audience than just those in the Sacramento Metro area, Knight Clothing is primarily a local business that aims to build partnerships in the Midtown area. Our company will be located in a local theatrical and arts complex and will serve mainly as an office and gallery for our designs. We will display the work of local artists in this space, allowing us to participate actively in the local arts community. 21 Clifford, Stephanie. “Goodbye Seduction, Hello Coupons.” New York Times. 9 Nov 2008. . 30 Nov 2008. 13 of 21 4.4 Promotions The first step in Knight’s promotional plan is our opening, which will coincide with the Second Saturday Artwalk and Sacramento Fashion Week. 22 Due this critical timing and our proximity to theatre companies, other art galleries, and Midtown’s active night life, we will be able to take advantage of free and/or low cost publicity from the related websites and large crowds typically gathered at such events. By presenting a store-front fashion show, and promotional pricing for the event, we anticipate garnering a number of repeat guests our first day. While we do plan to pay for conventional advertising in the periodicals Sacramento Magazine and Midtown Monthly, as well as on the MidtownGrid and Sacramento News & Review websites, we will also be able to acquire publicity by promoting Knight on the free community calendars of the Black, Hispanic, Women’s and Rainbow Chambers of Commerce, as well via networking with the Midtown Business Association. Finally, Knight will be promoting itself in-house via its own smaller magazine, “Knight Life,” and company website which will feature information on store promotions, ongoing design concepts, and upcoming public events relevant to the business. The combination of all of these elements will allow us to keep advertising costs low while dramatically increasing the visibility of the company upon opening. As we expand and tackle the plans laid out in our vision for Knight’s future, we will be able to increase advertising to include local billboards, a stronger presence in local advertising publications, and explore similar advertising methods in other geographical areas. 22 “Schedule.” Sacramento Fashion Week. . 17 Nov 2008. 14 of 21 5. A PPENDICES 5.1 Primary Market Research Data During Q4 2008 Knight Clothing conducted consumer interviews regarding preferences in clothing including styles, annual spending, retail company philosophies, and demographics. These interviews were conducted in person near Knight’s “brick and mortar” location and several potential competitors and online via forms, emails, and message boards targeting the Sacramento area. Polling confirmed demographic information obtained in secondary research and cemented our belief that a valid market exists in this area for urban clothing with the adult, professional customer in mind. Respondents also expressed a preference for businesses that support local arts endeavors and charities. Demographic* Totals of Respondents Men Age Group 25-35 82 18% 19 31 23 9 21 20 32 7 2 37 38 7 0 35-45 75 16% 23 26 21 5 4 14 31 21 5 27 31 10 7 Other/ Decline 64 % of 14% total 14 12% 22 17% 15 13% 13 6% 12 8% 11 10% 19 18% 19 10% 3 2% 23 19% 31 22% 8 5% 2 2% 25-35 93 20% 21 44 27 1 29 27 29 4 4 37 43 13 0 Women 35-45 78 17% 24 37 14 3 12 18 29 17 2 16 42 16 4 Total 456 African American Caucasian Hispanic Other/Decline less than $20,000 $20,000-35,000 $35,000-50,000 $50,000+ Decline less than $1000 $1000-2000 more than $2000 Decline Other/ Decline 64 % of 14% total 16 13% 25 23% 14 12% 9 3% 11 11% 15 13% 22 18% 12 7% 4 2% 24 17% 28 25% 9 8% 3 2% *Demographic indicators not shown did not reveal any statistically significant trends. **Ethnic and Income indicators showed fewer differentiations in annual apparel spending than gender and age breakdowns. $ per year, apparel** Income Ethnicity 15 of 21 Conceptual Interest Total Men 25-35 Men 35-45 Men Other/Decline Women 25-35 Women 35-45 Women Other/Decline African American Caucasian Hispanic Other/Decline less than $20,000 $20,000-35,000 $35,000-50,000 $50,000+ Decline less than $1000 $1000-2000 more than $2000 Decline Total 82 75 64 93 78 64 117 185 114 40 89 105 162 80 20 164 213 63 16 456 Gender/ Age Artist Charity Knight Support Support Interest 68% 56% 83% 68% 56% 51% 58% 55% 72% 56% 72% 69% 87% 76% 63% 53% 72% 66% 79% 69% 81% 69% 65% 55% 67% 69% 78% 30% 38% 53% 60% 74% 94% 67% 74% 85% 70% 59% 56% 70% 55% 41% 30% 55% 55% 56% 63% 74% 70% 67% 67% 75% 60% 54% 56% 63% 50% 65% 65% 67% Of those interviewed, we found that Midtown shoppers made less than $50,000 per year while still spending at least $1000 on clothing. While there was not a large degree of difference in the number of men and women interviewed, or their apparel spending habits, female shoppers generally had larger numbers in terms of both population and spending dollars, and lower incomes, across age and ethnic groups. Upon conclusion of market research interviews, Knight Clothing determined that most demographic groups expressed a notable interest in our company philosophies of artist and charitable community involvement, as well as in the design concepts we seek to express. Twothirds of those interviewed stated they would be likely to shop at Knight Clothing and even stronger interest was shown in individuals who stated their income as less than $35,000 per year. Highlighted demographics indicate groups that expressed an interest that was greater than 65% of those interviewed. 16 of 21 $ per year, apparel** Income Ethnicity Market Research Survey – page 1 17 of 21 Market Research Survey – page 2 18 of 21 5.2 Promotional Materials Seen on this page is the first cover of “Knight Life Magazine” and several of our initial promotional graphics. These images showcase the intended diversity of our product line and advertising efforts, with images appealing to a variety of demographic groups. 19 of 21 The graphics here highlight Knight’s vision of its future, featuring mockups for advertising and events we plan to use as we approach a greater share of the statewide and eventually national market and introduce a larger number of product lines. 5.3 Works Cited “About Us.” Rocawear. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008. “About Us.” United State Online. . 10 Dec 2008. “About.” Sean John. 2008. < http://www.rocawear.com/shop/aboutus.php>. 10 Dec 2008. “Consumer Expenditures in 2007.” Bureau of Labor Statistics. 25 Nov 2008. 30 Nov 2008. “News - Artists Updates.” Upper Playground. 29 Dec 2008. . 30 Dec 2008. “Schedule.” Sacramento Fashion Week. . 17 Nov 2008. “Space.” MARRS. Dec 2008. . 20 Nov 2008. Path; Download Macro Brochure. “Urban Retailers Struggle To Keep Up With Trends.“ Trading Markets. 28 Jan. 2008. 21 Nov 2008. Baldassare, Mark. “Forum: Fastest Growing Region in the State.” Public Policy Institute of California. 15 Apr 2001. < http://www.ppic.org/main/commentary.asp?i=240>. 20 Nov 2008. Buchanan, Leigh. “The Dirtbag Demographic.” Inc. Dec 2002. . 24 Nov 2008. Clifford, Stephanie. “Goodbye Seduction, Hello Coupons.” New York Times. 9 Nov 2008. . 30 Nov 2008. Khan, Jon "Coogi Clothing - Upscale Urban Style." Coogi Clothing - Upscale Urban Style. 3 Nov 2008. EzineArticles.com. 6 Jan 2009 . Learned, Andrea. “The Six Costliest Mistakes You Can Make in Marketing to Women.” Inc. Jan 2003. . 16 Nov 2008. Yelp Business Directory. 18 Dec 2008. . Customer reviews for Sacramento retailers on Yelp. 20 Dec. 2008. 21 of 21